Evaluating tourism management programmes: advancing a paradigm shift for achieving highly effective tourism destination management programmes and strategy performance audits.

TL;DRAbstract

This chapter focuses on the tourism management programme evaluation practices by government auditing agencies. The national governments of several countries have audit agencies that conduct both financial and performance audits of other government departments charged with providing services and causing desired programme performance outcomes; all 50 state governments in the USA have audit agencies that do both categories of audits (i.e. financial and performance audits). Woodside and Sakai's (2003) in-depth reviews of eight tourism management programme evaluation audits by seven government agencies offer two key disappointing conclusions. First, the majority of these audits result in highly negative performance assessments. Second, although these audits are more useful than none at all, most of these audit reports are inadequate shallow assessments - these audits are too limited in the issues examined; not grounded well in relevant evaluation theory and research practice; and fail to in

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