Within a New Zealand context, the Tourism Planners Toolkit was developed to assist local governments to plan for and manage tourism ( Tourism Recreation Research and Education Centre, 2004). This toolkit utilizes a model of strategic planning (shown in Figure 3) that is similar to the steps taken in the design school model. The first phase in this process is to undertake a comprehensive situational analysis. In the situational analysis, the acronym VICE, which stands for visitors, industry, community, and environment, is used to identify aspects to be considered. This is undertaken in order to identify key issues, constraints, impediments, dynamics, and performances in the current situation. Plans can then be developed to address these issues and move toward desired outcomes. Once plans are developed, the final stages of the process involve implementation, monitoring, and control. It is also important to note that planning is not seen as a static process. The current situation and performance of current strategies should be continuously monitored, and new strategies developed and implemented as required (Tourism Recreation Research and Education Centre, 2004).
The model of strategic planning used within the Tourism Planners Toolkit was selected as a basis for developing a framework for this current project for two reasons. First, the framework is an outcome of a seven-year Foundation for Research, Science and Technology (FoRST) funded research project undertaken by Lincoln University, Local Government New Zealand, and the Ministry of Tourism (Zahra, 2006). As a result, it is seen within New Zealand as a functional approach to strategic planning. Second, the framework is generic in nature; it was designed to be flexible enough for application in local areas throughout New Zealand. It is, therefore, easily adaptable to the specific circumstances of the MICE sector within the Auckland region.