Tourism policy and planning in Bangladesh

The tourism policy of a country provides a broad guideline and direction based on which
tourism systems should function. The National Tourism Policy (NTP) of Bangladesh has
initiated strategies to platform the economic, cultural, social, heritage, and environmental
values that the industry can provide. It focuses on multidimensional facets of the industry. The
policy prioritizes several types of operation such as beach and marine tourism, forest-based
tourism, rural and riverine tourism, cultural tourism, religious tourism, and community tourism.
• Sea Beach and Marine Tourism Development
The longest sea beach- Cox’s Bazar, the Daughter of Sea Kuakata, Teknaf Sea Beach,
Saint Martins, Sonadia Island, and other coastal areas are targeted to create impact
through tourism. To engage tourists, various activities in these destinations can be
designed and offered such as coastal sports like football/volleyball, surfing, etc.
Although a scenic marine drive has been constructed from Cox’s Bazar to Teknaf, the
lack of tourist-friendly vehicles discourages tourists from exploring the drive.
• Forest-Based Tourism Development
There is a notable opportunity to develop forest-based tourism in Bangladesh in which
Sundarbans remain an ideal case. For sustainable eco-tourism development in forest
areas, coordination with the Ministry of Environment and Forest is a must, which is
equally highlighted in the broader policy instrument. However, it has been claimed
widely that poor infrastructures, lack of engagement and empowerment of the local
communities, corrupt practices by powerful individuals and/or businesspersons, and
limited support from public bodies create the real challenge for tourism development
in forest areas.
• Riverine and Rural Tourism Development
Bangladesh is the world’s largest Delta-island with numerous rivers. Although the
actual numbers of rivers remain contested, the Water Resources Planning
Organization’s (WARPO) land-use types for the National Water Management Plan
identified that the total river area will cover 8% of the entire land area of Bangladesh
in 2025. These rivers are again spread over rural-dominated regions all over the country.
• Cultural Tourism Development
Culture is indeed a broader expression that essentially includes what we have and what
we are proud of; in that it encapsulates archaeology, history, religion, heritage, and so
on. Thus, cultural tourism may cover observation of a historical day or festival such as
“Pahela Baishakh”.Apart from these, lifestyles of different ethnic groups in Chittagong
Hill Tracts, Mymensingh, Sylhet, and Rajshahi also provide a strong segment for
attracting. As a subset of cultural tourism, different archaeological and historical
establishments can be considered as “attractions” in tourism such as “Lalbagh Fort”
and “Central Shahid Minar” in Dhaka.
• Community-Based Tourism Development
In the tourism system, perhaps the destination community is the most readily affected
stakeholder segment and without considering and involving them in tourism
development, it would merely impossible to achieve the goal. In addition, tourist
attractions can be preserved and protected while ensuring security is possible with the
help of the local community. In this regard, the National Tourism Policy highlights
 “community host-stay” operations through multi stakeholder involvement including
local government.
Key goals and objectives highlighted in NTP
• To formulate national, regional, and area wise master plan to develop the tourism
industry with long-term, medium-term, and short-term action plans and tactics.
• To include the tourism development plans within the national development strategies,
policies, and programs within a sustainability perspective and thus create high quality,
viable environment.
• To closely trace global trends and demands and classify the tourism attractions, build
up plans to promote them.
• To alleviate poverty by generating employment opportunities in the tourism industry
and confirm the tourism share in national income.
• To encourage the active involvement of the private sector in the form of investment
along with the government, in tourism infrastructure and transportation projects
• To implement and update the contemporary rules and regulations to confirm the tourism
attractions and services, and tourist safety.
• To create space for national and international investment in the tourism industry;
simplify the loan facility and tax exemption policy.
• To attract domestic and international tourists by proper promotions and marketing,
especially by declaring restricted tourism areas and exclusive tourist zones for
international tourists.
• To ensure that appropriate governance mechanisms are used, in which central and local
government and civil actors can collaborate and cooperate in the decision-making
process.
• To use tourism as an effective tool for fostering social and economic development of
backward regions, disadvantaged groups, and indigenous localities.
• To ensure integration of various types of tourism-specific regions or localities, thus
establishing tourism cities with a focus on alternative tourism (rural tourism, boat
tourism, agricultural tourism, health tourism, sports tourism, community tourism, and
so on).
• To support the social and economic objectives of the government with tourism
development while maintaining sustainable environmental policies.
• To create professional human resources with instructional courses on tourism and to
enforce the efficacy of those courses through proper certification.
• To intensify the benefits of tourism, interdisciplinary research-based development
planning is inevitable.
• To ensure IT usage in the tourism sector and the availability of tourism data
• To facilitate the competitiveness of the tourism sector through the creation of regional
tourism souvenirs.
• To strengthen international cooperation through Bangladeshi missions in foreign
countries with proper and distinctive duties, along with regional and sub-regional
authorities like SAARC and BIMSTEC.
• To enhance communication and collaboration with international tourism organizations,
such as UNWTO, and try to be more integrated with them.
Different levels and layers of policy governance

1. National Tourism Council

In terms of governance of the tourism policy, the Ministry of Civil Aviation and Tourism is the
main responsible ministry while Bangladesh Parjatan Corporation (BPC) and Bangladesh
Tourism Board (BTB) are the government agencies to further implant the policies. Keeping
aside these organizations, four national-level committees and one (form of) regional and local-
level committee are evident in coordinating development initiatives. The upper two committees
of the National Tourism Council and Tourism Cabinet Committee are headed by the Hon’ble
Prime Minister while the tourism minister is in charge of the Tourism Advisory Committee.
The Secretary of Civil Aviation and Tourism Ministry typically supervises inter-ministerial
affairs, which is a key operational criterion due to the fragmented and interconnected nature of
the tourism and hospitality industry. Under the authority of Deputy Commissioners (DCs),
district (region) and/or local-level tourism is supposed to be governed. In this connection, a
separate ‘tourism cell’ must exist at each DC office.
Tourism Administration Is Not Tourism Management
In general meaning, tourism administration and tourism management appear as synonymous.
Tourism administration as defined is a legal and regulatory framework for tourism. This is a
conceptual organization of the government that affirms proper tourism administration in a
specific area, region, or nation. Manpower planning in tourism administration is important.
There are several ways through which tourism administration asserts on tourism management.
World Tourism Organization (2019) has clarified the scope of tourism administration as:
First, the technical product category. This category includes different tourism products that are
offered to tourists.
Second, quality standards in tourism services mean the improvement of overall product and
service quality in the tourism industry (i.e. tourism-related restaurants, accommodation, tour
operators, tour guides, and other relevant tourism-focused service providers). This stage also
involves raising the demand levels nationally, regionally, and internationally; and offering
reliable and valuable information on quality standards both for the tourism and travel industry.
Third, the tourism administration is involved in the statistical development and strengthening
of a Tourism Satellite Account (TSA) to ensure statistics and quality standards.
Fourth, tourism administration is concerned with developing technical product categories. This
stage facilitates the understanding of the complete economic and social dimension of tourism
based on demand and supply.
Tourism Administrators and Tourism Administration
According to the World Tourism Organization (2019), tourism administrators are tourism
trainers, managers, sales officers, commercial managers, travel and tour managers, relationship
managers, business development representatives, and tour management executives at the same
time. Tourism administrators are accomplished to run establishments such as resorts, hotels,
and campgrounds. These administrators can also be placed in companies with specialties in
road, sea, and railway transportation as well as airlines.
European Commission (2019) suggests that tourism administration can also be allured by better
benefits and higher remuneration packages depending on the administration's qualities,
leadership, and relevance. Tourism administration in common needs to have a good number of
qualities that include:
• Mission commitment, where the excitement passes on from leadership to the grassroots
level. Fellow beneficiaries of the employees can then be mirrored by that feeling. In
times of crisis, a good tourism administration stays closer to fellow beneficiaries to
remind them of the purpose of their mission.
• Strategic vision is important. Tourism administrator needs to remain focused on the
strategic vision followed by the long-term mission of the concerned tourism industry.
This is very common that fellow beneficiaries and stakeholders can be narrowly
obsessed with their daily activities. However, the vision of a good tourism administrator
always stays for a longer period covering for years. This is essential to keep in mind
that the tourism industry existed even before the existence of the administrators as well
as will also remain in operation after the administrators leave. Thus, the strategic vision
of the administrators is a key tool for success.
• The conceptual skill of the business administrator is vital when the essential aspect of
the executive process stays as sensing the tourism industry comprehensively and of
course the entire situation relevant to this. The meaning remains clear and
straightforward at this stage tourism administrators need to be able to view any decision
or action that can affect any part of the tourism industry. Fellow beneficiaries can
merely observe the industry but the good tourism administrator can view it beyond any
limitation.
• Delegation works can create a fine line between tasks delegation to fellow beneficiaries
and responsibility shrinking that the fellow beneficiaries are well-prepared to take
responsibility. Good tourism administrators can navigate such differentiation by
pointing out and assigning due responsibilities. These administrators influence the
decision-making and implementation patterns. The delegation of tasks and
responsibilities in such regard affects fellow beneficiaries to flourish in their effective
roles to develop and promote tourism as well as prepare future leadership systems.
• Growing talent is the other important aspect of tourism administration. The promotion
of tourism administrators internally can save efforts and explore possibilities that lie
inside each tourism administrator. Tourism administrators need to be able to search for
good talents within the tourism organizations, nurture them, and place them in the most
suitable position to make a success. Tourism administrators need to remain cautious
about the talent exercise as their positioning is highly sensitive for tourism
administration success.
 • Hiring savvy renders usability. Tourism administrators in the public service keep the
intention to turn the tourism industry into a better rewarding industry. However, in many
cases, their skill, desires, and situations do not align in a straight position creating
abnormality. Tourism administrators in public places need to set the relevant tourism
organizations up for success from the very initial stage by patronizing and placing the
right talent in the right place at the right time. A good tourism administrator can take
measured risks knowing that their decisions can remain unimplemented if their fellow
beneficiaries remain unwilling to contribute.
• Balancing the emotions for tourism administrators is good. Tourism administrators
can experience harsh or extreme situations but these situations are overcome and
harnessed by good tourism administrators. Positive tourism administrators transform ill
emotions that appear in the form of anger, rage, or anxiety into happiness and peace as
the drivers of change. A good tourism administrator applies emotions as an element to
execute good decisions as beneficial for the tourism industry.
• Creativity is an effective tool for a good tourism administrator. In most cases, tourism
administrators have to work with a tight and uncomfortable budgetary allocation having
some troublesome, difficult, and almost impossible objectives to implement. These
comprehensively create a type of challenge to administer tourism to cope with the
challenges and to withdraw the restrictions for showcasing their creativity. Tourism
administrators can become able to solve issues with their creativity and unique thought
deliveries followed by innovative approaches and new contexts of solution.
• Digital Communication Experience sharing is the most recent phenomenon of a
tourism administrator. Tools of digital communication platforms such as video
streaming, and email with the support of social media have become the cornerstones of
present-day communication. Tourism administrators are commonly responsible for the
beneficiaries and stakeholders while enjoying freedom for determining and settling the
ground and timeframe of communication.
Tourism administrators generally are beholden to their fellow beneficiaries and stakeholders
who remain the subject of accountability due to their actions or deeds. As a result, a successful
tourism administrator presents and exhibits excellent skills in communicating on digital
electronic platforms, particularly through social media. Tourism administrators in the public
sector prefer to choose their profession mainly for their dedication and service desire to do
something good for the country.
Role of the Private Sector in the Tourism Industry
Private organizations can play a vital role in the development of the tourism industry. The role
that private organizations in the tourism industry is discussed below:
Providing Support Activities: Private organizations can provide supportive activities in the
tourism industry. For example, private organizations can provide marketing support, financial
services, guidance services to tourists, and travel insurance. This makes the foreign and native
tourists feel more comfortable to travel.
Economic Growth: The involvement of the private sector can ensure economic growth in the
tourism industry. As more and more people from both home and abroad travel private agencies
can earn money which will ensure employment and economic growth.
Developing Business Opportunity: The private sector can create business opportunities by
providing newer and innovative ideas. This will ensure more and more firms invest in the
tourism industry which will make the sector a big one.
Sponsor Events: Private organizations can organize special events with the help of the public
sector to ensure they provide an overall overview of the tourism sites of Bangladesh so that
foreigners can know more. This will attract foreigners who come to our country frequently.
Coordinate with Local Government: Private organizations can coordinate with the local
government to ensure the prosperity of the tourism industry. They can provide suggestions to
the government so that the government can take action for the establishment of the tourism
industry.
Provide Quality Service Through Manpower Development: Tourists from home and abroad
want service while visiting any place. The private sector through training and development of
human capital can ensure proper service to tourists.
Involve Local Communities: The private sector besides the government sector can also seek
help from local communities so that they can smoothly provide their service.
Ensuring the Safety of Tourists: Along with the public sector private sector can also provide
their safety by ensuring proper security that is available within their range.
Bangladesh Parjatan Corporation
According to Bangladesh Parjatan Corporation (BPC) (2019), this is a statutory board under
the Ministry of Civil Aviation and Tourism of Bangladesh, tasked to promote the tourism
industry of the country. It is the National Tourism Organization of the country. Bangladesh
Tourism Corporation is a unique institution for guest service. Bangabandhu Sheikh Mujibur
Rahman, the father of the greatest Bengali nation of all time, established the company in the
12th Constitution by ordering the No.3. The Republic of Bangladesh has launched an online
booking system in all the commercial hotels and motels under the Bangladesh Parjatan
Corporation for the construction of digital Bangladesh to implement the “Vision 2020”
announced by the Government of Bangladesh. The Board of Directors is made up of a chairman
and three directors. Chairman of the board, directors. The board member and the general
manager (administration ) perform the secretarial duties of the board. National Hotel and
Tourism Training Institute (NHTTI) under the control of Bangladesh Tourism Corporation,
Duty Free Hotels, motels, cottages, restaurants, picnic spots, rent-a-car and travel units,
including Operations (DFO), all over the country Providing tourist services. Bangladesh is also
trying to attain the vision of “Bangladesh Tourism 2020”, the program developed by BPC . As
a part of this vision, the NTO aims to utilise the potentials of tourism as a contributor to overall
development of the country (i.e. job creation, poverty reduction, accelerated GDP, overall
development and conservation of nature) (Sarkar and Begum 2013; Ishtiaque 2013).
Objectives of BPC
The goal of BPC is to make Bangladesh an attractive tourist destination. The objectives of BPC
are: first, to establish BPC as a better competent authority that will regulate and facilitate the
development of the tourism industry of Bangladesh. Second, to develop and protect
international quality tourism and other facilities. Third, to involve the government in the
construction of real infrastructure such as roads, railways, airports, and waterways for easy
access and encourage private enterprises. Fourth, to ensure the safety of tourists.
Fifth, to take the initiative to facilitate visas and immigration systems for tourists. Sixth, to
ensure effective community participation is to promote poverty-friendly tourism. Seventh, to
involve the women population in financial transparency and empowerment. Eighth, to
understand the nature and ethnographic eco-tourism. Ninth, to create new workplaces,
eliminate poverty, and enhance social wealth through tourism activities. Tenth, to increase the
marketing of tourism products at home and abroad. Eleventh, to develop human resources in
the tourism industry. Twelfth, to create strong public-private joint management in the tourism
industry. Thirteenth, to strengthen and maintain close ties with regional and international
competing organizations through tourism. Fourteenth and final, to ensure the privatization of
commercial units to encourage private investment in the tourism sector.
power and authority of BPC
The power and authority of BPC are manifold. First, to promote tourist undertakings. Second,
to control and regulate tourist installations and services. Third, to project the image of
Bangladesh abroad to attract tourists by publicizing the history and the culture of the country.
Fourth, to organize information facilities in or outside Bangladesh. Fifth, to encourage and
develop domestic tourism. Sixth, to conduct and research various aspects of tourism. Seventh,
to publish literature on tourism. Eighth, to make arrangements for instruction and training
persons engaged or likely to be engaged, in any activity connected with, or ancillary to tourism.
Ninth, to carry out any other functions as may be prescribed. Tenth and final, to implement the
rules and regulations for achieving vision, mission, and goal.
policy of BPC
The present policy of BPC is supported by the Government of Bangladesh. The principal
policy objectives and perceived benefits of tourism for Bangladesh are: first, to diversify the
attractive tourism products. Second, to capitalize on the investment already made in airports,
the national airlines, in transport and accommodation. Third, to develop a strong base of
domestic tourism. Fourth, to conserve and protect the environment. Fifth, to enhance the
international image of the country. Sixth, to reinforce and protect the culture of the country.
Seventh and final, to incorporate information on tourist attractions in textbooks and curriculum.
Responsibilities and roles of BPC are in conjunction with regional and local offices and other
relevant participants in tourism (i.e. accommodation units, transportation and other supporting
services BPC performs different activities).
Areas of responsibilities
The responsibilities of BPC mainly cover four wider areas. The “Management Functions and
Planning” responsibilities and roles include first, product-market research and agreement on
tourism products and target markets; second, agreeing on infrastructure and superstructure
needs and their provision; third, agreeing on personnel needs, training requirements, and
actions required of cooperating enterprises; fourth, agreeing advertising and other promotional
needs, resultant plans and timing and how the necessary funds will be raised; fifth, coordinating
the national promotional plan with the individual ones of the various participants (e.g. hotels,
transport companies, etc.); sixth and final, selecting the attractions, entertainments, etc. to be
offered at the resorts and helping to select appropriate organizations.
Barriers to Tourism Development
Tourism development has numerous barriers in terms of social, economic, political,
environmental, and cultural aspects. Bangladesh is no exception to this.
According to The Daily Star (2018) and Bangladesh Pratidin (2019), Kuakata tourism is at risk
of beach erosion which is harming the tourist attraction, and Water Development Board
designed a project to protect the beach, but the government did not approve the project due to
lack of feasibility in the plan. Though Japan is one of the developed countries with strong
planning of infrastructure and disaster management, disasters like Typhoons affected tourism
and damage.
Several tourism issues affecting sustainable tourism development in Thailand, include
degradation of environmental resources, land ownership legislation, insufficient infrastructure,
lack of local people’s understanding and knowledge about sustainable tourism development,
and lack of tourism planning. As per many works of literature, poor transportation is considered
an obstacle to tourism development. The transportation system of a tourist destination has an
impact on the tourism experience which elucidates how people travel and why they choose
different arrangements for the holiday, destination, and transport.
Lack of foreign exchange for tourism development, lack of skilled manpower, weak
institutional frameworks for tourism planning, and Bureaucratic politics are inhibitors to
tourism development.
In the Bangladesh context, political instability is another tension for tourism development. local
governments may especially be prone to corruption and malfeasance, much more than the
central government.
Furqan and Som (2010) observed that, in Indonesia, corruption and nepotism is a common
phenomena at the district levels, as well as the absence of decentralization in many developing
countries driving tourism in danger.
Hassan and Burns (2014) suggested that the capacities of the governmental tourism agencies
need to be strengthened at the local level, also nurturing the tourism places, issues of
sustainability, climate change, political instability, and security issues have to be offered proper
consideration.
Shil et al. (2012) alleged that without academic support and an education curriculum, the
development of tourism will remain ineffective. Moreover, the deficiency of a proper
management system, job uncertainty, lack of awareness, political instability, unplanned
infrastructure expansion, shortage of skilled employees in the tourism and hospitality sector,
and absence of entertainment and recreational facilities are the foremost hurdles of tourism
development in Bangladesh.