Though regional and national DMOs have typically undertaken promotional marketing activities, their remit is becoming far broader, to become a strategic leader in destination development and sustainable visitor experiences. This is a vital ingredient that requires integration private and public sector organisations to support with business skills, education and training, events and planning departments, transport and public health to provide the necessary infrastructure and support for a successful destination

Destination management therefore includes strategic planning and implementation, coordination and management of activities within an adequate governance structure with the integration of all tourism stakeholders under a common goal.

The organic organizational structure is quite common in small and micro entities and companies of the visitor attraction sector. They usually have very few levels of management between the general director or president of the company/organization and the operational employees. Often the division of functions is organized in an organic, flexible and dynamic manner, and employees cover different functions across the organization. These structures allow for rapid decision making

Here, two levels of seniority are defined, as employees may work under supervision at the operational level or may have the capacity of taking decisions at the management level. In micro and small enterprises, it is not always mandatory to have both levels covered on each department, as there might not be as many employees to cover all positions. In fact, the same employee may develop different roles on different functional areas along his/her working time.

The Functional Organization Structure is common in larger visitor attractions. It is used when the entities require high level of specialization. They organize their working force into departments, grouping workers by skills, knowledge, and expertise. This typology of organization is suitable when the depth of knowledge is more important than the breath of information.

There are four levels of seniority defined including operator, supervisor, senior management and executive. The executive in charge should define each employee position in case that not all levels could be covered.

The organic organizational structure is quite common in small and micro entities and companies of the visitor attraction sector. They usually have very few levels of management between the general director or president of the company/organization and the operational employees. Often the division of functions is organized in an organic, flexible and dynamic manner, and employees cover different functions across the organization. These structures allow for rapid decision making.

Here, two levels of seniority are defined, as employees may work under supervision at the operational level or may have the capacity of taking decisions at the management level. In micro and small enterprises, it is not always mandatory to have both levels covered on each department, as there might not be as many employees to cover all positions. In fact, the same employee may develop different roles on different functional areas along his/her working time.

The Functional Organization Structure is common in larger entities and enterprises. It is used when the entities require high level of specialization. They organize their working force into departments, grouping workers by skills, knowledge, and expertise. This typology of organization is suitable when the depth of knowledge is more important than the breath of information.

There are four levels of seniority defined including operator, supervisor, senior management and executive. The executive in charge should define each employee position in case that not all levels could be covered.

The organic organizational structure is quite common in small and micro entities and companies of the visitor attraction sector. They usually have very few levels of management between the general director or president of the company/organization and the operational employees. Often the division of functions is organized in an organic, flexible and dynamic manner, and employees cover different functions across the organization. These structures allow for rapid decision making.

Here, two levels of seniority are defined, as employees may work under supervision at the operational level or may have the capacity of taking decisions at the management level. In micro and small enterprises, it is not always mandatory to have both levels covered on each department, as there might not be as many employees to cover all positions. In fact, the same employee may develop different roles on different functional areas along his/her working time.

The Functional Organization Structure is common in larger entities and enterprises. It is used when the entities require high level of specialization. They organize their working force into departments, grouping workers by skills, knowledge, and expertise. This typology of organization is suitable when the depth of knowledge is more important than the breath of information.

There are four levels of seniority defined including operator, supervisor, senior management and executive. The executive in charge should define each employee position in case that not all levels could be covered.

Some of the objectives and tasks of the General Management area include: to be responsible of the business / Entity, to define and revise the strategy, goals and plans of the business / entity, to know and develop loyalty relationship with clients and stakeholders, to create and motivate a team of employees and to achieve the goals planned in the strategy in the short and long term.

Some of the objectives and tasks of the Administrative Services area include: to manage all licenses and legal authorisations for the business activity, to do the payment of invoices to suppliers, to control bank accounts, to manage bank credit, to do the accounting management, to negotiate with financial institutions and to implement and control quality systems.

Some of the objectives and tasks of the Human Resources Management area include: to facilitate the relationship between workers and owners, to do the salary revisions, to held relationship with social prevention systems, to perform the analysis of the company's expansion plans.

Some of the objectives and tasks of the Maintenance and Engineering area include: to perform maintenance activities in hotel public areas like plunging toilets, unclogging drains, repairing all types of hardware, plumbing and electrical equipment and cosmetic items. Also includes to monitor fire Alarm / Life Safety System systems as necessary, to be fully informed of the system operation and to handle emergencies involving the systems and make proper administration as per regulations, to maintain maintenance inventory and requisition parts and supplies as needed. Other tasks that this area also includes are to ensure and maintain water heating control, to respond and attend to guest repairments requests and to understand and operate advanced electrical, plumbing, refrigeration, and boiler systems.

Some of the objectives and tasks of the Health, Safety and Security area include: to ensure security of guest room access and hotel property, to monitor fire Alarm / Life Safety System systems as necessary, to be fully informed of the system operation and to handle emergencies involving the systems and make proper administration as per regulations, to ensure that all emergency procedures are rehearsed, implemented and enforced to provide for the security and safety of guests and employees. Indeed this area includes to ensure the safety of the persons and the property of all within the premises by fairly applying Hotel Regulations by strict adherence to existing laws, statutes etc.

Some of the objectives and tasks of the Communication and Marketing area include: to identify new markets and business opportunities, to represent the hotel in events and exhibitions, to build and strength relationships with existing and new customers to enable future bookings. These activities include : entertainment, FAM trips, trade shows, etc. Indeed this area to work closely with Revenue Manager to ensure that proposed rate negotiations meet the financial needs of the hotel, to perform the website positioning and to perform the online comment review.

Some of the objectives and tasks of the Technology Development area include: to understand business processes and its interactuation with technology, to know the latest technology developments regarding the business, to create / adapt technology tools to solve business processes, to maintenance technology tools and to support the employees in their technology problems.

Working in customer care involves engagement with customers to understand their travel and holiday needs and using that information to tailor products to meet those needs. This may mean providing a choice of options and explaining those options. Selling products and services is a fundamental part of the role. This involves collecting and managing payments, managing booking systems, dealing with queries and complaints, monitoring and managing customer feedback including online feedback and, above all, ensuring customer satisfaction.

Customer care also involves engagement with other staff and with suppliers. Communication with colleagues and management usually occurs through regular team briefings. Additionally, customer care providers participate in meetings, training and familiarization trips to ensure that they keep abreast of new products and services on the market.

NTG social skills are extremely important in customer care as they will allow individuals working in this area to meet customer needs and ensure customer satisfaction. Good NTG digital skills are useful in various aspects of the job including dealing with online feedback and managing booking systems. NTG green skills allow individuals to provide customers with advice and guidance on environmentally sound travel products and experiences.

A key element of the work of travel agents and tour operators is having a thorough knowledge of suppliers in the market. Thus one of the areas of work is engagement with partners and suppliers. This involves communicating and negotiating with a range of vendors and in the process, dealing with issues and resolving conflict. Someone working in this area has to make decisions about what vendors to use and which of their products to use. They may also create contracts to formalize these arrangements and therefore excellent negotiation skills and customer relationship management skills are key requirements of the role.

Because it is important to stay informed about products and services, participation in meetings, training programmes and familiarization trips are regular activities. Additionally, managing inventory through all distribution channels is part of the job. The ability to upsell and cross sell are important skills and these skills are enhanced through continuous product knowledge development.

Partner and supplier engagement is about dealing effectively with people, usually on a one to one basis. Therefore good NTG social skills are key in terms of relationship management, effective communication and the awareness of cultural/geographic market differences. Additionally digital skills are important for various aspects of this area of work through the utilization of various booking systems, communication systems and inventory management tools. Green skills come to the fore when making decisions about product inclusion and product development

An important area of work for tour operators and travel agents is building and developing new customer experiences, bespoke offerings and marketable holiday/tour packages. This involves compiling travel elements into packages, coordinating prices, inventories and demand, and updating the price rate on an annual basis. It is important to develop and update pricing and inventory management strategies. The aim is to successfully produce the most efficient business mix while maximizing average rate in order to generate revenue for the company.

There are a few tasks involved in this process including maintaining permanent communication and coordination with all suppliers, managing inventory and booking channels and devising sales strategies in collaboration and communication with management and relevant teams/departments i.e. sales and marketing. Staff have to learn to understand and forecast rate strategies based on current market trends/analyses. Keeping other staff in the loop is also important and therefore someone working in this area may lead regular revenue meetings with measurable outputs. Social skills are important in that regard.

NTG digital skills and analytical skills are useful in this area as much of the work occurs through a digital medium. Green skills also play a role, especially in developing packages using sustainable tourism principles.

Front Desk/ Reception is the are where customers first arrive in the hotel, where they can check in at the front desk. Employees working in the front desk will also help customers with problems and complaints.

The front office in the hotel industry, also called the reception area, which the receptionist is the one who get in touch with the customers, most importantly, confirm their reservation and answering their questions. The receptionist in the front office will pick up phone calls from customers too, welcome customers and also help customers checking out at last.

The employees who work in the lobby of the hotel are also part of the front office as they get in touch with customers directly. They will show customers the way and carry the luggage for them. There are different parts in the front office of a hotel, which included reception, providing services when customers asked, mailing information, concierge and employees who manage with money. All these tasks are related and the quality of their performance depends on one or more of the digital, green and social NTG skills. The NTG skills allow to identify the most demanded skills in the Front desk/Reception area and how to improve them to better perform the workers' tasks.

For example the NTG digital skills will improve the speed of check-in at reception, booking management or mail. The NTG social skills will improve the quality and the treatment with the client both in person and by telephone. The NTG green skills will provide guests with advice and guidance to support environmental practices during their stay.

Housekeeping is playing an increasingly important role in the day-to-day running of any hotel, and this concept of 'housekeeping' has become a central theme in hotel activities in general, which increasingly advocate a quality customer experience and exceptional care for all areas involved in the services offered.

Good housekeeping is essential for general care, cleanliness, orderliness, and maintenance of the business and property. It is an important consideration in underwriting fire hazards and other forms of insurance, as well as in certification by fire, health, and industrial safety agencies. The NTG skills are divided into three skill sets groups, digital, green, and social, to support the necessary tasks and continuously seek and make improvements to the overall housekeeping functions.

All these tasks are related and the quality of their performance depends on one or more of the digital, green and social NTG skills. The NTG skills allow to identify the most demanded skills in the Housekeeping area and how to improve them to better perform the workers' tasks.

For example the NTG digital skills will improve the using digital platforms effectively to complete supply orders, maintain supplies and update supply records. The NTG social skills will improve communication to inform the Hotel Operations Manager or acting supervisor of the need for additional supplies when required and provide updates of inventory counts. The NTG green skills will improve the implement environmental practices in the housekeeping, for example, reduce waste, electricity, water use, plastic use in rooms, provide recycling systems for guests.

A sales department is the direct link between a company’s product or service and its customers. The NTG skills are divided into three skill sets, digital, green, and social, and have great importance to develop the necessary tasks within the Sales area. For example:

NTG Digital skills will provide an appropriate use of digital platforms to identify new markets, business opportunities and increase digital sales at the negotiated room rate.

NTG Social skills will provide a better support of clients in their reservation process, build and strengthen relationships with existing and new customers to enable bookings to support the implementation of the marketing plan, including promoting the accommodation product via sales calls, discounts, FAM (familiarization) trips, trade shows

NTG Green skills will provide a better promoting of environmental accommodation practices and encourage the use of public transport and environment friendly guest activities.

Selling the right room, to the right client, at the right moment, for the right price, through the right distribution channel, with the best cost efficiency. The functions of Revenue Management and Sales department are often interrelated in a micro company or SME (Small Medium Enterprise), with the same person or department assuming the same functions or entrusted directly to the management of the hotel Micro company. The NTG skills are divided into 3 skill sets, digital, green, and social, and have great importance to develop the necessary tasks within the Revenue Management, for example:

NTG Digital skills will provide an optimal managing inventory through proper management of computer reservation system (CRS), Internet point of sales, a better use of property management system (PMS) and all other distribution channels. These skills will provide an optimal utilization of the rate comparison reports to identify and react to pricing opportunities within the hotels competitive sets.

NTG Green skills will provide a better assessment on how revenue management strategies can support environmental impact reduction strategies to produce the most efficient business mix whilst maximizing average rate and supporting environmental practices.

NTG Social skills: in collaboration with the Director of Sales, be responsible for challenging and devising revenue management/sales strategies; facilitate and lead daily revenue, weekly yield and monthly revenue meetings with measurable outputs.

Wellness is an active process of becoming aware of and making choices toward a healthy and fulfilling life and often comprises activities such as health education, medical screenings, weight management programs, on-site fitness programs, operating and managing spa facilities. The NTG skills are divided into three skill sets, digital, green, and social, and have great importance to develop the necessary tasks within the Wellness area.

For example digital skills will perform tasks such as search for the best wellness equipment providers and manage services agenda.

Regarding tasks such as provide a friendly and welcoming customer-oriented service customers reception, achieve clients assessment and guidance, provide specialist services, create the treatment charter and action protocols, therefore interacting directly with clients to solve problems and ensure satisfaction with the services and staff of the spa, social skills will play a key role.

In addition, tasks such as take care of heating and water control, using cleaning materials efficiently or clean each space regularly will demand a certain level of green skills within the wellness area.

Events are a huge part of the hospitality industry, and are continuing to grow. Whether it be focused on music, sport, learning or luxury, events around the world are generating billions of revenue and changing the way businesses, hospitality organizations and resorts operate. The NTG skills divided into 3 big groups, digital, green, and social, have great importance to develop the necessary tasks within the Events area nowadays and in the long term:

Digital: in relation to digital skills, the Events sector includes performing tasks such as define the possible needs of the audience for the event , define a communication and marketing plan for the event, carry out the event's program or evaluate the results obtained at the event and make a proposal for improvements for future events. Digital skills are related with these task and will improve

Social: in relation to social skills, the Events sector includes define the corporate needs for the event, define the work team to be involved in the event help customers on orientation, budget proposal, closing of sales. Social skills will improve the performance of these tasks and the overall results.

Green: in relation to green skills, the Events sector includes operate and management of environmental standards at events, estimate of resources needed, supervise the assembly of technical equipment and materials to be used at the event, or manage the material for reuse possible future events. Green skills will optimize the performance of these tasks.

Destination based tourism products are constantly changing and adapting to new visitor trends and demands. The DMO may help with product development from inception to delivery and support promotion and marketing of destination brands and key niche tourism experiences. Innovation and quality visitor experiences and new tourism products and services need to be integrated with the overall image of the destination locality or region. For this purpose, quality criteria can be developed to support marketing and advertising of the destination brand working with other relevant departments.

Destination based project managers advise and represent the client and are responsible for the day-to-day management of projects. Responsibilities can include commissioning/managing the design team, procurement, planning authorities, budget, contractors, utilities, insurances, change, the lifecycle of the project and document management, tracking and reporting time, cost, quality and risk.

Digital skills facilitate the ability to find and use appropriate tools suitable for product development and project management tasks, e.g. creating digital routes, managing digital project management systems. Green skills help to support environmental management at the destination as well as encourage service providers towards environmental protection via environment friendly tourism products and services, energy reduction, water and waste management. Social skills, such as the ability to communicate effectively and work in a team, listening and empathy, are important in order to work successfully with individual departments.

Destinations involve multi-stakeholder cross-sector networks and partnerships. Effective participative network and stakeholder engagement and management is a key success factor. Partnership and network managers have the task of creating a relevant cross-industry network structure and collaborative culture for the interaction of the network actors as well as for the strengthening of regional economic cycles with a dependency on tourism. For this purpose, it is important to define conceptual and operational interfaces for projects and activities which rely on consistent approaches and connections to the regional or local destination brand, to develop tangible benefits for stakeholders and an integrated network marketing concept. Digital skills support the coordination of networking and internal communication. Green skills help to influence network partners for a sustainable environmental orientation of the tourism offer. Social skills including collaborative team working and ability to manage conflict are vital for successful partnerships and networking.

Destination based tourism products are constantly changing and adapting to new visitor trends and demands. The DMO may help with product development from inception to delivery and support promotion and marketing of destination brands and key niche tourism experiences. Innovation and quality visitor experiences and new tourism products and services need to be integrated with the overall image of the destination locality or region. For this purpose, quality criteria can be developed to support marketing and advertising of the destination brand working with other relevant departments.

Destination based project managers advise and represent the client and are responsible for the day-to-day management of projects. Responsibilities can include commissioning/managing the design team, procurement, planning authorities, budget, contractors, utilities, insurances, change, the lifecycle of the project and document management, tracking and reporting time, cost, quality and risk.

Digital skills facilitate the ability to find and use appropriate tools suitable for product development and project management tasks, e.g. creating digital routes, managing digital project management systems. Green skills help to support environmental management at the destination as well as encourage service providers towards environmental protection via environment friendly tourism products and services, energy reduction, water and waste management. Social skills, such as the ability to communicate effectively and work in a team, listening and empathy, are important in order to work successfully with individual departments.

Destinations involve multi-stakeholder cross-sector networks and partnerships. Effective participative network and stakeholder engagement and management is a key success factor. Partnership and network managers have the task of creating a relevant cross-industry network structure and collaborative culture for the interaction of the network actors as well as for the strengthening of regional economic cycles with a dependency on tourism. For this purpose, it is important to define conceptual and operational interfaces for projects and activities which rely on consistent approaches and connections to the regional or local destination brand, to develop tangible benefits for stakeholders and an integrated network marketing concept. Digital skills support the coordination of networking and internal communication. Green skills help to influence network partners for a sustainable environmental orientation of the tourism offer. Social skills including collaborative team working and ability to manage conflict are vital for successful partnerships and networking.

The organization of visitor experiences via digital booking systems and electronic ticketing play an increasingly important role in tourism, for example, introducing a system that offers the appropriate interfaces to the tourism service providers while being easy and intuitive to use for visitors and supportive of data analysis. DMOs may support digital training of micro and small service providers of a corresponding system to use it competently and to communicate. Green marketing skills support the distribution of environmentally friendly alternative products and services. Social skills are important to understand the concerns of tourism service providers in relation to such systems and to influence digital adoption as partners.

Working across government departments and with a wide range of stakeholders, the market presence of a tourist destination is based on comprehensive destination management planning and development of tourism related infrastructure and visitor and resident use of tourism services and products. A Destination Management Plan (DMP) is a business plan for building and managing the visitor economy of a destination. This document captures and presents the information, learnings and actions identified through Destination Management processes; shares information with stakeholders as a guide to manage and invest in the Destination; comprehensive identification of and evaluation of the destination’s assets, the destination’s visitor economy; substantive evidence to support recommended strategies, priorities and activities; realistic appreciation of financial and physical resources to support tourism development projects and the capacity required to deliver the objectives/tasks prioritised.

Digital skills support the development of report database solutions, data analytics and digital project management systems. Green skills support sustainable tourism development in the destination. Social skills support the co-ordination and engagement with tourism stakeholders.

Continuous training is important in order to be able to react to changes in the tourism market. Therefore, successful destination management requires planning of training not only for DMO employees but also for the tourism stakeholders in the region. The continuous assessment of training needs is an important task in this context, as well as the operational implementation of the training programme, the acquisition of funding and the development of incentives for participation

Digital competences help, for example, in the development of online training formats. Green skills support the development of information and training offers on sustainable tourism development and sustainable business management. Social skills play an important role to motivate people to participate in the educational offers.

F&B guest areas include dining restaurant, bistro, brasserie, breakfast room, coffee shop, pastry shop, confectionery, lobby bar, pool bar, function rooms, ballroom, banquet room, room service, off-site catering.

The service areas need to remain clean, hygienic, organized and ready to be used by guests and provide all guests with a friendly and efficient customer service whist following the organizations standards of operations. In collaboration with the Chef staff should have a good knowledge of the food and local procurement, details of menu creation and equipment necessary for the menu delivery

To collect customer payments, ensuring all procedures & GDPR regulations are followed to protect customer information including identity and credit card information. Digitalization provides many time-saving customer driven solutions and promotions to support the customer experience, including online reservations, the use of social media, having conversations with ChatBots about one’s orders, reviews and supporting “Instagram-able” dishes, application of touch screens, collection of consumer data and feedback for product and service development, use of tablets, digital payments and digital aftercare.

Excellent service that puts the customer first requires assertive communication skills, the ability to read and understand body language, listening skills and providing service with a smile. Knowledge of food allergies, food provenance, healthy eating options is becoming increasingly essential to support customer service.

The kitchen represents a unique opportunity to practice sustainability in the management of all stages of food production and consumption, food waste, environmental systems management and execution of excellent hygienic food safety standards to create and prepare delicious dishes. This requires a systematic approach to maintaining records of food waste in order to inform portion sizes, menu engineering and waste reduction approaches. All food service, kitchen cooking equipment, food preparation areas should be regularly cleaned, maintained and organized during and after preparation and service, in line with hygiene and food safety standards to prevent cross contamination. Other sustainable practices such as supporting local procurement of food to support food provenance strategies.

Effective digital procedures can support the monitoring of energy and water saving practices and use of recyclable packaging and materials. This is vital to ensure an increased level of sustainable practice in the ktichen and engineer the menu in line with the company ethos, customer needs and price points, providing value for customers and company alike. Excellent social skills are need to enforce team spirit and support customer interaction with kitchen staff.

Sustainable supply chain management refers to the maintenance, monitoring and review of the supply chain integrating environmentally and financially viable practices into the complete supply chain lifecycle, from sustainability criteria of agricultural production, manufacturing, packaging, transportation. Effective interaction and communication with suppliers also aids the management of deliveries to ensure correct prices, quantity, quality and freshness of products. The supply chain system should support environmental sustainability and local procurement where possible as well as implement standardization, control of drinks, food recipes and portion sizes to achieve cost effectiveness of the menu and reduce food waste.

Digital skills are required to liaise with accounting departments and implement accounting standards to ensure timely and accurate payment schedule for all the suppliers and understand and maintain necessary par stock, stock control principles, and implement first in first out rules of stock management. Digital skills support ordering, invoicing, exact tracking of stock control and due dates of stored products linked to menu planning.

Human Resource management refers to the process of finding, recruiting, hiring, training and retaining the talent of employees. Professional skills development, providing progression opportunities and benefits is key to employee development. Social skills for team management, internal and external collaboration and motivation for change within the organization are also becoming increasingly important.

Accounting and finance management records and evaluates all business and financial transactions. Skills to evaluate how costs to the business can be reduced via effective sustainable management of resources such as water, waste and electricity as well as opportunities to utilize environmentally friendly materials.

Marketing and promotion management helps to create market awareness of environmental and social consumer trends and create demand and sales for the food and beverage service and related sustainability efforts of the company. Innovation in service and food production development design is essential to seek new markets and retain customers. Digital skills to utilize property management systems to support reservations, orders, delivery, billing and payments are increasingly essential whilst customer relationship management, business intelligence systems, data analytics and data protection, cloud,digital marketing, management of websites and social media require a range of digital skills at different levels of responsibility within the business. Such dependency on online systems of managing a business require firm cyber security knowledge to protect business and customer data.

Visitor services represent those provided by front-line staff, an essential role in visitor satisfaction representing the face of the attraction venue. From cashiers, admission clerks, information officers, or cloakroom staff, they take care of customers from the very first contact with the site to their departure, informing, controlling, and facilitating the visitor experience. They also supervise the correct behaviour and mobility of visitors inside the venue, ensuring safety for the public as well as collections or sites. They may take care of complementary services such as rentals (from audio guides to mobility chairs and vehicles) and, in some cases, are also responsible for catering and commercial services. Their personal involvement and communication with the public require essential social and cultural skills.

Green Skills provide guests with advice and guidance to support environmental practices during their visit. NTG Green Skills are of critical importance at Natural Attractions, where conservation and care for the natural environment are at the core of their business.

Digital skills allow the employees to use appropriate business software and technologies, including self-service technologies to provide seamless services to visitors.

Social Skills are crucial for visitor services. As front-line staff, they represent the venue. They must communicate with a large variety of publics, properly catering for their needs, including age-related and disability skills, ability to speak foreign languages, or active listening skills are crucial to develop their jobs properly.

Education and interpretation professionals oversee communicating and translating the meanings of collections and research activities to visitors, adapting the messages to different publics. They promote knowledge, dissemination, and communication of scientific, artistic and cultural identity of the venue, connecting and engaging with diverse audiences, telling stories and conveying identifiable meanings. To do so, they need to understand the collections, the users, and the resources of the venue. They need to be excellent communicators mastering verbal, written, and digital codes as well as inclusion and diversity understanding.

Green Skills are critical for education and interpretation professionals for whom encouraging sound environmental practices to a range of visitor are a vital element of their work. This is particularly important at Natural Attractions where understanding and caring for the natural environment is often the focus of the business.

Digital skills allow education and interpretation professionals to maintain communications with visitors, develop digital content addressed to various stakeholders and use specialized software.

Social Skills such as creativity, willingness to learn, and perform or skills related to intercultural host-guest understanding are paramount to an excellent interpreter of heritage and nature.

Fundraisers and revenue organizers search for different income sources for the organization. They plan and conduct campaigns and events to increase awareness of the organization's mission, goals, and financial needs to raise donations and funds for its artistic/scientific and social aims. Numerous natural and cultural visitor attractions rely heavily on donations to run their operations, while for leisure installations the focus is more on commercial partnerships. Among other tasks, they need to research prospective donors, evaluate previous campaigns, and work closely with marketing and strategic departments to design promotional materials.

Increasing interest among the general public in caring for the environment means this concern needs to be clearly reflected in the policies and practices of Visitor Attractions to attract donations, membership, and sponsorship. NTG Green Skills will provide the means of creating marketing and promotional messages that reflect its green credentials and attract current and new sources of financial support.

Through digital skills, fundraisers would be able to connect and maintain good relationships with potential funders, develop relevant digital content intended to stimulate fundraising and revenue generation.

Oral and writing communication skills, problem-solving abilities, ethical conduct, and respect will be Social NTG skills demanded in the marketplace for fundraising and revenue organization positions

The commercial development and merchandising areas of work are gaining importance in the Visitor Attractions arena. Retail outlets and merchandising campaigns are becoming crucial for the income generation and, therefore, vital for its sustainable future. Design skills and a keen understanding of trends and markets, as well as a good command of budgets, scales, and profits, are fundamental abilities in the areas of retail, publications, or merchandising.

NTG Green Skills will provide a better assessment of how commercial development and merchandising can effectively employ green and ethical practices while optimizing revenue.

The NTG Digital skills will allow employees to use specialized business software, develop, manage, and evaluate relevant digital content to contribute to sales and generate revenue for visitor attractions.

Creativity, initiative, and commitment to work and excellent customer orientation are some of the needed NTG Social Skills among commercial and merchandise teams.

The role of a community relations specialist is a varied one that combines elements of relationship building, stakeholder management, fundraising, and volunteer coordination. Their principal objective is to nurture meaningful relationships with key community groups. The community relations specialist is the premier ambassador for their organization with responsibilities for delivering the employer's vision within the local community.

NTG Green Skills will provide the tools to enhance the reputation of the business with stakeholders, particularly the local community, by using local suppliers wherever feasible and operating its business in ways that protect and preserve the local environment.

Digital skills allow the VA employees to solve problems with the help of digital technologies, and develop, interpret, and re-elaborate relevant digital content, to establish and maintain good relationships with various stakeholders.

Communities are increasingly diverse, and professionals in the VA sectors will need to recognize and thrive in heterogeneous contexts. At the same time, their awareness of local customs and nuances will lead to meaningful links to local stakeholders.

Cultural, natural, and human-made attractions are often used to celebrate all types of events. Therefore, they need expert staff to organize the space and resources, ensuring maximum utilization of physical space without interfering with the venue mission. They may also oversee the planning and celebration of events. They manage space function, rates, and availability; need to overview scheduling and space management systems, management of programs, testing, quality control, and implementation, providing ongoing support to venue users.

Concerning NTG Green Skills, events at Visitor Attractions will include operating environmental standards, estimating the resources needed, supervising the assembly of technical equipment and materials to be used, and managing materials for use at potential future events to optimize revenue while minimizing environmental impact. Green skills will also allow exploring the potential to create events at appropriate sites that are profitable and are themed on the natural environment.

Digital skills allow the optimal use of available space of the attraction without causing overcrowding or underuse of space. Furthermore, digital skills facilitate the proper planning, pricing, promotion, and implementation of various events that would take place in the premises of the visitor attraction.

NTG social skills will facilitate positive work environments, crucial for the internal work developed at events. A good understanding of functional diversity among staff members will also enhance the venues' capacity to attract different activities and events.