Sustainable Tourism Law

GOVERNANCE FOR A SUSTAINABLE DEVELOPMENT IN TOURISM 739 entities, economic agents and organized civil society. It shows, with the necessary accuracy and scope, the elements required by society and government expectations regarding the mutual responsibility in decision making, in strategy formulation, in the determination of execution priorities, in appraisal, which will then endorse the objectives to be reached in the perspective of inclusion and development. Sometimes, planning policies are a consequence of the necessity of cooperation and collaboration in touristic planning. These policies are the ones which assure us of the idea of sustainable touristic development. Power relations are important in political and planning networks, as the public institutions are the ones which usually define priorities and actions. However, an increasing number of other actors take part in processes of regulation, planning and implementation of plans and projects. These networks play a major role in community participation in order to decisively contribute to the sustainability of this territory. Networks are fundamental for the survival of the Tourism Sector and the destinations in a world that is becoming increasingly globalized. In this sense, unless they develop collaborative networks with other companies in a shared association, micro and small companies will have difficulty in adapting themselves to the great volatility which characterizes and regulates the global market. We can’t always build skilful and consistent integrated processes for planning and development that avoid conflicts among public, private and tertiary sectors, as local touristic historical heritage is seriously threatened or already in total decadence in some destinations, or even in a phase of extinction, through the break-up and dissociation of sectors which should act in integrated interactive ways and according to a permanent sharing spirit and partnership. This decadence process begins when we notice the permanent absence of in depth evaluations, even in public policies for destination marketing; carrying capacity, resilience, a new planning of the territory considering what is indispensable in these extreme cases, reinforcement and interinstitutional dialogue; reorganization of the public agents and the scattered social actors. In fact, an effective collaboration in the preparation of new strategies and in their implementation generates complementarities and synergies, offering more guarantees for the correct execution of these guiding main points and new structuring directives for destination recovery and restoration, and consequently resuming local sustainable development. The company´s support of tourism-related activities for profit purposes, especially the ones with expansive social objectives, show social and corporate