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How to Write a Tourism Business Plan

by Bryan Reynolds | Jul 10, 2023 | Destination Marketing

a person writing a business plan on a computer

Starting a tourism business can be an exciting venture, but it’s vital to have a solid business plan in place. Your business plan will serve as a blueprint for your business, outlining your goals, strategies, and financial projections. Here’s a step-by-step guide on how to write a tourism business plan.

Step 1: Executive Summary

  • Start with an executive summary, which provides a snapshot of your business.
  • It should include your business name, location, and a brief description of the services you offer.
  • This section should also highlight your unique selling proposition – what sets your tourism business apart from the competition.

post it notes on a bulletin board

Step 2: Business Description

  • Provide detailed information about your tourism business.
  • Describe your target market, the types of tours or services you’ll offer, and your business structure (e.g., sole proprietorship, partnership, corporation).
  • Also, discuss any partnerships with local businesses or organizations that will enhance your offerings.

Next up is the market analysis.

Step 3: Market Analysis

  • This section requires research into the tourism industry in your area.
  • Identify your competitors and analyze their strengths and weaknesses.
  • Understand your target customers – their preferences, behaviors, and what they value in a tourism experience.

After understanding your market, it’s time to outline your organization and management structure.

Step 4: Organization and Management

Outline your team structure..

  • Include the roles and responsibilities of each team member, and provide brief bios if possible.
  • If you’re a sole proprietor, describe any outsourced roles (like accounting or marketing).

a pencil on a paper book

Step 5: Services or Products

  • Detail the services or products your tourism business will offer.
  • Whether you’re offering guided tours, travel planning, or other tourism-related services, make sure to describe each offering clearly.
  • Explain the benefits of your services and how they meet the needs of your target market.

Finally, let’s talk numbers in your financial projections.

Step 6: Financial Projections

  • This section should provide a clear picture of your business’s financial outlook.
  • Include sales and revenue projections, a budget, a break-even analysis, and a projection of your cash flow.
  • These figures will be crucial when seeking funding or investment for your tourism business.

people walking outside at a tourism location

Why do I need a business plan for my tourism business? A business plan helps you understand your business better, assists in securing funding, and serves as a roadmap for your business’s growth. A company overview is important in the travel and tourism industry. How long should my business plan be? The length of a business plan can vary significantly depending on the size and complexity of the business. However, typically, a business plan ranges from 20 to 50 pages. Who should write the business plan? As the successful business owner, you are the best person to write the business plan. However, you can also hire a professional business plan writer or use business plan software. How often should I update my business plan? It’s a good idea to update your business plan at least once a year or whenever significant changes occur in your business or industry. What if I’m starting a small tourism business and don’t have a team yet? That’s perfectly fine. In your organization and management section, simply focus on your role and any outsourced functions. Do I need to include all these sections in my business plan? Yes, each section plays a critical role in providing a comprehensive view of your business. However, the depth of detail in each section can vary based on your specific business. Can I use my business plan to secure funding? Absolutely. Investors and lenders will often request to see a business plan to understand the viability and potential of your business. A well-crafted business plan is crucial for the success of your tourism business. By following this guide, you’ll be well on your way to creating a comprehensive and effective business plan.

Best Practices when Writing a Tourism Business Plan Template

Writing a business plan for a tourism business involves several best practices that can increase the likelihood of your venture’s success. Here are some key points to consider:

1. Be Clear About Your Business Idea:

  • Define your tourism business concept clearly.
  • Specify the type of services you will provide, such as guided tours, travel planning, or accommodation booking.

2. Conduct Thorough Market Analysis:

  • Identify your target audience and understand their needs and preferences.
  • Analyze your competitors, their offerings, strengths, and weaknesses.

3. Create a Unique Selling Proposition (USP):

  • Determine what sets your tourism business apart from competitors.
  • Your USP could be unique tour packages, superior customer service, or partnerships with local businesses.

4. Detail Your Marketing Strategy:

  • Develop a marketing and sales strategy to attract and retain customers.
  • This could involve online advertising, social media promotion, collaborations with local businesses, or special offers for repeat customers.

5. Plan Your Operations:

  • Outline how your business will operate on a day-to-day basis.
  • Include details about logistics, staff requirements, equipment needed, and any regulatory compliance issues.

6. Develop a Financial Plan:

  • Prepare a detailed financial plan, including revenue projections, budget, and break-even analysis.
  • This section is crucial if you’re seeking investment or loans.

7. Review and Revise Regularly:

  • A business plan should not be a static document. Review and update it regularly to keep it aligned with your current business situation and future goals.

Remember, your business plan is not just a document for potential investors or lenders; it’s also a roadmap for your business, guiding your decisions and strategies. By adhering to these best practices, you can create a robust business plan that sets your tourism business up for success.

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Best 30 Profitable Village Business Ideas in 2024

  • December 21, 2023
  • by Next What Business Research Team

Villages and rural areas offer unique opportunities for entrepreneurship. They are often rich in resources, traditions, and untapped potential. If you have the right business idea, there is a huge opportunity to not only positively impact the economy of villages, but also make serious money. Here in this article, we have explored the most profitable village business ideas that are well-suited for rural areas, along with frequently asked questions (FAQs) to guide aspiring entrepreneurs.

30 Village and Rural Business Ideas

1. agri-tourism.

India’s agrarian terrain provides a wider range of agri-tourism ventures. You need to determine the specific aspects of agriculture you want to showcase. It could be organic farming, traditional crop cultivation, or livestock rearing. Here are some specialized niches within the agro-tourism business:

  • Organic Farm Tours
  • Vineyard Tourism
  • Herb and Medicinal Plant Gardens
  • Floral Farm Experiences
  • Agro-forestry Retreats
  • Tea Plantation Tours
  • Spice Farm Experiences
  • Culinary Farm Stays
  • Host Agricultural Fairs and Festivals
  • Livestock Farm Experiences

You can promote your agro-tourism business through word-of-mouth, regional tourism boards, social media, and other channels to advertise your agri-tourism business.

2. Start an Online Business

Several online businesses can help villagers reach a larger customer base and generate income while promoting local products and services. Some of them are listed below:

  • E-Commerce Store for Local Products: Create an online shop to showcase and sell locally-made handicrafts, agricultural produce, and other unique products from the village.
  • Online Grocery Delivery: Set up an online grocery store that allows villagers to order essential items and have them delivered to their doorstep.
  • Online Tutoring Services: Offer online tutoring in subjects like mathematics, languages, or vocational skills to students in the village and nearby areas.
  • Start a Blog: If you have expertise in a specific area, consider starting a blog and making money online from home.

3. Start a Small Manufacturing Unit

If you have some additional space in your home or backyard in your village, consider starting a home-based manufacturing business . There are plenty of manufacturing businesses you can start in rural areas. Some of them are listed below:

  • Agro-Processing Units
  • Handloom and Textiles
  • Food Processing
  • Herbal and Ayurvedic Products
  • Clay and Pottery
  • Bamboo and Cane Products
  • Soap and Detergent Manufacturing
  • Brick and Tile Making
  • Herbal Cosmetics
  • Biofuel Production

4. Poultry Farming

Start a small-scale poultry farm to supply fresh eggs and meat to local markets and households. It is one of the most lucrative village business ideas at present.

5. Dairy Farming

The demand for milk is growing. You can establish a dairy farm to produce and sell milk, yoghurt, and other dairy products to nearby towns and villages.

6. Handicrafts Business

You can work together with regional craftspeople who are experts in traditional crafts. Try to create a workshop or studio where the goods can be produced and shown. To reach a larger audience, establish an online presence through a website or social media. Also,  take part in regional craft fairs, shows, and events to display your handmade creations.

7. Goat Farming

There is a big demand for Meat and dairy products from goats in India. If you are short in budget, consider beginning with a small herd and scaling up as profit comes in.

8. Rural Retail Store

Open a retail store offering daily essentials, groceries, and household items in areas with limited access to such facilities. If you have a space with a good frontage, consider starting a retail shop. A retail shop is without saying one of the most popular village business ideas across the world.

9. Solar Products Business

There is a considerable shortage of electricity in most villages. Nowadays, solar energy has become a solid alternative to traditional electricity sources. You can open a solar shop and sell solar lamps, panels, and other renewable energy solutions to address rural energy needs.

10. Medicinal Herbs Farming

There is no shortage of land in village areas. You can cultivate medicinal herbs and plants for sale to pharmaceutical companies and herbal medicine practitioners.

11. Livestock Feed Production

You can consider starting a business producing nutritious livestock feed for local farmers and animal rearers.

12. Beekeeping

The profit margin of honey is good. You can tap this market by initiating a beekeeping venture in your village to produce and sell honey and other bee-related products.

13. Mobile Repair Shop

The sales of mobile phones have increased hugely in the last few years. Hence, there is a huge demand for repair services. If you have the necessary experience, consider opening a mobile phone and gadget repair service shop in your village.

14. Food Processing

Rural areas are ideal for starting a food processing venture. You can establish a food processing unit for products such as pickles, jams, dairy products, etc. 15. Handloom and Weaving Business

If you have the requisite knowledge of handloom and weaving art, consider reviving traditional handloom and weaving practices to create unique fabrics and clothing.

16. Rural Health Clinic

The healthcare facilities in most villages and rural areas are still inadequate. You can establish a health clinic providing basic medical services and healthcare products.

17. Bio-Fertilizer Production

There has been significant growth in the bio-fertilizer industry. You can manufacture organic bio-fertilizers to support sustainable farming practices and make a good profit.

18. Rural Education Center

Education is yet another sector that requires improvement in villages. You can launch an education center offering vocational training, literacy programs, and skill development courses.

19. Rural Tourism Guide

Many villages have unexplored and attractive destinations. You can become a tour guide showcasing local attractions, heritage sites, and cultural experiences.

20. Vermicomposting Business

It is observed that, unlike chemical fertilizers, the nutrients in earthworm compost are very easily absorbed by the roots of plants. There is a good demand for vermicompost among farmers. You can Start a vermicomposting unit in your village to recycle organic waste into nutrient-rich compost and make good money selling to farmers.

21. Cottage Industry Products

A village is an ideal place to start a cottage industry. You can manufacture cottage industry products like candles, incense sticks , and handmade soap and make a good profit.

22. Rural Catering Services

The catering industry is growing in villages and rural areas. You can start a catering business and provide services for weddings, festivals, and other social events, showcasing traditional cuisine.

23. Fish Farming

One of the most traditionally profitable village business ideas is fish farming. You can utilize ponds and water bodies for fish farming to meet the local demand for fresh fish.

24. Organic Farming

If you have vacant land, organic farming can be an ideal business to start at present. You can grow organic fruits, vegetables, and crops and ensure that your produce is free of chemicals. You can sell your produce to neighbourhood shops, farmers’ markets, and local eateries.

25. Farm-to-Table Service Restaurant

You can start a farm-to-table restaurant by procuring fresh vegetables and making delicious local cuisine for visitors and tourists.

26. Local Food Truck

There is a good demand for food trucks in rural areas. You can start a food truck serving traditional and regional delicacies to both locals and tourists.

27. Papad Business

The demand for Papad as a snack item remains throughout the year. Hence, you can consider starting a papad-making unit using locally available ingredients.

28. Rural Internet Cafe

More and more people in villages are exploring the online space. However, not everyone has computers at their house. You can set up an Internet cafe that offers digital services and basic computer literacy training.

29. Rural Transportation Services

Most rural areas face challenges in commuting from one place to another. You can offer transport services, such as bike rentals, auto-rickshaws, or small-scale public transport to improve local mobility.

30. Community Radio Station

Launching a community radio station in a village is a powerful way to amplify local voices, share stories, and foster community engagement. To start you will need to Obtain licenses, set up a studio, and involve the community in content creation.

Frequently Asked Questions

What are the benefits of starting a business in rural areas.

Some of the key advantages of starting a business in village and rural areas are as follows:

  • Job creation
  • Economic growth
  • Skill utilization
  •  Sustainable growth

How do I identify the right village business idea for a rural area?

Research local needs, available resources, and the demand for specific products or services. Speak to local communities and analyze the market potential.

What funding options are available for rural entrepreneurs?

Explore government schemes, rural development programs, microfinance institutions, and crowdfunding platforms.

How can I market my village business effectively?

Utilize word-of-mouth marketing, community engagement, and social media. Leverage the local network to reach potential customers.

Can I run an online business in rural areas?

Yes, many online businesses, such as e-commerce stores, content creation, and digital services, can be operated from rural areas.

How important is sustainability in village businesses?

Sustainability is vital as it ensures the preservation of natural resources, supports the local ecosystem, and fosters long-term growth.

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How to Develop a Tourism Business

Last Updated: February 16, 2024 Approved

This article was co-authored by Jessica Villegas . Jessica Villegas is a Certified Academic Life Coach and the Founder of Hi-Lite Coaching + Consulting in Winter Garden, Florida. Jessica has over 20 years of leadership experience, and she and her team serve teens and young adults through private coaching, group coaching, workshops, and speaking engagements. She uses workbook exercises, coaching planners, and regular check-ins to support young adults in achieving their academic and personal goals. Jessica received her Bachelor’s in Organizational Communications and Leadership Studies from the University of Central Florida and her Professional Coaching certification through Coach Training EDU, an ICF Accredited Institution, as an Academic Life Coach. wikiHow marks an article as reader-approved once it receives enough positive feedback. This article received 23 testimonials and 100% of readers who voted found it helpful, earning it our reader-approved status. This article has been viewed 355,597 times.

A tourism business is a great way to share your passion with others looking to experience a new location or culture, be it in a business or leisure capacity. To develop a tourism business, you need to first decide on your focus and create a business plan. Afterwards, you can move on to marketing and growing your business.

Selecting Your Businesses Focus

Step 1 Choose a geographic location that you know intimately.

  • Don't be afraid to send your customers to other businesses—it shows that you know the area well and are dedicated to ensuring they have the best time possible.
  • Use your chosen geographic region to guide your focus. For example, if your location is secluded from the populace and dense with wineries, then guided winery tours, local bed and breakfasts, and airport transportation services are all viable business options.

Step 2 Explore hotels in the area to determine what makes each successful.

  • Imagine how your hotel would look and how it would stand out.
  • Ask local business owners about their experience in the industry to get a feel for their day-to-day activities and how they succeed.

Step 3 Research local tourism agencies to find out what activities are available.

  • Book a tour with a local agency and get a feel for what they offer. Take note of their pricing and routes.

Step 4 Taste food from local restaurants to see what they have to offer.

  • Compare the busiest restaurants to the slowest. Ask yourself what they are doing differently and how they could improve.

Step 5 List the services offered by the competition.

  • For example, you might find that all hotels offer complimentary breakfast, so be sure to offer this. But if you find that none of them offer complimentary dinner, you can offer this to set yourself apart.
  • Pinpoint a tourism sector that is not overly congested, and one that you can contribute something unique to.

Step 6 Focus on a specific niche in your chosen tourism sector.

  • For example, if you want to focus on providing tours, decide on a location that you know well in terms of its history, food, and entertainment. If you think hospitality is your calling, decide on the type of foods and beverages that you want to provide to tourists.
  • List the contacts that you have within each niche to get a better idea of which one you have the most connections in.

Setting the Foundation for Your Business

Step 1 Obtain all applicable licenses and permits.

  • If you provide tours in natural areas, you will likely need specific permits for each region or park.

Step 2 Apply for the necessary insurance coverage.

  • Determine if you must carry disability, unemployment, or other types of insurance for your employees.

Step 3 Write a business...

  • Include an outline of the products and/or services your business will be providing for tourists.
  • Provide information about your target market and your competition.
  • Describe how you plan on running your business and pricing your product or service

Step 4 Calculate the daily and monthly costs of your business.

  • Employee benefits

Step 5 Procure the necessary funds.

  • Apply for a small business loan or grant if you find that you're low on funds. Visit Grants.gov ( https://www.grants.gov/ ) for a list of grants available around the world, or visit your bank and inquire about loans.

Marketing Your Tourism Business

Step 1 Connect with the local tourism community through events and meetups.

  • Run local promotions for your peers and their family and friends.

Step 2 Develop a marketing...

  • Take out ad space in newspapers, magazines and lifestyle publications.
  • Produce all applicable marketing materials, such as logos, regular newsletters, and business cards.

Step 3 Design a website...

  • Be sure to hire a specialist for search engine optimization (SEO) to maximize your site's online presence.

Step 4 Create relationships with community influencers.

  • Stay connected to local tourism industry councils and relevant media and trade organizations.

Growing Your Business

Step 1 Hire employees to conduct tours and outings.

  • Post ads on classified websites. Be sure to indicate the skills and experience you are looking for.
  • Select employees that are familiar with your business. Remember that you always want to offer your customers a personalized, engaging experience.
  • Plan your staff as far ahead as you possibly can. Be sure to plan extra carefully for busy times of the year.
  • To make your business work, you really need to invest in your employees. It starts with the mission, vision, and values of the company and how those are permeated throughout your employees and how you deliver that and how you show up as that.

Step 2 Keep track of your business costs on a daily basis.

  • Track competitor products, prices, and value regularly.

Step 3 Invest in tour operator software for booking customers.

  • Create gift cards, promo codes, and vouchers for your customers.

Step 4 Pay attention to customer feedback.

  • Make it your primary goal to deliver on your promises and address every customer issue personally.
  • Encourage your customers to leave their feedback on social media services.

Step 5 Create a memorable customer service plan.

  • Always tell your customers about other sights in the area and tourism businesses close to yours that they can experience while in the area.
  • Tell your customers about package deals, sales, and discounts.
  • Send customers a follow-up email to thank them for choosing your business and make them feel welcome to return at any time!

Step 6 Design package plans for tour outings at various times of the year.

  • Plan different packages for different times of the year.
  • Consider your audience when creating packages. Offer them things that make the experience more enjoyable and convenient.
  • Look at packages from competing businesses and try to offer something that they don't.

Community Q&A

Community Answer

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  • ↑ https://smallbusinessbc.ca/article/strategies-start-grow-tourism-business/
  • ↑ https://www.business.qld.gov.au/industries/hospitality-tourism-sport/tourism/starting-up/regulations/licences-permits-legislation
  • ↑ https://www.business.qld.gov.au/running-business/employing/taking-on-staff/find/assess
  • ↑ https://www.rezdy.com/blog/3-costs-you-need-to-consider-when-pricing-your-tourism-product/
  • ↑ https://www.capterra.com/tour-operator-software/
  • ↑ https://www.iti.gov.nt.ca/sites/iti/files/ProductPackaging.pdf

About This Article

Jessica Villegas

Developing a tourism business is a great way to make a profit while sharing your love of different cultures with new people. A tourism business is any business that caters to tourists, like hospitality, food, and local tours. You’ll need to choose a lucrative niche with little competition to make sure there's space in the market for your business. Choose a location you know well and an industry you have experience in. Unless you already have funding for your business, you’ll need to secure a small business loan, grant, or private investment. You'll also need to write a business plan to present to investors and help you plan your next steps. For more tips, including how to market your tourism business, read on! Did this summary help you? Yes No

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Creating an Agritourism Business Plan

Written by Dan Moore, AIANTA’s Agritourism Consultant 

village tourism business plan

Previously, we highlighted key obstacles to overcome and pitfalls to avoid when building an agritourism program. In this article, we will go a bit deeper into the importance and practice of building out a business plan.

No matter how great the prospective market, available resources, or the people in your community, without a comprehensive and nimble business plan, the most effective and efficient path to creating a successful agritourism business can be hard to find. While most agritourism programs are diversifications of existing businesses, it is still necessary to create a separate plan for the agritourism venture. Building out a solid business plan upon inception will ensure that you start on the correct path and “cross bridges” early on while you still have the opportunity to turn back without too much loss. Potential hidden costs and other obstacles will also become more apparent when planning.

When writing your business plan, consider the following:

Always Start with the Story

Gather together everyone you plan to work with on building your business – your family, business partner(s), community. First, define who you are; what is your story? What is your core purpose, or mission? Who do you want to serve? Then determine what success looks like. What do you hope to accomplish by opening this business? Identify a clear understanding of your goals and how you expect to achieve them. Work to refine these down to one statement that you keep handy and refer to for both marketing and operations. This statement will help keep you on track, and serve as a guide to achieve your long-term goals & objectives.

Capture the Overview of Your Business and Business Needs

To create an overview of your business, first concisely describe your agritourism idea including the products and / or services you will be offering. Then, write a description of your operation with more specifics. What is the size and location of the operation(s)? What activities will take place on the land? What facilities will be used? Do you currently have enough acreage to carry out your vision, or will you need to acquire more land? Then match up your current and needed assets with your financial resources. Will you have the money needed to open your business right away or will you need to borrow money? You will also need to determine your time and labor needs. Building a new business takes a lot of work, and it likely will require learning new skills and multitasking. Finally, at this stage, it will be important to examine safety, legal and accessibility concerns. For example, are their dangerous areas to which you will need to restrict access? How do you plan to address sanitation needs (restrooms, hand-washing, etc.)? What are the local regulations in relation to the activities you plan to offer? Do you need special permits or licenses? Is what you want to offer legal? What insurance do you need to obtain? It is your responsibility to address these issues prior to opening up your property to visitors.

Goals and Objectives

Goals and objectives allow you to define your vision further. When considering this vision, think of goals as broad accomplishments you hope to achieve; and objectives as the measurable steps you need to take to achieve those goals.

Here’s a simple tribal agritourism example:

Goal: To develop an agritourism program that builds local interest in learning how to harvest traditional foods that will be incorporated in the menus of local restaurants.

Objective: By August have 10 youth sign up and participate in a foraging club that will gather traditional foods.

In the example above, the goal is a bigger picture outcome. It helps guide our program development. The objective on the other hand is measurable – 10 youth signed up by August harvesting traditional foods. The outcome of your objective should give you a clear idea of your successes. Keep in mind that your goals and objectives need to be attainable. Saying you will have your entire program up and running in six months is unlikely, while completing stage one in six months is doable. Setting goals and objectives will help you determine what those stages are.

Conduct a Market Analysis

You are not the first to start an agritourism business. It is important to learn about who else is out there, and what you can learn from their experience. What businesses are doing well and why? What trends in the industry are you responding to with your business and how will you differentiate? Researching other agritourism businesses in your area is important in getting to know your competition, and also to find potential partners. Note, your “competition” could actually be potential partners, as you both have a similar objective of attracting customers to your area. Competition is actually a good thing if you offer complimentary services. You can team up with other businesses to market to a larger customer base and create an attraction that inspires people to travel from further away and to stay longer.

Build out an Operation and Management Plan

After you determine what your business or program is, and you define what success looks like, it is now a good time to create a plan for how you will run, or operate, this business. In creating this plan, consider the following questions: What is the legal structure of the enterprise? Will you need additional insurance than what you currently have? Who do you plan to hire and for which positions will you hire them? What are the skills and responsibilities required for the personnel involved in the operation? How will you find and attract these people? It is important at this stage to consider how the business might scale. You may not need as many people to assist you when you first begin, but in the middle of a growth phase you will not want to go back and rewrite your operation plan.

Identify Your Marketing Strategy

Your marketing strategy is where you harness the story you outlined in step one, and determine how you are going to disseminate this story to prospective customers. The first step here is to determine who your desired customer will be. Will they be from nearby towns or cities, or will they be coming from out of state? Will they be traveling with families, or are you hoping to attract only adults? Once you know what kind of traveler you are seeking you can delve into determining this customer’s general needs and interests, and make sure what you are offering meets these needs and interests. Next, determine how you plan to reach this traveler. There are plenty of paths to take: online, print, travel agents (resellers), media. Not all channels are going to work for all demographics, and choosing incorrectly can be a costly mistake. One way to reduce this cost is to collaborate with other local businesses that offer a similar or complimentary experience. It can also be useful to be a part of marketing efforts carried out by DMO’s (Destination Marketing Organizations) or associations (Chambers of Commerce, trade groups). This strategy will provide the blueprint for a Marketing Plan, which you (and your marketing team) will create prior to getting your business off the ground.  Here’s a helpful resource for creating your agritourism marketing plan: https://www.uvm.edu/~snrvtdc/agritourism/agchecklists/AgritourismMarketing.pdf . The U.S. Small Business Administration (SBA) also offers a helpful guide and sample template for when you are ready to create your marketing plan ( https://www.sba.gov/business-guide/manage/marketing-sales-plan-payment#section-header-0 ).

Develop Your Financial Strategy

Your financial strategy is basic to making management decisions and obtaining financing. In this section, you will identify sources of existing debt and financing needs. You will also develop financial statements including a profit-loss statement, a balance sheet and a cash flow projection that includes sales projections. It is important to understand what your costs will be, and have a projection for where your break-even point is. To get up and running there will likely be some upfront costs. How do you plan to finance the operation? If you do not have the cash on hand are there sources that you could seek funding from – loans, grants, assets? For example, USDA offers value-add grants as well as loans. If your program has community development aspects (job training, youth employment, sustainability, cultural perpetuation) consider researching foundations with programs in these areas. You could also reach out to your current financial institution to see what kind of assistance they could provide.

This section especially highlights the diverse knowledge required and might seem more foreign to those without a business background. While extremely important, the learning curve is quite attainable, compared to the much more difficult task of coming up with a great idea to base your business on. There are plenty of resources available to get you up to speed on these terms and concepts.

First Nations has an Indian Agriculture Curriculum that might be helpful.  The first four Modules of the Participant Workbook provide a useful guide ( http://www.firstnations.org/knowledge-center/foods-health/biz-of-indian-ag ).

Create an Executive Summary

At the completion of all the components of your business plan, create a one page summary of your venture that includes the business description; mission statement; the market and it’s potential; an overview of your management team; and your financial analysis. This summary will be useful when seeking investors / funders, partners, employees, etc., who may be less likely to read your entire report.

A successful agritourism program has great potential to positively impact your community while also providing you with financial benefits. Few to none of these outcomes will be achieved if there is not a solid business plan to back up the program. Answering these questions early will save a lot of time and energy by avoiding foreseeable issues, and offering the time to develop a successful and valuable product.

This project was funded by the Food and Farm Communications Fund

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Juan Bautista de Anza National Historic Trail

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Native American Agriculture Fund

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How To Start A Tourism Business: Actionable Insights For 2021 & Beyond

  • Business Management

Are you researching how to start a tourism business?

Since COVID, there are considerations that didn’t exist previously for travel businesses looking to enter the market. For example, you will have to put careful thought into how you approach safety, insurance, branding, and marketing for your company.

To take some of the unknown out of the process, we have gathered some helpful insights for you. As with any start-up, there are many moving parts to bring together before you reach the point of lift-off.

Overall, you need to have a clear strategy, a good business idea, and be willing to put in the work.

village tourism business plan

How To Start A Tourism Business: Step-By-Step Instructions

1. formulate a plan for your business.

First, you need to develop a clear business plan .

Before setting the entity up, you’ll need a concise vision and understanding of what the business will look like and the direction it is going in. Here are some important aspects to cover:

Consider Your Unique Selling Proposition (USP)

Why will people sign-up with your company? What makes you great and stands you out from the competition? Is there something that you are going to do differently that travelers should know about?

Consider the answers to these questions and proudly claim them in your marketing materials to attract your ideal customers.

Mull Over Your Target Audience

You have a passion that is driving you to start a travel business.

It's this passion that is going to shine through and attract your ideal clients. Walk in knowing precisely who these clients are and what drives them to you, in particular.

From there, you can work on creating marketing messaging to reach them and draw them to your company.

Design Your Tours For Post COVID-19 Travel

How To Start A Travel Business In 2021

As we emerge from the pandemic, safety while traveling will be top of mind for your clients.

Reconnection is going to be another aspect that travelers will be chasing. After months apart, there is lost time with family and friends to make up for.

When designing your tours, keep these two factors top of mind. Travelers will want reassurance that they can travel with peace of mind while having a great experience with their loved ones. As a travel company or tour operator, they will be looking to your expertise to guide them through the unknown terrain of traveling post-COVID.

Work Out Details For The Day-To-Day Operations

It’s essential to figure out the small print around how you will operate day-to-day.

Establish things like your operating hours, who you need to appoint to your team, and where you will work from. Also, consider your asset and equipment requirements and when and how you plan to go to market.

Estimate Your Costs

Naturally, you want your operation to be viable so that you can make a living off doing what you love. To get an idea of where you will be money-wise, you need to draw up a financial plan.

Steps To Start A Travel Company

Work out exactly what your business costs will be. Keep in mind that you might have start-up and day-to-day running expenses, as well as costs related to suppliers and vendors once you're operating.

With this information, you can establish how much you need to charge clients for your service or offering.

Take a minute to check whether this is relative to what your competitors charge and suited to the market you are targeting?

As you will likely have start-up costs initially, you may not make a profit right away. See if you can put a number on how many tours or how much revenue it will take to get you to this point. Make a note of this and allow a little wiggle room for the unexpected.

2. Sort Out The Legal Stuff

The next big step in how to start a tourism business is to set up your operation to trade legally.

Register Your Business

First, you need to pin down a name and register your company.

Some of the different legal business structures include sole proprietors, partnerships, limited liability companies (LLC), and corporations. Select a suitable one based on your expected annual turnover, whether you are operating alone or with a partner, and whether you wish to carry liability personally.

Open A Bank Account

What Do You Need To Start A Business

Open up a dedicated company bank account so that you can keep your personal and business finances separate.

Complete Your Tax Registration

The next step is to register your business for state and federal tax.

The type of taxes and date you’re liable to pay will depend on what legal entity you operate as. Business tax returns can get pretty complicated. So, it’s a good idea to appoint a professional tax practitioner who can ensure that you are registered correctly and prepare your returns.

Get Liability Insurance

All companies face unknown risks. To operate legally, lawfully, and safely, you need to get liability insurance at a minimum. This will protect you in the case a guest or employee has an accident.

Other insurance types to look into include Workman’s Compensation, Accounts Receivable, Property, and Errors and Omissions insurance.

Apply For Your Local Permits and Licenses

Depending on what kind of company you are starting, you may need local permits or licenses to operate, for example, a tour operator license.

Check in with your local tourism body or nearest government office to see what the requirements are.

Note that these can differ from state to state, so if you work in a state other than the one you are registered in, you may need to factor this into the equation too.

Permits and licenses required for travel businesses

3. Develop Your Branding and Marketing

When researching how to start a tourism business, you’ll hear how critical it is to establish a brand image. It should represent who you are and speak to your audience.

On top of that, you need a clear marketing strategy to grow your customer base and get your brand online. Some of the first things to focus on are to:

  • Put up a website
  • Sign up to a bookings and payment platform provider, like WeTravel
  • Design a company logo
  • Start an online blog
  • Set up social media accounts
  • Claim your Google My Business profile
  • Create profiles on review platforms
  • Sign up with OTAs, travel agents, or vendor partners
  • List on local directories

From there, it helps to know how to really sell your tours . Also, take a look at how your competitors market and sell their products. You can use the information to do even better.

4. Get The Right Tools, Technology, Team, and Equipment

Before you launch your business, be fully prepared with everything you need on the ground and to make things happen behind the scenes.

How To Put Together A Business Team

We’ve just mentioned some of the most important digital and technological considerations, including having a website, payment platform, social media accounts, and more.

Of course, you need computers, phones, and to furnish an office. You’ll need software and apps, like social media management or remote working tools.

You might also require equipment to host your tours or carry out your service, such as vehicles, radios, bicycles, and so on.

The last thing here is to hire a top-notch team. The people who work for you make or break your client experience, so choose them wisely.

5. Square Up Your Accounting

Finally, put your accounting systems in place. Keeping track of finances is vital to your business’s success, so having a formal process from the get-go is a must.

You’re Now Ready To Launch

From your research on how to start a tourism business, you'll know that it's no easy feat. But, after running through the points above, you’re now ready to launch and set up for success. Congratulations and good luck; let the real work begin.

Are you interested in finding out more about WeTravel’s booking and payment platform for your business? Watch the short clip below, or get in touch with us for a demo .

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Understanding Village Tourism: A Comprehensive Guide

Village tourism, also known as rural tourism or countryside tourism, is a form of tourism that focuses on exploring and experiencing life in rural areas. It offers travelers the opportunity to immerse themselves in the local culture, traditions, and way of life of a village community. Village tourism is gaining popularity as more travelers seek authentic and unique experiences away from crowded tourist destinations.

Key Features of Village Tourism:

  • Authentic Cultural Experience: Village tourism allows travelers to interact with local communities and gain insights into their customs, traditions, and daily activities.
  • Sustainable Tourism: Village tourism promotes sustainable practices that benefit the local economy and environment. It often involves homestays, local guides, and community-based tourism initiatives.
  • Preservation of Heritage: Village tourism helps preserve the cultural heritage of rural communities by showcasing traditional crafts, music, dance, and culinary traditions.
  • Off-the-Beaten-Path Experiences: Village tourism offers travelers the chance to explore remote and lesser-known destinations, providing a unique and authentic travel experience.
  • Supporting Local Communities: By participating in village tourism, travelers contribute to the economic development of rural areas and support local businesses and initiatives.

Types of Village Tourism Experiences:

There are various types of village tourism experiences that travelers can choose from, depending on their interests and preferences:

  • Homestays: Staying with a local family in their home, participating in their daily activities, and enjoying traditional meals.
  • Cultural Workshops: Taking part in workshops to learn traditional crafts, cooking techniques, or cultural practices from local artisans and experts.
  • Farm Stays: Living on a farm, helping with agricultural activities, and experiencing rural life firsthand.
  • Community-Based Tourism: Participating in community-led initiatives, such as guided tours, cultural performances, and eco-friendly projects.
  • Eco-Tourism: Exploring natural landscapes, wildlife, and biodiversity in rural areas while promoting conservation and environmental awareness.

Benefits of Village Tourism:

Village tourism offers a wide range of benefits for both travelers and local communities:

  • Cultural Exchange: Travelers have the opportunity to learn about different cultures, traditions, and ways of life, fostering mutual understanding and respect.
  • Empowerment of Local Communities: Village tourism provides economic opportunities for rural residents, empowering them to preserve their heritage and improve their quality of life.
  • Environmental Conservation: By promoting sustainable practices and responsible tourism, village tourism contributes to the preservation of natural resources and ecosystems.
  • Promotion of Rural Development: Village tourism stimulates economic growth in rural areas, creating jobs, supporting local businesses, and enhancing infrastructure.
  • Personal Enrichment: Travelers gain valuable insights, skills, and experiences through village tourism, leading to personal growth and self-discovery.

Challenges of Village Tourism:

While village tourism offers numerous benefits, there are also challenges that need to be addressed to ensure its sustainability and success:

  • Infrastructure and Accessibility: Rural areas may lack basic infrastructure, transportation, and amenities that are essential for tourism development.
  • Capacity Building: Local communities may need training and support to engage effectively in tourism activities and manage the influx of visitors.
  • Preservation of Cultural Identity: Balancing the preservation of cultural heritage with the demands of tourism development can be a delicate and complex process.
  • Environmental Impact: Managing the environmental impact of tourism activities, such as waste generation, resource depletion, and pollution, is crucial for sustainable village tourism.
  • Marketing and Promotion: Village tourism destinations often struggle to reach and attract potential visitors due to limited marketing resources and visibility.

Best Practices for Village Tourism:

To ensure the success and sustainability of village tourism initiatives, it is essential to follow best practices and guidelines:

  • Community Involvement: Engage local communities in the planning, development, and management of tourism activities to ensure their ownership and benefit.
  • Sustainable Practices: Promote responsible tourism practices that respect the environment, culture, and traditions of rural communities.
  • Capacity Building: Provide training and support to local residents, guides, and service providers to enhance their skills and knowledge in the tourism sector.
  • Preservation of Heritage: Safeguard the cultural heritage and traditions of rural communities by promoting authentic experiences and respectful interactions with visitors.
  • Collaboration and Networking: Foster partnerships between government agencies, non-profit organizations, businesses, and local communities to create a supportive and sustainable tourism ecosystem.


Village tourism offers a unique and rewarding travel experience that allows travelers to connect with local communities, preserve cultural heritage, and support sustainable development in rural areas. By promoting authentic cultural exchange, environmental conservation, and economic empowerment, village tourism contributes to a more inclusive, responsible, and enriching tourism industry. Embracing the principles of village tourism can lead to meaningful and transformative experiences for travelers while benefiting the well-being and prosperity of rural communities around the world.

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A village is frequently described as a settlement whose inhabitants are traditionally involved in primary industries, such as fishing, agriculture, and mining. Over time, changes in economy and society have resulted in many village communities and their residents finding a new trade: tourism.

Village tourism is important in terms of a country or region’s allure, providing a contrast to city and larger urban developments. The appeal of the village is derived from a combination of physical, historical, and nostalgic attributes and the prospect of encountering a community in microcosm. Although often linked to rural areas and countryside, villages regularly serve as independent attractions and destinations. Village tourism provides people with the opportunity to experience another way of life and to discover something of the regional character of a country.

The village is an important social space for tourists, an interface between host and guest populations. McCannell ( 1973 ) draws on...

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Allerton, C. 2003 Authentic Housing; Authentic Culture?: Transforming a Village into a ‘Tourist Site’ in Manggarai, Eastern Indonesia. Indonesia and the Malay World 31:119-128.

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Goffman, E. 1959 The Presentation of Self in Everyday Life. Garden City: Doubleday.

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McCannell, D. 1973 Staged Authenticity: Arrangements of Social Space in Tourist Settings. American Journal of Sociology 79:589-603.

Muirhead, L. 1939 The Blue Guides, England. London: Ernest Benn.

Wilson, A. 1991 The Culture of Nature. Toronto: Between The Lines.

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Business School, University of Exeter, Exeter, EX4, UK

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Correspondence to Paul Cleave .

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School of Hospitality Leadership, University of Wisconsin-Stout, Menomonie, Wisconsin, USA

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Honggen Xiao

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Cleave, P. (2014). Village tourism. In: Jafari, J., Xiao, H. (eds) Encyclopedia of Tourism. Springer, Cham. https://doi.org/10.1007/978-3-319-01669-6_396-1

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DOI : https://doi.org/10.1007/978-3-319-01669-6_396-1

Received : 07 November 2014

Accepted : 07 November 2014

Published : 24 September 2015

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At the core of our tourism expertise is our ability to quickly and effectively assess the tourism business case. This requires access to the best market intelligence combined with financial planning expertise, two of the core strengths at the TOURISM COMPANY . Together the three partners have worked on feasibility assessments and business planning for tourism products and experiences in every category from events to attractions, from large resorts to B&B’s, from small remote Aboriginal owned and operated businesses to large global tour operators, and from retail to food service businesses.

The following examples illustrate this breadth of experience.

  • Umm Al Quwain Resort Development Master Plan, UAE (working for IBI Gulf Ltd)
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  • Whitewater Lake Eco-Cultural Tourism Study & Business Plan
  • Escarpment Centre Ontario Feasibility Study and Business Plan
  • Quinte Geo Centre Feasibility Study and Business Plan
  • Royal Botanical Gardens Visitor Projections and Economic Benefits Assessment
  • Muskoka Steamship Museum Business Plan
  • Sagamok Anishnawbek Ecolodge Feasibility Study and Business Plan
  • Savanne River Resort Business Plan
  • Copper Thunderbird Ecolodge Feasibility Study and Business Plan
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  • Huronia Museum Expansion Feasibility Study& Business Plan
  • Trillium Trails Network Feasibility Study & Business Plan, Ontario Trails Council
  • Trent Port Historical Society Museum Feasibility Study, Trenton (working in association with Carl Bray & Associates)
  • Spirit of the North Parkway Business Plan
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  • City of Kingston Marinas Sustainability and Development Strategy
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  • Eastern Ontario Tourism Sector Assessment, Ontario East Economic Development Commission
  • Hope Island Lighthouse Strategy and Business Plan (working in association with McLeod Farley & Associates)
  • Visitor Facility Needs Assessment Report for Wapusk National Park (working in association with Sierra Planning & Management)
  • Wat’chee Lodge Strategy and Business Plan (working as sub-consultant to Sierra Planning & Management)

New Brunswick

  • Sugarloaf Provincial Park Ski Area Expansion Assessment

Newfoundland & Labrador

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Nova Scotia

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  • Panama Rainforest Discovery Centre Business Plan, Panama
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  • Bolivia Rapid Assessment – Sustainable Tourism Development Assessment
  • Malmaison Heritage Attraction Feasibility Study and Business Plan, Mississippi Band of Choctaw Indians, Choctaw, Mississippi, USA
  • Oukaimeden Atlas Ski and Golf Resort Master Plan, Morocco (working as sub-consultant with LandInc)
  • Umm Al Quwain Resort Development Master Plan (working as sub-consultant with IBI Group)
  • Fujairah Corniche Resort Master Plan, United Arab Emirates (working as sub-consultant with IBI Group)

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Resort Business Plan Template

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Resort Business Plan

Over the past 20+ years, we have helped over 500 entrepreneurs and business owners create business plans to start and grow their resorts.

If you’re unfamiliar with creating a resort business plan, you may think creating one will be a time-consuming and frustrating process. For most entrepreneurs it is, but for you, it won’t be since we’re here to help. We have the experience, resources, and knowledge to help you create a great business plan.

In this article, you will learn some background information on why business planning is important. Then, you will learn how to write a resort business plan step-by-step so you can create your plan today.

Download our Ultimate Resort Business Plan Template here >

What is a Resort Business Plan?

A business plan provides a snapshot of your resort as it stands today, and lays out your growth plan for the next five years. It explains your business goals and your strategies for reaching them. It also includes market research to support your plans.

Why You Need a Business Plan for a Resort

If you’re looking to start a resort or grow your existing resort company, you need a business plan. A business plan will help you raise funding, if needed, and plan out the growth of your resort to improve your chances of success. Your resort business plan is a living document that should be updated annually as your company grows and changes.

Sources of Funding for Resort Businesses

With regards to funding, the main sources of funding for a resort are personal savings, credit cards, bank loans, and angel investors. When it comes to bank loans, banks will want to review your business plan and gain confidence that you will be able to repay your loan and interest. To acquire this confidence, the loan officer will not only want to ensure that your financials are reasonable, but they will also want to see a professional plan. Such a plan will give them the confidence that you can successfully and professionally operate a business. Personal savings and bank loans are the most common funding paths for resort companies.

Finish Your Business Plan Today!

How to write a business plan for a resort business.

If you want to start a resort or expand your current one, you need a business plan. The guide below details the necessary information for how to write each essential component of your resort business plan.

Executive Summary

Your executive summary provides an introduction to your business plan, but it is normally the last section you write because it provides a summary of each key section of your plan.

The goal of your executive summary is to quickly engage the reader. Explain to them the kind of resort you are running and the status. For example, are you a startup, do you have a resort that you would like to grow, or are you operating a chain of resorts?

Next, provide an overview of each of the subsequent sections of your plan.

  • Give a brief overview of the resort industry.
  • Discuss the type of resort you are operating.
  • Detail your direct competitors. Give an overview of your target customers.
  • Provide a snapshot of your marketing strategy. Identify the key members of your team.
  • Offer an overview of your financial plan.

Company Overview

In your company overview, you will detail the type of resort you are operating.

For example, you might specialize in one of the following types of resorts:

  • Health Spa Resort : this type of resort provides individual spa services and helps visitors develop health habits.
  • Ski Resort: this type of resort includes downhill, cross-country, or similar skiing areas with ski lifts and tows. These resorts often provide food and beverages, equipment rentals, and ski instruction, as well as accommodation.
  • Eco-tourism Resort: this type of resort focuses on environmental sustainability, offering programs to minimize their eco footprint. Some eco-tourism resorts offer an immersive experience such as living among animals in a jungle.
  • Destination Resort: this type of resort contains everything needed, such as accommodation, food service, attractions, shopping, etc.
  • All-Inclusive Resort : this type of resort charges one fixed price that includes lodging, unlimited food, drink and sports activities, and entertainment.

In addition to explaining the type of resort you will operate, the company overview needs to provide background on the business.

Include answers to questions such as:

  • When and why did you start the business?
  • What milestones have you achieved to date? Milestones could include the number of overnight guests, the number of conventions hosted, reaching and/or maintaining X percent occupancy rate, etc.
  • Your legal business Are you incorporated as an S-Corp? An LLC? A sole proprietorship? Explain your legal structure here.

Industry Analysis

In your industry or market analysis, you need to provide an overview of the resort industry.

While this may seem unnecessary, it serves multiple purposes.

First, researching the resort industry educates you. It helps you understand the market in which you are operating.

Secondly, market research can improve your marketing strategy, particularly if your analysis identifies market trends.

The third reason is to prove to readers that you are an expert in your industry. By conducting the research and presenting it in your plan, you achieve just that.

The following questions should be answered in the industry analysis section of your resort business plan:

  • How big is the resort industry (in dollars)?
  • Is the market declining or increasing?
  • Who are the key competitors in the market?
  • Who are the key suppliers in the market?
  • What trends are affecting the industry?
  • What is the industry’s growth forecast over the next 5 – 10 years?
  • What is the relevant market size? That is, how big is the potential target market for your resort? You can extrapolate such a figure by assessing the size of the market in the entire country and then applying that figure to your local population.

Customer Analysis

The customer analysis section of your resort business plan must detail the customers you serve and/or expect to serve.

The following are examples of customer segments: domestic leisure travelers, international leisure travelers, business travelers, etc.

As you can imagine, the customer segment(s) you choose will have a great impact on the type of resort you operate. Clearly, business travelers would respond to different marketing promotions than international leisure travelers, for example.

Try to break out your target customers in terms of their demographic and psychographic profiles. With regards to demographics, including a discussion of the ages, genders, locations, and income levels of the potential customers you seek to serve.

Psychographic profiles explain the wants and needs of your target customers. The more you can recognize and define these needs, the better you will do in attracting and retaining your customers.

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Competitive Analysis

Your competitive analysis should identify the indirect and direct competitors your business faces and then focus on the latter.

Direct competitors are other resorts.

Indirect competitors are other options that customers have to purchase from that aren’t directly competing with your product or service. This includes hotels, short-term rentals, or even relatives who live in the area. You need to mention such competition as well.

For each such competitor, provide an overview of their business and document their strengths and weaknesses. Unless you once worked at your competitors’ businesses, it will be impossible to know everything about them. But you should be able to find out key things about them such as

  • What types of customers do they serve?
  • What type of resort do they operate?
  • What is their pricing (premium, low, etc.)?
  • What are they good at?
  • What are their weaknesses?

With regards to the last two questions, think about your answers from the customers’ perspective. And don’t be afraid to ask your competitors’ customers what they like most and least about them.

The final part of your competitive analysis section is to document your areas of competitive advantage. For example:

  • Will you provide extended stay options?
  • Will you offer amenities or services that your competition doesn’t?
  • Will you provide better customer service?
  • Will you offer better pricing?

Think about ways you will outperform your competition and document them in this section of your plan.  

Marketing Plan

Traditionally, a marketing plan includes the four P’s: Product, Price, Place, and Promotion. For a resort business plan, your marketing strategy should include the following:

Product : In the product section, you should reiterate the type of resort company that you documented in your company overview. Then, detail the specific products or services you will be offering. For example, will you provide accommodation-only options, all-inclusive packages, accommodation/service packages, day visitor packages, etc.?

Price : Document the prices you will offer and how they compare to your competitors. Essentially in the product and price sub-sections of your plan, you are presenting the products and/or services you offer and their prices.

Place : Place refers to the site of your resort. Document where your resort is situated and mention how the site will impact your success. For example, is your resort located in a busy tourist town, near a tourist attraction, or is it a remote destination? Discuss how your site might be the ideal location for your customers.

Promotions : The final part of your resort marketing plan is where you will document how you will drive potential customers to your location(s). The following are some promotional methods you might consider:

  • Advertise in local papers, radio stations and/or magazines
  • Advertise in trade publications or on national TV
  • Reach out to websites
  • Distribute flyers
  • Engage in email marketing
  • Advertise on social media platforms
  • Improve the SEO (search engine optimization) on your website for targeted keywords

Operations Plan

While the earlier sections of your business plan explained your goals, your operations plan describes how you will meet them. Your operations plan should have two distinct sections as follows.

Everyday short-term processes include all of the tasks involved in running your resort, including answering calls, booking rooms and services, cleaning between guests, providing concierge services, customer service, etc.

Long-term goals are the milestones you hope to achieve. These could include the dates when you expect to book your Xth guest, or when you hope to reach $X in revenue. It could also be when you expect to expand your resort to a new city.  

Management Team

To demonstrate your resort’s potential to succeed, a strong management team is essential. Highlight your key players’ backgrounds, emphasizing those skills and experiences that prove their ability to grow a company.

Ideally, you and/or your team members have direct experience in managing resorts. If so, highlight this experience and expertise. But also highlight any experience that you think will help your business succeed.

If your team is lacking, consider assembling an advisory board. An advisory board would include 2 to 8 individuals who would act as mentors to your business. They would help answer questions and provide strategic guidance. If needed, look for advisory board members with experience in managing a resort or successfully running a boutique hotel.  

Financial Plan

Your financial plan should include your 5-year financial statement broken out both monthly or quarterly for the first year and then annually. Your financial statements include your income statement, balance sheet, and cash flow statements.

Income Statement

An income statement is more commonly called a Profit and Loss statement or P&L. It shows your revenue and then subtracts your costs to show whether you turned a profit or not.

In developing your income statement, you need to devise assumptions. For example, will you have 25 or 100 guest rooms? And will sales grow by 2% or 10% per year? As you can imagine, your choice of assumptions will greatly impact the financial forecasts for your business. As much as possible, conduct research to try to root your assumptions in reality.

Balance Sheets

Balance sheets show your assets and liabilities. While balance sheets can include much information, try to simplify them to the key items you need to know about. For instance, if you spend $50,000 on building out your resort, this will not give you immediate profits. Rather it is an asset that will hopefully help you generate profits for years to come. Likewise, if a lender writes you a check for $50,000, you don’t need to pay it back immediately. Rather, that is a liability you will pay back over time.

Cash Flow Statement

Your cash flow statement will help determine how much money you need to start or grow your business, and ensure you never run out of money. What most entrepreneurs and business owners don’t realize is that you can turn a profit but run out of money and go bankrupt.

When creating your Income Statement and Balance Sheets be sure to include several of the key costs needed in starting or growing a resort:

  • Cost of furnishing each guest room
  • Cost of building out common areas and/or service facilities (spa treatment rooms, etc.)
  • Payroll or salaries paid to staff
  • Business insurance
  • Other start-up expenses (if you’re a new business) like legal expenses, permits, computer software, and equipment

Attach your full financial projections in the appendix of your plan along with any supporting documents that make your plan more compelling. For example, you might include your resort blueprint or a list of amenities and services you offer.  

Writing a business plan for your resort is a worthwhile endeavor. If you follow the template above, by the time you are done, you will truly be an expert. You will understand the resort industry, your competition, and your customers. You will develop a marketing strategy and will understand what it takes to launch and grow a successful resort.  

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  • Create Your Resort Business Plan
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  • Secure a Location for Your Business
  • Register Your Resort Business with the IRS
  • Open a Business Bank Account
  • Get a Business Credit Card
  • Get the Required Business Licenses and Permits
  • Get Business Insurance for Your Resort Business
  • Buy or Lease the Right Resort Business Equipment
  • Develop Your Resort Business Marketing Materials
  • Purchase and Setup the Software Needed to Run Your Resort Business
  • Open for Business

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Tourism Website Services Business Plan

Start your own tourism website services business plan

Spanish Resources

Executive summary executive summary is a brief introduction to your business plan. it describes your business, the problem that it solves, your target market, and financial highlights.">.

The Internet is changing the World. Before our eyes, the World Wide Web is systematically transforming industry after industry. To an increasing extent, a company does not exist if it is not present on the Internet.

Spanish Resources plans to exploit this trend. The tourism industry is in the early stages of being transformed by the Internet. Spanish Resources will passionately focus on the Mexican tourism segments of this industry. The company will bring Mexican resorts and tourist destinations onto the World Wide Web. By creating websites for our clients, we will establish them on the Web at a key moment in the transformation of the tourism industry.

The company will use its marketing resources to define a new niche in the Mexican tourism market. This niche focus will include website design and overall Web strategy for resort operators and other tourist destinations in Mexico. We will then define ourselves as the leader in this niche.

Spanish Resources expects revenue of $751,350 in the first year, $1,441,500 in the second year and $1,807,550 in the third year. Profits for the same time periods will increase steadily.

We expect employee headcount to grow from four to eleven over the first year and to hold steady there after. The company expects paid-in capital of $300,000 to provide more then adequate working capital for the duration of the plan.

The company will provide a turn-key solution to its clients. However, we will rely on multiple outside vendors to supply website implementation and hosting. The company will provide all other aspects of the service.

Tourism website services business plan, executive summary chart image

1.1 Objectives

Our most important objectives are:

  • Three major referenceable accounts in the first six months.
  • An annual revenue of $1,441,500 in the second year.
  • In the first year, at least fifteen mentions of the company in tourism industry magazines and newsletters.

1.2 Mission

Spanish Resources will remove the language and technology barriers to travel destination operators in Mexico through the use of the Internet in order to reach perspective english-speaking tourists.

We will provide a dynamic and fun work environment with stable, long-term job opportunities that will include exotic travel for some employees and incentive bonuses for all key personnel.

Company Summary company overview ) is an overview of the most important points about your company—your history, management team, location, mission statement and legal structure.">

Spanish Resources will be incorporated in the state of Connecticut as a general corporation (Subchapter C).

The company will provide website development services to tourism destinations in Mexico. Although the company has no operating history, the founders, Carolyn and Jerry, have extensive experience in the competencies required for the company to succeed. The company will have a more than adequate amount, with $300,000 investment.

2.1 Start-up Summary

There are three features of the start-up expenses that are worth noting.

First, the research and development expense involves the founders traveling to appropriate destinations to gather first-hand information about the market and market conditions.

Second, the company is investing heavily in sales collateral because of the need to project a strong quality image from the company’s inception.

Third, the company is assuming the need for only a single base of operations.

Tourism website services business plan, company summary chart image

The company will offer two basic services: creating a basic website, and creating an in-depth website.

The company’s core competencies are an understanding of cultural and linguistic issues and the infrastructure of the World Wide Web. The company intends to partner with firms that are proficient in website implementation, rather than building such an operation internally.

In order to provide a high level of service, the company will have operations in both Stamford, Connecticut and in Mexico. The Stamford operation will serve as headquarters and the point of contact for partner Web design firms. The Mexican operation will support direct sales, after sales support and account management.

3.1 Service Description

The company offers two basic categories of service.

The basic service, which is sold to small resorts and travel destination, provides a simple website. This website will typically include photographs, location and contact details for the destination. In addition, the website will be submitted to all of the Web search engines and be provided to travel- oriented websites.

The basic website is designed to inform Web users about the existence of resorts and travel destinations. This basic level of service is provided for people whose primary goal is establishing a presence on the Web. This service will cost $2,000 to $3,000 dollars.

The in-depth website is designed for large resorts. This site provides everything included in the basic website and adds more depth and interactivity. This form of website will provide more detailed description and images of the resort and its facilities.

In addition, the website will allow users to make bookings, ask for promotional literature to be mailed to them and make other requests directly of the resort operators. The in-depth website goes beyond a presence on the Web, by using the Web to establish the initial relationship with potential guests. We will make the in-depth website available to smaller resorts and other destinations if requested. This service cost $8,500.

We intend to provide ongoing services to basic and in-depth website customers that will include updates and expansions of their site, as well as brokerage for Web hosting services. We expect ongoing services to account for approximately the same dollar amounts as the initial contracts.

3.2 Fulfillment

Fulfillment for the company relies on both internal resources and our Web designer partners. The company will establish relations with at least two Web design firms.

The company will handle the direct relationships with the clients including all linguistic and cultural issues as well as a collection of imagery, identification of key resort facilities, and a high-level design concept for the website.

The Web design firm will be responsible for converting imagery to computer form, typesetting of text, and other technical website implementation issues. For basic website work, the Web design firm will be paid from $1,000 to $1,500 and for in-depth website work, they will be paid from $3,000-$3,500 dollars.

Market Analysis Summary how to do a market analysis for your business plan.">

The tourism market in Mexico is enormous. In 1998, according to The Bank of Mexico, 19.8 million international tourists traveled to Mexico and spent over six billion dollars.

350 major hotels and thousands of smaller travel destinations serviced these tourists. Increasingly tourists are researching and booking travel using the Internet.

There are 20 travel websites already and this number is projected to increase by 100% by the end of 2001.

The company plans to target the large resorts that don’t yet have a website and expand into the thousands of smaller destinations as the business develops.

The company will approach this market primarily through advertising. Our advertising will serve two different functions.

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Second, we will use advertising through trade publications and direct mail to establish a brand that the Mexican tourism industry will associate with high-quality professional services.

4.1 Market Segmentation

We broadly divide our market between resort hotels and other travel destinations. Within resort hotels we segment between 1, 2, 3, 4, and 5 star hotels.

Within other travel destinations we include apartments, bed and breakfast, suits, villas, condos, trailer parks, and bungalows.

Within the category of resort hotels, we define large resorts as being 4 or 5 star hotels.

We define smaller resorts as 3 or 4 star hotels. Please note this analysis counts 4 star hotels twice.

In addition, we have excluded 1 and 2 star hotels entirely. Furthermore the company believes these estimates are conservative because they exclude the major beach resort areas such as Acapulco, Puerto Vayarta, Cancun, Zihuatenejo, Ixtapa, etc.

Tourism website services business plan, market analysis summary chart image

4.2 Target Market Segment Strategy

The company’s market strategy is to focus on resort hotels and tourist travel destinations in Mexico that meet two important criteria.

First, we are targeting the segments of the market that can afford Web-based promotion.

Second, we are targeting those segments of the market that can benefit from a presence on the World Wide Web.

The company has gathered market data from the official Mexican tourism website. To be conservative, we gathered data that excludes the major beach resort areas.

Many of the major beach resorts already have websites. Although we intend to target those areas as well, for purposes of this analysis, we have left them out of the numerical totals. If they were included, these resorts would approximately double the number of large resorts. Smaller resorts and other travel destinations would also be affected, but by a smaller amount.

Although there are many more 1 and 2 star hotels then any other category, the company decided to exclude them because their segment can neither afford nor benefit from a presence on the World Wide Web.

We decided to include 4 star hotels in both large and small resort segments because we predict that 4 star operators will divide themselves between large and small service offerings.

It is also important to note that many of the 4 and 5 star hotels are controled by resort chains, where as the smaller hotels tend to be individually owned.

Furthermore, 5 star hotels often have affiliations with other travel destinations such as golf courses. Also note that the predicted 10% growth rate was estimated by the company, not by the tourism board.

Strategy and Implementation Summary

The company will focus on the Mexican tourism market. By using the company’s services, our clients will either establish, or improve, their presence on the World Wide Web. By using this Web presence, they will be able to reach ten of millions of consumers who use the Web regularly.

Our marketing strategy is based on testimonial and reference advertising. We will use trade publications and direct advertising to establish our brand as the high quality source for Web design and infrastructure services in the Mexican tourism industry.

Our strategy involves creating a niche for Web services in our industry and then positioning ourselves as the leader in this new niche.

Our sales strategy will begin by supporting marketing’s need for reference accounts.

Subsequently sales will focus in two areas. First, the sales force will work leads generated by advertising and word of mouth to establish new customer accounts. Second, the sales force will work with existing customers to renew and improve their website.

5.1 Competitive Edge

There are four principal things that will differentiate Spanish Resources from the competition.

First, the company will have a blend of both Mexican cultural understanding, and World Wide Web infrastructure.

Second, the company will build a strong brand through advertising and promotion.

Third, the company intends to define its business activities as a new niche blending website design with Mexican tourism.

Fourth, the company will use its position as an early entrant in this new niche to create opportunities for a word of mouth reputation based on quality and a high level of service.

Taken together, these four differentiators represent a proven World Wide Web competitive strategy.

As Web markets move from the early stages of experimentation into more mainstream usage, an opportunity is created to aggressively define a new service niche targeted specifically on the peculiar needs of a specialized market.

The company’s research indicates that several resorts are experimenting with websites. As tourism booking move online, this market is a natural target for such a strategy.

5.2 Sales Strategy

The company’s sales strategy has two distinct phases.

In the first phase the company will identify direct sales opportunities in Mexican regions that have a high concentration of resorts. The direct sales force will approach these sales opportunities in one-on-one meetings.

The primary goals in this first phase are locating accounts that appear to be good candidates for advertising references (for example a famous Acapulco resort), improving the quality of the sales presentation and refining sales technique. Meeting revenue targets are secondary consideration in the first phase.

In the second phase, the company expects to generate sales leads from advertising promotion and word of mouth. This should make the direct sales force more efficient, and therefore capable of making revenue targets the primary sales goal. Furthermore, the sales force will be operating on a steadily increasing client base from whom new orders can be taken.

The company expects the first phase to take approximately six months and the second phase to begin thereafter.

The company’s compensation plan for salespeople is based on a combination of base salary and sales commissions.

5.2.1 Sales Forecast

The sales forecast is based on several assumptions.

First, that the potential market is very large, in particular there is significant pent-up demand for an Internet presence among travel destination operators.

Second, that initial sales will come from sales calls on potential clients.

Third, that establishing reference accounts are the most important early sales targets.

Fourth, that advertising and promotion, in the presence of referenceable accounts, will generate most of the sales leads starting in the third quarter of operation and extending into the steady state.

The principal limiter of sales volume is the company’s capacity. We expect advertising to generate more sales leads then the company can fulfill.

Therefore, we have projected approximately 25% year-on-year sales growth based roughly on the growth and size of operation. Furthermore, we anticipate the ability to be selective about clientele due to the excess demand for the company’s services.

Tourism website services business plan, strategy and implementation summary chart image

Management Summary management summary will include information about who's on your team and why they're the right people for the job, as well as your future hiring plans.">

Carolyn’s general responsibilities will be: overseeing client relationships, supervising all cultural and linguistic issues, and insuring that the final design meets the customer’s expectations.

Carolyn will also provide overall management for the company by supervising the sales and marketing manager and the production manager (yet to be hired).

Carolyn was born in Mexico City and grew up completely bilingual and bicultural. She has an undergrad degree from the University of Notre Dame and a masters in Spanish and education from the University of Connecticut. She has had the wonderful opportunity of working as director of human resources for Palo Alto Software, Inc.. In that role Carolyn has gained experience hiring, training and managing people.

Jerry’s overall responsibilities will include: finance, legal, accounting, and general business guidance. Jerry will also negotiate and oversee the partnering relationships with Web design firms.

Jerry has been a founder or cofounder of six businesses including Spanish Resources. One of his companies, Intertrust Technologies Corp, is publicly traded on the NASDAQ exchange. He has thirteen years experience in all areas of general business including technology, management, finance, legal and general administrative functions.

The sales and marketing manager will report to Carolyn and be responsible for overseeing both the account managers in sales and the company’s marketing efforts.

The marketing activities will involve extensive contact with the press, as well as overseeing outside contractors for the development of sales collateral and other materials. The sales and marketing manager will also be responsible for developing corporate identity materials.

The account managers serve a dual role: they provide the direct sales force as well as a point of customer care after the sale. The first account manager will be located in Mexico to provide the cultural familiarity necessary to make sales. The account managers report to the sales and marketing manager.

The production manager will oversee the day to day flow of information between customers, Spanish Resources, and the outside Web design firms. The production manger will insure that the high-level design is carried out, that production schedules are met, and that standards of quality are maintained. The production manager reports to Carolyn.

6.1 Personnel Plan

The initial team consists of the founders, Carolyn and Jerry, an office assistant and an account manager.

Carolyn and Jerry will be production, sales and marketing management for the initial team. After the reference accounts are established, the team will be expanded to include a half-time bookkeeper, a second account manger, and both the sales and marketing manager and the production manager.

As sales ramp up, the bookkeeper will move to full time, and an additional account manager will be added as well as assistants for both the sales and marketing manager and the production manager.

Financial Plan investor-ready personnel plan .">

The company plans to raise $300,000 in paid-in capital.

As the following tables indicate, this will provide a substantial working capital reserve. This reserve can be used either to finance unexpected short falls in sales or to exploit new market opportunities as the plan unfolds.

Each of the tables contains additional explanatory materials related to the details of our plan.

7.1 Important Assumptions

In addition to general assumption in the table below, the company has made additional assumption about the state of the ecomony, the tourism industry, and the Internet.

The company assumes the economy remains strong, and in particular that the tourism industry continues to experience moderate growth.

The company assumes that the Internet will continue to expand into mainstream of everyday life and particularly that the Internet is increasingly important to the tourism industry.

The company assumes that significant and increasing demand exists for the company’s services.

7.2 Break-even Analysis

Note that break-even is expected in the second year of operations.

Tourism website services business plan, financial plan chart image

7.3 Projected Profit and Loss

There are several features of the company’s Profit and Loss statement that merit explanation.

First, note the 90% increase in sales between year one and year two and the 25% increase between year two and year three.

The dramatic difference is explained by examining fourth quarter sales numbers in year one. If the fourth quarter numbers in year one were extended for an entire year, the sales growth between that year and year two would be approximately 25%.

Second, the dramatic growth in overall marketing budget (60% from year one to year two) is explained by the company’s strategy of using advertising generated sales leads as the most important source of new clients.

Third, it is worth noting that the increase in profit from year two to year three is much greater then the corresponding increase in sales. This is due to the need to both hire and train personnel ahead of increased sales expected in year three and the need to spend heavily in marketing in year two to achieve those sales.

Fourth, the lack of an advertising and promotion budget for the first quarter in year one is due to the company’s strategy of using reference account in company’s advertisements. The first reference accounts will be established in the first quarter of year one with advertising based on those accounts starting in the second quarter.

Tourism website services business plan, financial plan chart image

7.4 Projected Cash Flow

Note that the company uses a significantly portion of its working capital to manage cash requirements.

Also note that accounts receivable vs. accounts payable is well within manageable limits relative to the company’s monthly cash flow.

Tourism website services business plan, financial plan chart image

7.5 Projected Balance Sheet

Due to the $300,000 of paid-in capital and the company’s turn to profitability in the second year, the company’s balance sheet is robust.

7.6 Business Ratios

The following table outlines some of the more important ratios from the Administrative Management and General Management industry. The final column, Industry Profile, details specific ratios based on the industry as it is classified by the Standard Industry Classification (SIC) code, 8742.

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village tourism business plan

Village Tourism: The Village Tourism Options for You

Village Tourism, though a new concept in India introduced from the West is rapidly gaining in popularity owing to the fact that a huge bulk of our population still resides in the villages and to know ‘India’ in totality you have to know the Indian Villages first. That’s the reason why the tourism department of the Government is making strong moves to foster Village tourism in the country.

Village Tourism

Our country India leaves travelers mesmerized with astounding vistas, stunning landscapes, and a culture that is all colorful and truly captivating. But since a major part of our population resides in the villages, it’s equally important to explore rural India alongside the commonly visited tourist destinations of India. In fact, the beauty of rural India is no less than the well-known tourist spots. It’s an un-spoilt virgin beauty of Mother Nature you would perhaps get nowhere else. To get the real essence of Indian culture, to sniff in the smell of raw earth or draw the whiff of the fresh blooms coming up with every changing season you do need to visit an Indian Village untouched by the evils of Industrialization.

That’s the reason many Travel and Tourism Companies offer Village Tourism Packages for enthusiasts. Often Students are taken for Village Tourism Tours because such tours are truly a learning experience for them. Visiting Rural India, which is rightly called the ‘Heart of India’ allows people to gain an understanding of the lifestyle of rural India; even at times participate in it.

The Key Advantages of Village Tourism are:

  • Learning something different from urbanization.
  • Getting an opportunity to visit farmlands.
  • Getting introduced to artisans and even purchasing locally manufactured handicrafts.
  • Socio-economic development of the village.

With the increasing popularity of Village Tourism, many villages of India which were once totally unknown to the Nation and also to the world, have come to the fore and are frequented every year by tourists now. This has led to the economic development of these villages.

If you want to embark on a Village tour of India, you could consider the following options.

Purushwadi Village: This Village falls in the District of Ahmednagar, in the Akole Block. It’s located at a distance of 220 Kms from Mumbai as well as Pune on the way to Nasik. The Villagers are all tribal people belonging to a Tribe called ‘Hindu Mahadeo Koli’. You would get to smell here the fresh whiff of crops coming from the pastoral lands and as you wander about you could even have to hold your steps back because of the melodious strains emanated from a typical rural instrument called Masak been, quite similar to bagpipe or a tapping instrument, the Hudki player.

Diveagar Village: This is a coastal village situated at 170 Kms from the Tinsel town of Mumbai and about 156 Kms from the city of Pune. It is a part of the well-reputed Shrivardhan-Diveagar-Harihareshwar tourist route plan. The place is well famed for the Temple of Suvarna Ganesha consisting in a pure Gold deity of Lord Ganesha. The place is ideal for lazing in the solitary, virgin beaches far away from the madding crowd.

Kumbalangi Village: This is an island village of the South Indian State of Kerala. The idyllic charm of the village characterized by far-reaching stretches of serene backwaters, mangrove forests, boat cruises, paddy fields of the Pokkali Rice, the fishing nets flung across the waters wistfully in the hope of a big catch, the crab culture all would leave you utterly spellbound. You can accompany the fishermen on his fishing venture into the sea early morning and it would indeed be a lifetime experience for you to return with the best catches and freshest ones from the sea at dusk fall.

Naggar Village: This village in the North Indian state of Himachal Pradesh is one major attraction for those going for a village tourism tour to the state. It is very close to Kullu, and one of the ancient villages of Himachal Pradesh. Visitors to the village would be able to breathe in the cool refreshing mountain breeze and would really be exulted on viewing the Snow-clad peaks, the gurgling fountains, the meandering walks, and the plentiful plum and apple orchards that exude a sweet aroma filling the air of the place. The Naggar Palace is one visit-able place which you shouldn’t miss on your sightseeing.

Raghurajpur Village: This Village is located in the East Indian State of Orissa, 45 Kms from Bhubaneshwar and in vicinity to the famed pilgrimage destination Puri. This Village is famous for its many creative art forms such as Applique Works, Pata Chitra, various Gotipua Dance styles, and forms or the marvelous Inscription of complete poetic verses on unusual materials like parched palm leaf or treated cloth. If you are passionate about art and crafts, you should definitely pay a visit to this village of Orissa at least once.

So this is all about Village tourism and how it can benefit you.

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village tourism business plan

Hazmat spill cleanup still in progress at Donner Pass Rest Area

May 14, 2024

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May 13, 2024

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Agenda review: Truckee Town Council, NV County Supes, North Tahoe and Tahoe City PUDs, and more

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South Yuba River Citizens League launches Phase 2 of Van Norden Meadow Restoration Project with $2.5M Grant

May 12, 2024

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Tahoe Youth Action Team wins national Great School Electrification Challenge

May 10, 2024

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PHOTOS: Northern Lights over Lake Tahoe

May 11, 2024

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Homewood Mountain Resort submits revised Master Plan to Tahoe Regional Planning Agency

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Historic Chinatown in Truckee honored with new landmark plaque

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Out of the Centre

Savvino-storozhevsky monastery and museum.

Savvino-Storozhevsky Monastery and Museum

Zvenigorod's most famous sight is the Savvino-Storozhevsky Monastery, which was founded in 1398 by the monk Savva from the Troitse-Sergieva Lavra, at the invitation and with the support of Prince Yury Dmitrievich of Zvenigorod. Savva was later canonised as St Sabbas (Savva) of Storozhev. The monastery late flourished under the reign of Tsar Alexis, who chose the monastery as his family church and often went on pilgrimage there and made lots of donations to it. Most of the monastery’s buildings date from this time. The monastery is heavily fortified with thick walls and six towers, the most impressive of which is the Krasny Tower which also serves as the eastern entrance. The monastery was closed in 1918 and only reopened in 1995. In 1998 Patriarch Alexius II took part in a service to return the relics of St Sabbas to the monastery. Today the monastery has the status of a stauropegic monastery, which is second in status to a lavra. In addition to being a working monastery, it also holds the Zvenigorod Historical, Architectural and Art Museum.

Belfry and Neighbouring Churches

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Located near the main entrance is the monastery's belfry which is perhaps the calling card of the monastery due to its uniqueness. It was built in the 1650s and the St Sergius of Radonezh’s Church was opened on the middle tier in the mid-17th century, although it was originally dedicated to the Trinity. The belfry's 35-tonne Great Bladgovestny Bell fell in 1941 and was only restored and returned in 2003. Attached to the belfry is a large refectory and the Transfiguration Church, both of which were built on the orders of Tsar Alexis in the 1650s.  

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To the left of the belfry is another, smaller, refectory which is attached to the Trinity Gate-Church, which was also constructed in the 1650s on the orders of Tsar Alexis who made it his own family church. The church is elaborately decorated with colourful trims and underneath the archway is a beautiful 19th century fresco.

Nativity of Virgin Mary Cathedral

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The Nativity of Virgin Mary Cathedral is the oldest building in the monastery and among the oldest buildings in the Moscow Region. It was built between 1404 and 1405 during the lifetime of St Sabbas and using the funds of Prince Yury of Zvenigorod. The white-stone cathedral is a standard four-pillar design with a single golden dome. After the death of St Sabbas he was interred in the cathedral and a new altar dedicated to him was added.

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Under the reign of Tsar Alexis the cathedral was decorated with frescoes by Stepan Ryazanets, some of which remain today. Tsar Alexis also presented the cathedral with a five-tier iconostasis, the top row of icons have been preserved.

Tsaritsa's Chambers

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The Nativity of Virgin Mary Cathedral is located between the Tsaritsa's Chambers of the left and the Palace of Tsar Alexis on the right. The Tsaritsa's Chambers were built in the mid-17th century for the wife of Tsar Alexey - Tsaritsa Maria Ilinichna Miloskavskaya. The design of the building is influenced by the ancient Russian architectural style. Is prettier than the Tsar's chambers opposite, being red in colour with elaborately decorated window frames and entrance.

village tourism business plan

At present the Tsaritsa's Chambers houses the Zvenigorod Historical, Architectural and Art Museum. Among its displays is an accurate recreation of the interior of a noble lady's chambers including furniture, decorations and a decorated tiled oven, and an exhibition on the history of Zvenigorod and the monastery.

Palace of Tsar Alexis

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The Palace of Tsar Alexis was built in the 1650s and is now one of the best surviving examples of non-religious architecture of that era. It was built especially for Tsar Alexis who often visited the monastery on religious pilgrimages. Its most striking feature is its pretty row of nine chimney spouts which resemble towers.

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Homewood Mountain Resort submits revised Master Plan to Tahoe Regional Planning Agency

News News | May 14, 2024

Brenna  O’Boyle

Brenna O’Boyle   

[email protected]

HOMEWOOD, Calif. – The Tahoe Regional Planning Agency received a revised Master Plan from Homewood Mountain Resort, marking a significant step forward in the resort’s redevelopment plans. The revised plan, submitted by Homewood Village Resorts, LLC, includes changes to enhance the skier experience and community benefits while maintaining the resort’s intimate, family-friendly atmosphere.

One key revision in the updated Master Plan is the reduction in residential density across the north and south base areas.

“There is a proposed reduction in density of housing units across the north and south base at Homewood Mountain Resort,” said Discovery Land Co. Community Relations Jessica Insalaco. “The footprints will be almost the same as before but there will be fewer, larger units. Up to 224 residential units were approved and this reduction in density changes the total to 115 units.”

HVR believes reducing the units will improve the overall guest experience.

In addition to the residential density reduction, the revised plan includes relocating the gondola terminal at the north base to optimize skier flow and the addition of a gondola car barn at mid-mountain for storage when the cars are not in use.

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“It’s something new compared to the Master Plan to have a barn for the gondola cars,” Insalaco said. “It’s a gondola best practice that’s been proposed.”

These modifications have been designed to stay within the overall coverage area approved in the original Master Plan.

“The TRPA has not finished its complete review of the 65 documents,” said TRPA Public Information Officer Jeff Cowen in an email.

To view the application and materials go to https://parcels.laketahoeinfo.org/AccelaCAPRecord/Detail/CEPP2014-0636-03

HVR has also submitted a separate permit for forest fuel reduction, which was previously covered in community presentations. This initiative aims to mitigate the risk of wildfires and enhance public safety in the surrounding areas.

The revised Master Plan maintains the resort’s commitment to delivering a range of community and recreational amenities, including the replacement of aging infrastructure, the creation of a bed base with residential units and a hotel, 13 units of employee/workforce housing, up to 25,000 square feet of commercial retail space, new base mountain facilities, a day use parking structure, alternative transportation methods, mid-mountain lodge and maintenance facilities, improved snow-making facilities, forestry management, a community pool, a seasonal ice skating rink, and an earthen amphitheater.

HVR is seeking TRPA approval for three permits: the Homewood Fuels Reduction Project, the Master Plan Revision to the 2011 Master Plan approvals, and a project-level permit for the north base gondola location shift and infrastructure to replace the Madden Chair.

The original Homewood Mountain Resort Ski Area Master Plan was approved by Placer County and TRPA in 2011 after an extensive planning and environmental review process. The approvals included amendments to the West Shore Area General Plan, a Vesting Tentative Parcel Map, a Conditional Use Permit, and a Development Agreement.

The proposed revisions to the Master Plan are expected to enhance the local community and vitality of the West Shore while maintaining the environmental benefits and commitments outlined in the original plan. These benefits include the restoration of Homewood’s watershed, deed restrictions from additional non-recreational development, reduction of sediment flow into Lake Tahoe, fuels reduction, undergrounding of utility lines, improved water distribution and storage, more sustainable snowmaking, replacement of aging ski infrastructure, significant firefighting resource investments, and holistic traffic and micro transit management solutions.

HVR has emphasized that the revised Master Plan does not change any of the Environmental Improvement Projects (EIPs) or reduce the funding commitments made by the resort. The redevelopment of Homewood is expected to bring substantial environmental, social, and economic benefits to the Tahoe Basin, as recognized by TRPA when it accepted HMR into its Community Enhancement Program (CEP).

As Homewood Mountain Resort moves forward with its redevelopment plans, the resort remains committed to engaging with the community and incorporating public input throughout the permitting and design process. Each project within the Master Plan will require site improvement permits, design reviews, and building permit approvals from the relevant agencies, providing multiple opportunities for public participation.

The redevelopment of Homewood Mountain Resort is expected to bring significant benefits to the West Shore and the Lake Tahoe community, including urgent forest fuels reductions, wildfire mitigation, aging ski lift replacements, watershed health improvements, land coverage restoration, water and firefighting resource enhancements, sediment reduction into Lake Tahoe, multi-modal transportation improvements, and a wide range of public amenities and recreational improvements worth more than $200 million.

Insalaco said the next steps will be for the TRPA to review the paperwork for completeness and notify us if something is incomplete. Once deemed complete, HMR will be put on a TRPA Board of Governors meeting agenda.

“We think the earliest that is likely would be the July meeting,” said Insalaco in an email. “We may be on the June meeting agenda for the Forest Fuels reduction permit. I will keep you posted.”

Brenna O’Boyle enjoys covering Lake Tahoe entertainment. Her beat includes Incline Village, Kings Beach and Tahoe City. She loves to write travel pieces and report on food/alcohol-related events. Brenna is also a Reno Public Art Committee member who identifies, reviews, and recommends artists for public art opportunities.

village tourism business plan

May 14, 2024

village tourism business plan

Agenda review: El Dorado County Supes, South Tahoe PUD, Lake Tahoe Community College

May 13, 2024

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‘Higher for longer’ investments

May 11, 2024

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Mid-Town Area Plan kicks off at City Council

May 9, 2024

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EAT This Week: Driftwood Café’s Chilaquiles

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PHOTOS: Northern Lights over Lake Tahoe

village tourism business plan

Fourth time charm in drug case

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Stolen car suspect found and arrested

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Lake Tahoe expected to fill for first time since 2019

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Solar storm could affect Earth-based communications

May 10, 2024

Readers around the Lake Tahoe Basin and beyond make the Tahoe Tribune's work possible. Your financial contribution supports our efforts to deliver quality, locally relevant journalism.

Now more than ever, your support is critical to help us keep our community informed about the evolving coronavirus pandemic and the impact it is having locally. Every contribution, however large or small, will make a difference.

Your donation will help us continue to cover COVID-19 and our other vital local news.

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Tunnel work will cause major disruption to golf cart travel in The Villages

Effective 6 a.m. Monday, May 13 through 6 p.m. Tuesday, May 14, Tunnel M-18 and all North/Southeast/West multi-modal paths located North of the intersection of Morse Boulevard and Meggison Road will be CLOSED TO ALL TRAFFIC for required maintenance and inspections.

Golf cars, pedestrians, and cyclists will not have access to the tunnel from any direction, leaving passage beyond this tunnel accessible only to automobiles. Residents must plan accordingly, as tunnel M-18 maintenance will have a significant impact on all multi-modal path traffic.

Those traveling through or around tunnel M-18 by golf car or other means of transportation besides automobile must complete their trajectory before 6 a.m. Monday, May 13. Tunnel and Multi-Modal Path Traffic will resume normal operations at 6 p.m. Tuesday, May 14. Residents are strongly encouraged to minimize travel or utilize private automobiles during the closure period. There are no alternative or detour routes available. You will not be able to traverse in any direction on the Multi-Modal Paths at the intersection of Morse Boulevard and Meggison Road during the entire closure period.

The tunnel M-18 inspections and maintenance will significantly impact golf car travel in the following areas during the period of the closure:

• Golf Cars will NOT be able to navigate North on Morse Boulevard from Meggison Road.

• Golf Cars will NOT be able to navigate South on Morse Boulevard to Meggison Road.

• Golf Cars will NOT be able to navigate East to West through tunnel M-18.

• Golf Cars will NOT be able to navigate West to East Through tunnel M-18.

• Golf Cars will NOT be able to access the Aviary Recreation Center from the South (Hawkins).

• Golf Cars will NOT be able to travel East across the Bexley Bridge and North, as McNeil Road is closed to all traffic due to ongoing construction.

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Sonny’s bbq closes after more than a decade in the villages, driver who failed to pay fine jailed after caught back behind wheel, is ‘hate speech’ hateful and does ‘misinformation’ misinform, water main break shuts down rec center and multi-modal path, residents speak up for trees to be cut down for new rec center, $1.8 million study will be aimed at improving rolling acres road, armed road rage suspect admits yelling ‘damn yankee’ in traffic dispute, golf cart driver taken into custody at taser point at bj’s wholesale club, villager arrested after allegedly ‘street racing’ near morse gate, guests should be charged to use facilities in the villages, we should not be opening any of the priority pools to the public, neighborhood restrictions on short-term rentals, it’s time to care more about villagers than visitors, florida softshell turtle buries eggs near fenney nature trail, mottled duck in the village of pine ridge, beautiful sunrise on sweetgum executive golf course, beautiful sunrise on boardwalk at lake sumter, osprey nest in the village of pine ridge.


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Plan your trip to bolshiye vyazemy: best of bolshiye vyazemy tourism.

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A 102-year-old doctor still does consulting work and plans to live at least another 10 years. Here is her daily routine.

  • Gladys McGarey is 102 years old and still has a 10 year plan for her life's ambitions.
  • She's developed a "simple" daily routine that involves prune juice, salad, and consulting work.
  • McGarey also knits to keep her hands busy so she won't be tempted into picking up her cell phone.

Insider Today

At age 102, Gladys McGarey has seen a lot of lives begin and end.

As a trained physician and birthing expert, she's witnessed the births of thousands of babies worldwide. She's also lived through the death of her ex-husband, and some of her own five children have died too. 

Now, living in a sunny home in her daughter's backyard in Arizona, she has developed a practice that she says will help her accomplish her 10-year plan. She wrote about it in her new book, " The Well Lived Life: A 102-year-old doctor's six secrets to health and happiness at every age, " and walked Insider through her daily routine. While the doctor doesn't have a license to practice medicine anymore, "they didn't tell me I had to stop talking," she said.

She starts the day with prayer, Raisin Bran, and prune juice

McGarey begins most days in the same simple way: She gets up, greets the new day with a morning prayer, climbs down the stairs, and enjoys Raisin Bran and prune juice for breakfast. 

Later in the day, "I have salad for lunch and some kind of soup or something for dinner," she told Insider. "It's the routine, and I think it works for me. It's important for each one to find what works for us."

Throughout the day she keeps her hands and her mind busy

To keep her hands busy throughout the day, McGarey continues a regular knitting practice. 

Related stories

"I can't see to knit patterns now because my eyes don't, but I can knit little gifts that I give, and that keeps my hands busy," she said. "If I don't keep my hands busy, I do something on the cell phone and that gets people all uptight, you know?" 

She also still consults, and stays true to the "holistic" approach to medicine she helped popularize in the US in the 1970s. McGarey believes that treating the whole person — taking into consideration their mental and social state, as well as any physical symptoms of distress — is paramount to healing.

When she's not knitting or consulting, McGarey listens to audiobooks or talks to friends – something aging experts say is crucial to human happiness and can actually help us live longer.

And, she recently got an infusion of stem cells, which she thinks has made a difference to her vitality — though scientists are still gathering evidence to determine whether this technique actually helps slow aging .

"I'm not really robust and sturdy, but I think it's helped me, and I'm looking forward," she said. 

She says creating a 10-year plan is critical for healthy aging

Finally, McGarey says, the most critical part of aging well is finding your central purpose, a life "juice" that is your mission and what you will endeavor to do with your time on Earth.  

These days, she uses her own "juice" to think about how to create better ways for people to live together and care for each other. Her own 10-year plan — something she thinks everyone should have — includes creating a village for "living medicine" where elders, babies, and everyone in between can live together and care for each other more harmoniously. 

"A 10 year plan makes space for everything," she wrote in the book. "It's a far enough reach that it keeps our life force activated. Yet it's close enough that we can achieve it, dust ourselves off, and plan anew." 

She doesn't worry about what her own final "number" of years on Earth may end up to be. Instead, she keeps her eyes trained on what's coming next. 

"I still think I've got work to do, and I'm gonna keep on working at it," she said. 

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How a couple from Cleveland ended up owning one of the top resorts in Jamaica

  • Published: May. 15, 2024, 8:23 a.m.

Tensing Pen, Jamaica

At Tensing Pen in Negril, Jamaica. Courtesy Tensing Pen

  • Susan Glaser, cleveland.com

NEGRIL, Jamaica – Before he was building some of Northeast Ohio’s most notable residential developments, Clevelander Sam Petros was peddling everything from tennis shoes to cigarette lighters to fake Rolex watches on the streets of Jamaica.

He was in his early 20s and trying to figure out a way to pay for his frequent trips to the Caribbean nation.

Twenty years later, Petros discovered an easier – if more expensive – way to guarantee those frequent visits to the island paradise. He bought his favorite resort.

If it comes as something of a surprise that a lifelong Clevelander owns a resort in the Caribbean, it wasn’t exactly in Petros’ business plan either.

Still, said Petros, now 67, “I don’t think I would trade it for anything. It really enriches our lives.”

Buying a Jamaican resort

In Cleveland, Sam Petros, CEO of Petros Development Group, is perhaps best known for the many residential developments he’s helped build, from upscale suburban housing neighborhoods to One University Circle, the high-rise apartment complex across from the Cleveland Museum of Art.

In Jamaica, he’s known for something else entirely: Saving one of the country’s most beloved resorts, Tensing Pen, with 26 suites and cottages on the cliffs of Negril.

The small resort is a short walk to Rick’s Café, the well-known tourist destination where visitors famously leap from the rocky cliffs into the turquoise sea, and a short drive to Negril’s spectacular Seven Mile Beach. It consistently ranks among the Caribbean’s very best resorts on lists compiled by Travel + Leisure, Conde Nast Traveler and other travel publications.

“I’ve never been to a resort like it anywhere,” said North Olmsted travel agent Kathy Yarian, who has been recommending Tensing Pen for years, but only recently learned it was owned by fellow Clevelanders. “I like that it’s so small and quaint. The entire resort is on the cliffs in Negril which is perfect. You can jump off the cliffs into the beautiful clear water. It’s a very romantic resort, too. It’s truly a quiet getaway but you can get to the action in Negril, which is close by.”

The story of how Petros came to own Tensing Pen is long, complicated and dates back decades.

Among the highlights:

* Petros first went to Jamaica in the early 1970s, looking for someplace warm to hang out. He fell in love with Negril, on the island’s west coast, which he described as a “sleepy fishing town” back then. He was young and poor and funded his return trips by traveling with needed items that were in short supply in Jamaica – from tennis shoes to cigarette lighters to fake luxury watches. “I had to figure out how I could afford to go back.”

* His real estate career took off in the late 1970s and 1980s, and Petros moved to Singapore for 10 years, where he worked on numerous development projects. When he came back to Northeast Ohio in the late 1980s, he renewed his love for Jamaica. He discovered Tensing Pen during this period, founded in the early 1970s on the cliffs overlooking the Caribbean Sea.

* The resort was sold in the early 1990s to an American who called the property the Love Solution and made some other changes that chased visitors away, according to Petros. “I told them – if you ever want to sell, let me know.”

After the owner’s death in the early 1990s, his wife called Petros and offered to sell him the resort. Petros responded: “I don’t care what it takes. I’m buying it.”

Petros brought back the resort’s previous owners, Karin and Richard Murray, and ran the property with them for 25 years. Petros and his wife, Anne-Marie Petros – they married in 1996 – have been the sole owners since 2017.

Along the way, they’ve faced numerous challenges – from hurricanes to COVID to economic downturns. Hurricane Ivan in 2004 was particularly destructive, wiping out three-quarters of the resort, said Anne-Marie Petros.

“It’s not a brain investment, it’s a heart investment,” she said. “We hold our breath every summer.”

After the destruction in 2004, the Petros took the opportunity to add a swimming pool and convert the large house on the property into a restaurant. More recently, they’ve expanded the restaurant, remodeled bathrooms and rebuilt the resort’s iconic treehouse suites.

The motto of the resort is “Life is Simple.”

There are no TVs, no radios, no phones, said Sam Petros. There are also no all-you-can-eat buffets.

The Petroses have steadfastly resisted the urge to convert Tensing Pen into an all-inclusive resort, which have sprouted across Jamaica in recent decades.

“We will never be an all-inclusive,” said Anne-Marie Petros. “We’re super supportive of the restaurants in the area.”

The couple, who live in Hinckley when they’re not in Jamaica, typically makes about a half-dozen trips from Cleveland to Negril every year. In the early days, before the hospitality infrastructure developed, they traveled with suitcases filled with sheets, towels, coffee makers and other items that were difficult to find in Jamaica.

Speaking of traveling from Cleveland -- Sam Petros lamented the early cancellation of Cleveland’s first nonstop service to Jamaica, which started in March on Frontier Airlines and will end in June. Petros said hopes the airline gives the route another chance. “They should have started it in October, not March,” he said.

The resort’s name is a reference to Tenzing Norgay, the Nepalese sherpa who accompanied Edmund Hillary to the summit of Mount Everest in 1953. Previous owners named the resort after their dog Tensing, and the name stuck.

The dog theme has been retained at the resort, which is home to three Rhodesian Ridgebacks, a large breed that is known for its tolerance to heat. “They take turns staying with guests who love dogs,” said Anne-Marie Petros. “We’ve become known as the resort with the dogs.”

Sam Petros said he can’t take credit for developing the resort’s laid-back atmosphere. “I’d like to say I created the culture at Tensing Pen. I didn’t. I just continued it.”

Tensing Pen, Jamaica

Tensing Pen, owned by Clevelanders Sam and Anne-Marie Petros, is a resort on the cliffs of Negril on the west coast of Jamaica. Courtesy Tensing Pen

Tensing Pen, Jamaica

At Tensing Pen, Jamaica. Courtesy Tensing Pen

Tensing Pen, Jamaica

Clevelanders Sam and Anne-Marie Petros at Tensing Pen in Negril, Jamaica. Courtesy Tensing Pen

If you go: Tensing Pen, Jamaica

Getting there: Negril is about a 90-minute drive from Sangster International Airport in Montego Bay.

Rates: Start at about $250 per night

Information: tensingpen.com

5 days in Jamaica, from Negril to Montego Bay, beaches, bamboo rafting and waterfalls

Will this new Frontier flight from Cleveland to the Caribbean last? Enjoy it while you can

Is Jamaica safe? State Department advisory raises concerns; here’s what to know

How a guy from Shaker Heights built a 30-year tourism career in Jamaica

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Parking and Transportation

Fleet services newsletter, may 2024, wex card’s expire on 5/31 – time to pick-up your new card .

WEX fuel credit card swaps have been slow so far, we still have a lot of new cards to give out. If you have not yet picked up your new card please make a plan to do so. All you need to do is bring your old card to our office and we will swap it out. The current cards expire at the end of May. Cards can be exchanged Monday through Friday from 7:00 AM to 6:00 PM.

New Decals for University Healthcare Vehicles

As part of the  new branding initiative of UI Healthcare, Fleet Services will be updating the decals of all healthcare vehicles. The process began on May 6 th , is ongoing, and should be complete in the next 6 months. The plan is to swap for the new branded decals at each vehicle’s next service appointment. 

Who is Considered a Pedestrian in Iowa?

Current law in Iowa defines a pedestrian as a person specifically on foot and does not include people in wheelchairs, riding scooters/skateboarding, or cyclists. Lobbyists and advocacy groups like, AARP Iowa, and the University of Iowa Injury Prevention Research Center pushed to make the language of the law more inclusive. Late last week Governor Kim Reynolds signed a new law that changes the meaning of a pedestrian. The new definition adds some language and now includes “ a person using a pedestrian conveyance”   in addition to a pedestrian on   foot. A pedestrian conveyance is any human-powered device a pedestrian may use to move or move another person. It also includes electric motored devices as long as they produce less than 750 watts. The bill goes into effect on July 1st.  Check out the full article from CBS .

Driving in a Tornado – How to Stay Safe

Never try to outrun a tornado. According to AccuWeather, tornados can travel very quickly and do not follow road patterns. If you are driving and a tornado develops it is best to try to find shelter in a sturdy building. When there is no shelter nearby, experts recommend staying in your car, secured using your seat belt, putting your head down below the window, and covering your head with your hands or a blanket if you have one. If you can safely get to a low-lying area such as a ditch or ravine, basically lower than the roadway, then exit the car and lie down in the area and cover your head with your hands or use a protective covering like a blanket or tarp. Also avoid taking shelter under an overpass. The winds are higher in these openings and flying debris can still get to you. Check out the full article on tornado safety . 

Real ID – New Deadline to be Enforced

There is a new deadline for Real ID, it is now May 7, 2025. Just a little less than a year away. If you fly commercially or need access to federal facilities you will need a REAL ID or another federally approved ID like a passport. Take a look at the Iowa DOT’s info page . Please note, it can take up to 30 days to receive your REAL ID in the mail so plan ahead.

Fleet Services Severe Weather Protocol

When severe weather pops up and the sirens go off, we lock our doors and evacuate to the CAMBUS Maintenance Facility until we get the all-clear. If you have a reservation scheduled to pick up during a severe weather event, please call our office ahead of time. Our phones will be forwarded to a manager’s cell phone, and they will give you instructions to get your vehicle. We will also leave a sign on our door, so you know where we are.

Honest Mikes Used Cars

Vehicle sale season is on-going and we have a nice variety of vehicles at auction now and coming soon. Check out our GovDeals auction page to view what we currently have listed.

Fleet Factoid

According to Consumer Affairs, Louisiana is the state with the most incidents of road rage. To come up with their ranking, CA analyzed data on aggressive driving, rates of speeding/careless driving, tickets, accidents, fatalities, and traffic incidents involving gun violence, and assigned each state a “Road Rage” score. Iowa was ranked 39 th and New Hampshire was 50 th , having the nicest drivers. Check out the full article from Consumer Affairs . 

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Disruptions Loom as 17 Air Traffic Controllers Balk at Job Relocation

The F.A.A. is clashing with workers over efforts to relocate them from New York to Philadelphia. Senator Chuck Schumer has denounced the plan.

White and blue jet planes parked at airport gates, with another jet taking off in the background.

By Kate Kelly

Reporting from Washington and Westbury, N.Y.

By late July, 17 air traffic controllers will be expected to trade in their headsets, walk out of their aging workplace on Long Island and report to a new office in Philadelphia, part of a plan to address a long-running problem with recruiting enough controllers to manage the skies around New York.

Despite the hefty incentives they have been offered to go along, the workers — unwilling to uproot themselves and their families — are balking at the move, and some powerful members of Congress are helping them fight back.

In a blistering letter sent to the Federal Aviation Administration last week, a group of New York lawmakers, including Senator Chuck Schumer, a Democrat and the majority leader, demanded that the agency abandon plans to force the employees’ relocation this summer.

The move places undue hardship on those workers, legislators argued. The “forced reassignments” by the F.A.A., Mr. Schumer and his colleagues wrote, are “both confusing and outrageous.” The controllers say their family lives would be disrupted, citing new marriages, disabled children and elderly parents they care for.

The fact that the Senate’s most powerful legislator would complain so loudly about a tiny group of workers underscores the power of the controllers’ nerve center in Westbury, N.Y. — an intense workplace whose formidable responsibilities, high-stress environment and strong personalities inspired a magazine story and the 1999 movie “Pushing Tin.”

The anger of the controllers and their supporters is clashing with the desperate effort by the F.A.A. to find and train enough employees willing to tackle the demands of ensuring the smooth and safe flow of aircraft in and out of the New York airspace — its most complex, by all accounts.

The New York hub has for years struggled with chronic vacancies, placing its recent staffing levels at some of the lowest levels in the nation. The F.A.A. hopes that shifting some of the responsibility for the work out of New York to a more affordable place to live will make it easier over time to recruit more controllers, leading to higher levels of staffing and, with that, increased air safety and efficiency.

But the agency’s plan also risks losing some of its more experienced controllers who are resistant to moving, which, perversely, could add to the staffing problems.

The relocations, which are scheduled for July 28, are necessary “to improve efficiency and ensure safety in this region,” Bridgett Frey, an F.A.A. spokeswoman, said in a statement.

The group targeted for the move handles the airspace around Newark Liberty International Airport, which in the view of the F.A.A. can be done just as well from Philadelphia as from Long Island. That is because this group of controllers uses radar scopes, instead of guiding planes from a runway tower overlooking takeoffs and landings.

F.A.A. figures show that staffing gaps last year at the Long Island building affected 4 percent of the 541,136 takeoffs and landings that occurred at New York’s major airports last summer. The agency expects the summer flying season, which begins later this month, to be its busiest since 2010.

The air traffic controllers say they, too, are fighting with safety in mind. They say they need to be in the same room with their New York colleagues, as they are now, to communicate quickly with them in a crisis.

“This is an extremely stressful job,” said Joe Segretto, the controller who is president of the local chapter of the National Air Traffic Controllers Association representing the New York airspace hub. For controllers, he added, being forced by the F.A.A. to relocate away from spouses and children “is going to add a tremendous amount of pressure.”

As moving day draws closer, the fight looms larger. The F.A.A. already put in place a 10 percent reduction in flight volume in the New York area to cope with lower staffing levels at its New York Terminal Radar Approach Control building in Westbury, known internally as N90. But any further staffing issues could mean there simply are not enough controllers to manage the increased volume planned for summer, forcing delays.

The fate of this handful of employees in a work force of more than 14,000 has gotten the attention of Transportation Secretary Pete Buttigieg, even as his workload strains under the demands of tackling jetliner assembly problems at Boeing, investigating the cause of recent train derailments and leading the battle against what the Biden Administration says are “junk fees” charged by airlines.

“The complexity of N90 is more complex than many countries’ entire airspaces,” Mr. Buttigieg said in an interview with The New York Times in December.

Given the low staffing levels at N90, he added, “we know there needs to be more attention there.” Just 59 percent of available controller roles in the building are filled, according to March figures from the F.A.A.

Last June, the F.A.A. was chastised by the inspector general’s office at the Transportation Department, its parent agency, for doing too little to address yearslong shortfalls in controller staffing. Days after those findings were published, United Airlines delayed and canceled flights that affected 150,000 passengers. Scott Kirby, United’s chief executive, blamed the F.A.A. for controller shortages that he said exacerbated a situation in which his pilots were already contending with bad weather in the New York area.

Controllers working at N90, which is housed in a squat, windowless building in suburban Long Island, are responsible for overseeing the early ascent and descent of hundreds of thousands of flights at John F. Kennedy, LaGuardia and Newark airports each year — equating to at least 60 per hour in and out of Newark alone on a typical day or evening shift, according to F.A.A. data. N90 is second to Southern California’s airspace in size but is arguably a more critical cog in the overall system, affecting the punctuality and well-being of hundreds of thousands of passengers each day.

The F.A.A. has battled controller shortages nationwide since the pandemic, which forced pauses in training at both its Oklahoma City academy and on-site at air traffic control hubs around the United States. But N90’s low staffing has been particularly urgent.

The controllers’ jobs are so demanding and specialized that years of experience are customarily required to do them, including 18 to 24 months of hands-on training at N90 after working assignments at less-busy locations. Westbury’s short staffing in recent years has meant that some controllers have earned close to $400,000 a year because of extra pay, according to F.A.A. documents reviewed by The New York Times. At $183,000, the head of the F.A.A., Michael Whitaker, makes much less.

The agency over the years has tried a variety of strategies for filling the vacant jobs at N90, including offering raises and bonuses and using new recruitment tactics. (One hiring effort that targeted candidates with no relevant experience — referred to by some N90 controllers as “off-the-street” hires — was tried, controllers say, without much success.)

The washout rate has remained stubbornly high. Just 32 percent of N90 trainees achieved certification as fully qualified, according to F.A.A. statistics from March, a far lower rate than at comparable facilities. The Transportation Department’s report last year showed that N90 had the fewest supervisors of any Terminal Radar Approach Control, or Tracon, building in the nation, with only eight in place out of 30 authorized slots.

The F.A.A. has been working to relocate some of N90’s controllers to Philadelphia since at least 2020, only to be stymied by both the controllers’ union and New York legislators.

Its most recent effort to negotiate a move with the National Air Traffic Controllers Association began late last year. The two sides came to terms in March, according to documents reviewed by The Times, with a package that included an initial 15 percent incentive bonus and a $75,000 payout for those who moved to Philadelphia permanently. But, lacking an adequate number of volunteers to make the Philadelphia transfer work, the F.A.A. took a tougher stance about six weeks later, according to an April 29 memorandum that was reviewed by The Times: It notified more than a dozen N90 controllers that they would be involuntarily reassigned.

Under urging from the union, Representative Anthony D’Esposito, whose district includes N90, put together the May 7 letter demanding that the F.A.A. rescind its reassignments. In addition to Mr. Schumer, it was signed by Senator Kirsten Gillibrand and four other members of Congress from the region in and around Long Island. Three of them were Republicans, including Mr. D’Esposito.

“You have people who actually have strong, solid jobs, and they’re not moving because they want to — they’re moving because we’re telling them to,” Mr. D’Esposito said in an interview. “It’s not a good situation.”

Some controllers who do not move may be reassigned to new roles at N90. But getting a new role is dependent upon proving to the F.A.A. that a move would create undue hardship and would require training for a new post for a year or more.

The F.A.A., which spent $36 million to renovate and upgrade the Philadelphia Tracon building, has recently tried again to make the relocation attractive. In the April 29 memo in which it mandated the 17 staff moves, the agency raised to $100,000 its incentive bonuses for controllers who relocated to Philadelphia, either temporarily or permanently.

Yet Mr. Segretto, the union chapter president, and many of his members are unwavering.

“We are completely against it,” he said. “It’s forcing air traffic controllers to choose between their career and leave their families, or to resign from their job.”

Mark Walker contributed reporting from Washington.

Kate Kelly covers money, policy and influence for The Times. More about Kate Kelly


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