The Western Macedonia Regional Operational Plan 2021-2027 (WM ROP 2021-2027) is the strategic planning document of the RWM which sets its vision for development for the for period 2021-2027 which focuses on “creating sustainable jobs through: a) the economic transformation of the regional economy in terms of improving competitiveness and extroversion, b) supporting clean energy and green sustainable development and the integrated development of urban and rural areas, and c) creating high-level social cohesion".

To achieve this vision, the Region set five (5) Priority Axis (PAs) in relation to the EU Cohesion Policy: 1. Smart and Competitive Region; 2. Green and Resilient Region; 3. Connected Region; 4. Social Region and Region closer to its citizens.

The project addresses the following Specific Objectives of the ROP 2021-2027:
PA1 RSO1.3 Support of SMEs sustainable development and competitiveness and job creation;
PA4 RSO4.6 Strengthen the role of culture and sustainable tourism towards economic development, social inclusion and social innovation, including development of responsible and sustainable tourism destinations and expansion of the tourist season to all-year round;
PA5 RSO5.2 Enhancing integrated and inclusive social, economic, and environmental local development, culture, natural heritage, sustainable tourism, and security in non-urban areas, including actions for the protection, development and promotion of cultural and natural heritage/ecotourism.

Priority axes:
1 Valorisation of cultural and natural patrimony (wine, vineyard landscapes, Oenorandos® and gastronomy included)
2 Support local initiatives (local winemakers, restaurants, farmers) by promoting eco-responsible tourism
3 Improving tourist infrastructure following sustainable development.

Wine and gastronomic tourism are priorities, emphasising the region's rich culinary and viticultural heritage as a key asset for tourism development. Example of Plan’s initiative underway: Œnorando and Œnovélo Projects: Integrating wine tourism with hiking and biking routes to encourage sustainable exploration of vineyards.

Objectives:
Promoting Sustainable Tourism
Diversifying Tourism Offerings
Enhancing Visitor Experiences
Supporting Local Economies
Improving Infrastructure and Mobility
Protecting and Valuing Heritage
Monitoring and Evaluating Tourism Impacts.

Each year the Departmental Assembly votes on its budget which is funded by public taxes and state grants.

Measures:
Enotourisme, Vineyard tours, wine and food pairings, wine festivals
Cultural Tourism: Enhancing historical sites and cultural events year-round
Eco-Tourism Activities: Hiking, birdwatching, cycling, and exploring inland
Promotion of Local Products: Strengthen links between tourism and agriculture, showcasing Hérault’s wines, olive oil, seafood and other local products
Tourism-Producer Partnerships: Encourage restaurants and hotels to work directly with local producers to create authentic offerings.

Sibiu Tourism Plan aims to guide a sustainable, innovative, resilient, and growing tourism industry for Sibiu Destination. This plan is a dynamic document, regularly revised to address new challenges and opportunities. It further develops and implements activities aligned with the development objectives of our member public authorities. The plan includes an updated map of the tourism ecosystem and support programs, such as Ecotourism Development and SMEs Sustainable Transformation. A continuously upgraded monitoring system captures various tourism developments and areas for improvement.

Considering the diversity of agricultural products and landscapes, the culinary heritage of multicultural communities, and the interest of tourism SMEs and local administrations, gastronomy tourism could become a leading contributor to a vibrant and sustainable visitor economy, enhancing the notoriety of Sibiu Destination.

Despite its growing importance, this topic is not approached systematically in the Tourism Action Plan but is addressed under different objectives:

- Increase the sustainability, digitalization, and resilience of tourism SMEs and local destinations.
- Enhance the attractiveness and competitiveness of the destination by creatively valorizing local assets.
- Build the capacity of the hospitality industry to compete more successfully internationally.

As part of the repositioning strategy of Cyprus, Pafos had decided to prepare their own vision for tourism development and to create a separate product (regional brand) utilizing and investing in the available merits. This resulted in the 'Pafos Regional Strategic Tourism Development Plan'.

Cultural Tourism ranks as first priority category, considered one of the fast growing segments of the global tourism industry, with huge benefits. Cultural Tourism is associated with current expectations of travellers on learning a different way of life and understanding of another culture, is among the special forms of tourism which are designed to target specific segments and is considered a product with high growth prospects.

There is great need of updating and upgrading this policy instrument, in the light of the rapidly changing tourism demand and developments in the cultural status of Pafos. The Strategic Plan must have a new target year of 2025 and beyond.

Relevant and competent bodies in Pafos region (wineries, agri-food producers, catering establishments, hotels) have been interested in wine and gastronomy tourism development, based on eno-culinary heritage preservation, but this is not fully reflected yet in the policy instrument. The Tourism Development Plan should be improved to incorporate eno-gastronomy tourism products, in association with key stakeholders SMEs, members of Pafos Chamber of Commerce and Industry (project partner), under its management and coordination.

The Provincial Tourist Board of Granada is an autonomous body of the Granada Provincial Council devoted to the national and international promotion of the tourist offer of the province of Granada.

It periodically designs an Action Plan (http://profesionales.turgranada.es/tipo_profesional/plandeaccion/), a document where strategies and objectives of the Tourist Board are updated.

A part of the action plan responds to the guidelines of the regional Ministry of Tourism of Andalusia, adapted to singularities of the province of Granada. Besides, the Board has its own programme of activities, that includes promotional actions in Spain and abroad; agreements with tour operators, travel agencies and airlines; familiarization trips; communication and publicity actions; new technologies and social marketing; and planning and development actions, where several actions of collaboration with municipalities are included.

Its communication actions include one about “Promotion and dissemination of the Granada gastronomy and its distinguished quality products”.

The tourist board has an international school of rural and nature tourism (ww.escuelaturismorural.com) whose training offer includes “Gastronomy, oenology and tasting of quality products of Granada”.

The growth potential of wine and gastronomy tourism is still very high in the province of Granada, given their quality and diversity, as well as their connection with other cultural and heritage resources.

The policy instrument establishes the CIM do Ave territory’s strategical options until 2027.

The Strategy was based on five strategic objectives for development (OED):

OED 1 Promote Inovation and Competiveness.
OED 2 Value regional assets in the local development.
OED 3 Create a community centred in people and organizations, enhancing identitarian, cultural, creative and inclusive pillars, thus being more stimulating for people and organizations.
OED 4 Assure an economical, energetic and environmental transition toward the consolidation of a territory of cohesion and a sustainable society.
OED 5 Promote intermunicipal governance and consolidate the territory as a space for common policies.

The document also emphasises the need for a better relation between Eno-gastronomy and tourism markets, but does not have an assumed direction to improve this relation being though the leverage of knowledge through the use of big data analysis, or the identification and the tackling of direct quality issues in the relations between Eno-gastronomy and tourism.

The project directly tackles OED2 and OED 3.

The Tourism Development Strategy of Baranya County (Strategy) was created in 2022 in order to facilitate the growth and sustainability of tourism within our area. It is aiming to maximize the economic, social, and environmental benefits of tourism while minimizing its potential negative impacts. Increase tourism sector's contribution to the regional economy will be achieved through the design of destination packages that offer quality and constantly renewing range of experiences in a diversified national and international tourism market, supporting environmentally and culturally sustainable tourism infrastructure development.

Identified the major tourism subsectors in this area: eco-, health, cultural and MICE, gastro- and active tourism.

Main objectives are:
-Enhancing Competitiveness by integrating development programs to increase the quality and appeal of tourism offerings.
-Boost global recognition of Baranya as destination.
-Encourage environmentally friendly practices in tourism operations on order to tourism become a driving sector for sustainable regional economic development
-Education and Capacity building for tourism operators, improve language skills and customer service to cater to international tourism market.

Objective: Tourism plays a key role in Bremerhaven, enhancing quality of life and creating vibrant residential, economic, and living spaces. The instrument focuses on solidifying the city’s maritime identity and tourism growth.

Characteristics:
Maritime Profile: Develop fish and harbor experiences, and advanced visitor guidance systems.
Digital Strategy: Integrate tools like VR/AR, digital guides, and open data to enhance visitor experiences.
Culinary Tourism: Promote the maritime food industry and strengthen the culinary brand focused on fish.

Priorities:
Staging Maritime Experiences: Revitalize waterfronts to create immersive attractions.
MICE Development: Expand unique event spaces tied to maritime heritage.
Tourist Mobility: Improve accessibility and develop demand-driven transport solutions connecting tourist hubs.

Measures:
Develop maritime event locations and gastronomy offerings.
Upgrade fish experience zones and establish an edutainment facility showcasing the local food industry.
Implement a comprehensive tourist mobility concept.
Enhance stakeholder collaboration and destination management.

Shortcomings:
Lack of Food & Beverages diversity, focusing mainly on fish while overlooking regional traditions of wine and breweries. International collaborations and promotion of local producers are underutilized. Sustainability efforts require clearer measures. Addressing these gaps could strengthen Bremerhaven’s appeal as a well-rounded, innovative destination.