Digital Tourism Think Tank
DTTTKnowledge Programmes4 November 2026

EU Sustainable Tourism Strategy · COM(2026) 777

Join us in designing a new model of destination management aligned with the EU Sustainable Tourism Strategy

The European Commission's new strategy commits to an EU Model for Tourism Management, to be developed with destinations from 2027. Destination management organisations have already begun that work. At CAMPUS 2026 in the Turku Archipelago, destination teams shaped six working models for a new approach to destination management. The Knowledge Team at the Digital Tourism Think Tank has reviewed the strategy against that work: where the two meet, what the strategy leaves open and how destinations can shape the next stage together, through the CAMPUS Programme 2027.

Join the CAMPUS Programme 2027Read the strategy summary
10
action areas in the strategy, with 29 dated actions
2027
when development of the EU Model for Tourism Management begins
6
models for destination management shaped at CAMPUS 2026
31 Jan
when enrolment closes for the CAMPUS Programme 2027

The strategy in brief

A new framework for European tourism

The EU Sustainable Tourism Strategy sets out three pillars, competitiveness, sustainability and resilience, and international outreach, with ten action areas and 29 dated actions beneath them. It is the first EU strategy to place destination management at the centre of European tourism policy.

Communication · COM(2026) 777EU Sustainable Tourism Strategy24 pages, with an annex dating every action
Staff Working Document · SWD(2026) 777Tourism: A Key Asset for Europe130 pages of evidence, consultation results and examples

“Shift from volume to value: ensure tourism delivers tangible benefits for local communities.”

COM(2026) 777 · Strategic goal (iv)

For destination management organisations, five measures matter most. Each is a commitment to develop something with Member States, regions and stakeholders, rather than a finished instrument, which means the detail is still open. Where a measure connects to a model shaped at CAMPUS 2026, the card shows it.

Action area 6 · Pillar 2

An EU Model for Tourism Management

From the second half of 2027

A voluntary benchmark for integrated destination management, which Member States can use when drawing up their National and Regional Partnership Plans, accessing EU funds and leveraging private capital. A preparatory phase will develop a blueprint for "the methodology, governance framework, tools, success criteria and benchmarks", and pilot it. The Commission will also explore a common framework to certify sustainable destinations.

CAMPUS models: Destination Consent Standard and Destination Health Index →
Action area 6 · Pillar 2

Balanced tourism

Second half of 2027

A draft Council Recommendation on Balanced Tourism Management and an EU Toolbox for Balanced Tourism, including measures on short-term rentals. The strategy notes that 42 per cent of all nights are spent in the three most popular months.

CAMPUS model: Content Prioritisation Model →
Action area 10 · Delivery

An EU Tourism Alliance

Second half of 2027

A high-level alliance chaired by the Commissioner, bringing together Member States, regions, local authorities and the private sector through workstreams, with an online community open to organisations and individuals.

Action area 2 · Pillar 1

Shared intelligence

2027 to 2029

An EU Tourism Observatory tasked with "developing a common performance framework for the sector", modernised tourism statistics and a Common European Tourism Data Space with access for destination management organisations.

CAMPUS model: Destination Health Index →
Action area 3 · Pillar 1

An EU Tourism Academy

Second half of 2027

Training and talent development with digital micro-credentials. The strategy recognises that DMOs face "comparable challenges in the training and staffing required to fulfil their mandate".

Observations

Where the strategy leaves room for destinations to lead

Read alongside the experience of destination management organisations, five areas stand out where the strategy sets a direction and leaves the detail to be developed. In each, practice in destinations is already moving. At CAMPUS 2026, destination teams began shaping a model for each of them, set out in full further down this page.

  1. Measurement is left to the next stage.The strategy sets no headline targets or review date of its own, and a common performance framework is expected from the EU Tourism Observatory. The indicators chosen there will shape how destinations are compared, which gives evidence from destinations particular value now.Model shaped at CAMPUS 2026Destination Health Index →
  2. Claims and evidence are yet to be connected.The rules on environmental claims and sustainability labels under Directive (EU) 2024/825 have applied since September 2026. The Communication does not address how destinations evidence their claims, although the Commission will explore a framework to certify sustainable destinations.Model shaped at CAMPUS 2026Local Value Label →
  3. Climate action focuses on businesses.The measures address SMEs and accommodation through a toolkit, renewed Ecolabel criteria and an environmental footprint method for hotels. The footprint of destination management organisations' own activity, and of visitor travel to a destination, sits outside the actions.Model shaped at CAMPUS 2026DMO Emissions Baseline →
  4. AI is framed as a competitiveness opportunity.The strategy supports responsible uptake of AI, its place in the Apply AI strategy and a pilot of AI agents in the EU Digital Identity Wallets. Its environmental footprint, and its effect on where visitors go, are left for later discussion.Model shaped at CAMPUS 2026AI Impact Test →
  5. Communities are central to the goals and lighter in the mechanisms.The shift from volume to value centres local communities. Their role in decisions appears within the EU Model, still to be designed, which leaves room to define how residents take part and how their experience of tourism is measured.Model shaped at CAMPUS 2026Destination Consent Standard →

When it happens

Twenty-nine actions, most of them from 2027

The annex to the Communication dates every action. One falls before the end of 2026, and almost half in the second half of 2027, when the measures closest to destination management begin. That leaves a period of around nine months in which destinations can prepare.

CAMPUS 2026Hosted withVisit Turku Archipelago

CAMPUS 2026 · Turku Archipelago, 30 September to 3 October

The work has already begun

CAMPUS is the Digital Tourism Think Tank's destination management working programme, with sustainability as the lens through every theme. Its 2026 edition took place in the Turku Archipelago, hosted with Visit Turku Archipelago at Ruissalo Boat Yard.

Rather than a conference stage, the programme worked through the landscape. Morning talks from destination leaders and researchers fed six hands-on workshops in archipelago settings, from a sauna ritual at Villa Marjaniemi and a walk through a conservation area to Myyntimiesten Sauna, Eatery Alex and the boat yard itself. Delegates recorded their answers as they worked, and the results were read back to the room at the end of each day.

The programme was organised around a redesign of destination management in six questions, from the context of a destination to the way demand is shaped. The parallels with the blueprint the Commission now proposes, a methodology, a governance framework, tools, success criteria and benchmarks, are close.

CAMPUS 2026 delegates walking through pine forest in the Turku Archipelago
CAMPUS 2026 delegates in the forest, Turku Archipelago
14
talks and panels from 19 speakers, including Visit Finland, Austria Tourism, Wonderful Copenhagen, Visit Faroe Islands, Visit Hungary and Ljubljana Tourism
6
hands-on workshops in archipelago settings, each shaping one model
100+
delegates, recording their own destinations' answers as they worked
7
themes, from circular economy and climate change mitigation to visitor flows

Each CAMPUS theme carried one question of the redesign, and each workshop shaped the model that answers it.

Futures ThinkingContextWhat matters for a destination?
Circular EconomyDesignHow is the future destination shaped?
Regenerative ActionAdoptionWhat drives a change in behaviour?
Collaborative ProgressGovernanceWho decides, and who is accountable?
Climate Change MitigationVerificationHow is a claim proven and communicated?
Visitor FlowsDemandHow are visitor flows shaped?

Voices from CAMPUS 2026

Two arguments the strategy now makes urgent

A month before the strategy was published, two speakers at CAMPUS made arguments that bear directly on questions it now raises for destinations: what a destination is aiming for, and whether it can see what is happening in it.

Birthe Menke

“As long as the future stays abstract, how can we expect it to become a lived reality?”

Birthe Menke4Strat · Opening keynote, No Future is Inevitable
The argument

Most destination strategies describe what the organisation will do, and few describe the destination they are working towards. Without a concrete picture of that future, targets remain abstract and progress is hard to judge. Futures thinking and strategic foresight give teams a disciplined way to describe a preferred future in everyday terms and to test decisions against it.

Relevance to the strategyThe EU Model is to define success criteria and benchmarks, and the EU Tourism Academy addresses the skills destination management organisations need. Foresight is a competence that links the two: it is how a destination sets out what success should look like before it measures progress towards it.

Katrin Erben

“We can only allocate demand if we see it.”

Katrin ErbenAustria Tourism · Measuring What Matters
The argument

Overtourism is a subjective term. An unbalanced destination can be identified objectively, for example when more people are waiting than a train can carry. Managing demand therefore starts with measurement, using indicators that other destinations also use, so that results can be compared and shared, and so that the work can be defended in each budget cycle.

Relevance to the strategyThe strategy proposes a Council Recommendation on Balanced Tourism Management and an EU Toolbox for Balanced Tourism in the second half of 2027, alongside a common performance framework from the EU Tourism Observatory. Both rely on comparable evidence of visitor flows and their effects.

Six models, version one

Six models for putting the EU Sustainable Tourism Strategy into practice

At CAMPUS 2026, destination teams were the first to examine, test and help shape the Digital Tourism Think Tank's first set of models for a new approach to destination management. Each addresses objectives the Commission has now set out in the strategy. The CAMPUS Programme 2027 brings them to life within the strategy's timeframes, so that the destinations taking part are positioned to align fully with it and to lead in delivering it.

Context · Futures Thinking

AI Impact Test

Which of our AI uses could we defend in public?

  • Action area 2Responsible uptake of AI and the Apply AI strategy
  • Action area 3The EU Tourism Academy, second half of 2027
Change it makesFootprint
Everyday work Spotting gaps Seeing futures Early warning Testing decisions Guiding visitors
Each use placed by the change it makes against its footprint. Uses below the line have to justify their place. Illustrative.

The need

AI has arrived in destination management organisations faster than any policy for it. The strategy treats AI as a competitiveness opportunity, but leaves open its footprint and its effect on where visitors go once AI agents begin to plan their trips.

The aim

A position on AI that a destination can defend in public, with each use judged on the change it makes against the footprint it carries, and a named owner for every use it keeps.

Version one

Tests six common uses, from early warning to guiding visitors as they plan. At CAMPUS, delegates named skills rather than technology as the main constraint, and visitor guidance was the use most often chosen and most often in need of investment.

What it enables now

A register of AI uses and a public position before procurement decisions and reporting rules catch up, and a clear case for the skills the destination needs from the Academy and national programmes.

Shaping it in 2027

Open questions: how to estimate the footprint of common uses reliably, and how to check visitor-facing tools for concentrating visitors in the same places.

Digital service
A shared register and self-assessment destinations and businesses can use
Destination benchmark
Footprint and value per use, comparable across destinations
Industry framework
Responsible-use principles local businesses can adopt
Shape this model in the CAMPUS Programme 2027 →
Design · Circular Economy

Local Value Label

When a visitor spends ten euros here, how much of it stays?

  • Strategic goal (iv)Shift from volume to value, with tangible benefits for local communities
  • Action area 6A framework to certify sustainable destinations, to be explored
AreaShare kept localEvidence: none, held, published, checked
Buying
62%
Suppliers
48%
Waste
35%
Energy and water
54%

Claim allowed: limited by the weakest evidence, in waste

Every figure carries the strength of its evidence, and the claim follows the weakest. Illustrative.

The need

Most destinations say tourism benefits the local economy and few can show it. Since 27 September 2026, EU rules prohibit environmental claims that cannot be substantiated and self-made sustainability labels, and the strategy's shift from volume to value makes the same question central.

The aim

An evidence framework for what a destination can truthfully claim about the value tourism keeps local, across buying, suppliers, waste, energy and water, with every figure weighted by the strength of its evidence.

Version one

Sets the rules first: what counts as local, how far the supply chain is traced and who verifies. The claim follows the weakest evidence. At CAMPUS, nearly half the destinations drew local at 50 kilometres, some at the national border and some much closer.

What it enables now

A review of current claims, reworded or evidenced, and a baseline of local value that prepares the destination for any certification framework the Commission takes forward.

Shaping it in 2027

Open questions: a shared definition of local, and how the label aligns with recognised certification schemes rather than standing alone.

Digital service
An evidence tracker businesses can feed with supplier and purchasing data
Destination benchmark
Local value share with an evidence grade, comparable across destinations
Industry framework
Procurement commitments for businesses, events and public buyers
Shape this model in the CAMPUS Programme 2027 →
Adoption · Regenerative Action

Destination Health Index

What does tourism give back to the people who live here?

  • Action area 2The EU Tourism Observatory and a common performance framework, first half of 2027
  • Action area 6Success criteria and benchmarks for the EU Model
3.9Visitors
3.2Industry
2.8CommunityResidents disagree
2.6Environment
1.3Headline: the gap between the strongest and weakest pillar
Four pillars reported side by side, with no average to hide behind. Illustrative.

The need

Tourism reports what it earns and rarely what it returns. The strategy asks for a shift from volume to value and a common performance framework, but the indicators that will define value are still to be chosen.

The aim

One account of visitors, industry, community and environment, kept on the same cycle as the economic figures, with the gap between the strongest and weakest pillar as the headline and no average to hide behind.

Version one

Sixteen indicators on the VICE model, a residents' cross-check and a flag for whether each reading rests on data. At CAMPUS, housing affordability was the lowest-rated indicator, and over 40 per cent of community readings rested on data the destination does not collect.

What it enables now

A first reading that shows where evidence is missing, and a grounded position to bring to the Observatory's work on a common performance framework.

Shaping it in 2027

Open questions: which resident and worker indicators belong in a common framework, and how to collect them affordably and often enough to inform decisions.

Digital service
A shared reporting tool with a standing resident panel
Destination benchmark
The gap between pillars, tracked year on year and across destinations
Industry framework
A common reporting cycle with businesses and the municipality
Shape this model in the CAMPUS Programme 2027 →
Governance · Collaborative Progress

Destination Consent Standard

Who gets a say here, and how much of a say is it really?

  • Action area 6The EU Model's involvement of local authorities, SMEs and communities in decision-making
  • Action area 10The EU Tourism Alliance and its workstreams, second half of 2027
InformConsultInvolveCollaborateCollab.Empower
Residents
Businesses
Workers
Public sector
Visitors

Today Committed, published before the work begins

Each group's say in a decision, today and as committed. Illustrative.

The need

Destinations involve stakeholders constantly without saying how much say each one has. The problems they cannot solve alone, from housing pressure to seasonality, need the people who hold the other parts. The strategy names community involvement and leaves the mechanism open.

The aim

A published commitment to each group before the work begins: the level of say it holds, the point at which it enters the decision and the mechanism that carries the commitment.

Version one

Places residents, businesses, workers, the public sector and visitors on a five-level scale from Inform to Empower. At CAMPUS, two thirds of delegates committed residents to a stronger say, while workers were most often left where they are, with 45 per cent only informed today.

What it enables now

A standard applied to one live decision, such as a balanced tourism measure or a short-term rental policy, which demonstrates the governance the EU Model is likely to look for.

Shaping it in 2027

Open questions: how a destination shows that a mechanism is representative, and whether young people and nature stewards should be groups in their own right.

Digital service
A public decision log showing who took part and what changed
Destination benchmark
The share of decisions made at each level, tracked over time
Industry framework
A shared standard with the municipality, businesses and workers
Shape this model in the CAMPUS Programme 2027 →
Verification · Climate Change Mitigation

DMO Emissions Baseline

What do our own emissions look like before we ask anyone else about theirs?

  • Action area 5The clean and circular transition, with an SME toolkit in the second half of 2028
  • Not yet addressedThe footprint of destination management organisations themselves
Trade shows
Waits on partners
Staff travel
Ready now
Media trips
Waits on budget
Digital advertising
Ready now
Merchandise
Stop: habit
Print
Stop: habit
Each line of the organisation's own activity, with its substitution and what it waits on. Illustrative.

The need

Destinations are asked to set destination-wide climate targets, often on an unmeasured base. The strategy's climate measures address businesses and accommodation, and the destination management organisation's own activity sits outside them.

The aim

An inventory of the organisation's own activity, line by line, with a named substitution against each line and what it waits on, and visitor travel reported alongside as the area of greatest influence.

Version one

Covers ten lines most organisations share, from media trips to sponsored events. At CAMPUS, no team measured its own footprint today, and close to half of the substitutions delegates named could begin immediately.

What it enables now

A first baseline within weeks, habit lines stopped, and the standing to ask businesses and transport operators to act, well ahead of the SME toolkit in 2028.

Shaping it in 2027

Open questions: a common boundary and calculator so that baselines can be compared, and how to account for visitor travel and for requests made to partners.

Digital service
A shared calculator built around the ten lines
Destination benchmark
Emissions by line, comparable across destination management organisations
Industry framework
A substitution ladder partners, operators and events can follow
Shape this model in the CAMPUS Programme 2027 →
Demand · Visitor Flows

Content Prioritisation Model

Why does each campaign run in the month it runs in?

  • Action area 6A Council Recommendation and EU Toolbox for Balanced Tourism, second half of 2027
  • Action area 6Year-round tourism and lesser-known destinations
Demand
JFMAMJJASOND
Nature routes
Wellbeing
Events
Islands and towns

Lead Support Pause, by choice

A year of campaigns set against demand, with a written reason for every slot. Illustrative.

The need

A calendar built from last year's calendar hands the decision to booking urgency, which favours the places and months already full. The strategy notes that 42 per cent of all nights fall in the three busiest months.

The aim

A year of campaigns in which every slot has a written reason, built from the pressures the destination faces and the assets that work outside the peak, within the capacity of the team and with deliberate pauses for residents, workers and nature.

Version one

Rates twelve pressures and sets each asset to lead, support or hold in every month. At CAMPUS, demand concentrated in a few months was rated significant or critical by almost every destination, while crowding at a few sites mattered to a minority.

What it enables now

Next year's calendar rebuilt with a reason for every slot, and practical evidence for the balanced tourism measures the Commission will propose.

Shaping it in 2027

Open questions: how to connect planning to live data on visitor flows, and how to fill months in which businesses are closed outside the season.

Digital service
A planning tool linked to visitor flow data
Destination benchmark
The share of campaign effort in shoulder months and lesser-known places
Industry framework
An off-season business case built with operators
Shape this model in the CAMPUS Programme 2027 →
Cover of the CAMPUS 2026 Interim Whitepaper
Whitepaper · Version one · November 2026CAMPUS 2026 Interim WhitepaperSix instruments for a new model of destination management

The first version of each model, with the evidence from CAMPUS 2026 and worksheets for every instrument. For delegates and DTTT members.

Open the whitepaper →

Designed and built with the cohorts

The next generation of tools for destination management

Each model needs more than a method to work in practice. The programme designs and builds a shared platform with the cohorts, extending the apps DTTT already runs for its own team and members: a workspace for each destination, the models in active development, a destination benchmark and tools that destinations and their businesses use directly.

Destination workspace · in design
Destination workspaceCohort: Destination Health Index
Model progressVersion two
Benchmark position4 of 12
Businesses engaged38
Destination benchmark
Next steps
Tools for businesses
Cohort sessions
Destination workspacesA private space for each destination's plan, data, decisions and progress
Model developmentEach model developed openly with its cohort, version by version
Destination benchmarkComparable indicators across programme destinations, ready to inform a common performance framework
Tools for destinations and businessesThe digital services each model needs, used directly by destinations and their industry
CAMPUSProgramme 2027

Delivering the EU Sustainable Tourism Strategy

Join the destinations putting the strategy into practice in 2027

The CAMPUS Programme 2027 brings destination management organisations together in six cohorts, one for each model, to complete the models within the strategy's timeframes and put them to work with their own industry. Destinations that join are positioned to align fully with the strategy's objectives and to be among the first to deliver its most ambitious methods and solutions. Enrolment closes on 31 January 2027, and the programme goes ahead once 30 destinations have committed.

€10,000
programme contribution per destination for 2027, a shared investment with DTTT membership included, excluding VAT
31 January
when enrolment closes
30
destinations for the programme to go ahead
6 cohorts
of up to 12 destinations, with a second cohort opening when a model fills
Join the CAMPUS Programme 2027Hold a place while budget is confirmed

What the programme delivers by the end of 2027

01Six finished modelsCompleted within the strategy's timeframes, ready as the EU Model's preparatory phase and the balanced tourism measures begin in the second half of 2027
02Working models in useEach model applied in programme destinations with their own businesses and partners
03A destination benchmarkComparable indicators across programme destinations, ready to inform a common performance framework
04Digital tools and a shared platformThe services each model needs, designed and built with the cohorts
05Frameworks to lead the industryHow each destination brings businesses, partners and residents with it
06Published evidenceA programme report that programme destinations can use to show they are already implementing the strategy's objectives

Why join in 2027

  1. Early implementation of the EU Sustainable Tourism StrategyProgramme destinations begin delivering the strategy's objectives before its main measures take effect in the second half of 2027.
  2. A single commitment in the 2027 budgetA year of DTTT membership and a full year of programme work in one commitment, decided while 2027 budgets are being set.
  3. Shared investment, comparable evidenceEach model is developed by up to twelve destinations for a fraction of the cost of developing it alone, with benchmarks no single organisation could produce.
  4. Lasting tools and capabilityThe digital tools, the destination benchmark and the industry framework remain in use after the programme ends.
  5. A peer group on the same questionsEach destination works alongside up to eleven others facing the same questions, with a Model Lead who knows the subject in depth.

Two ways to register

Individual destination€10,000 for 2027

One destination management organisation takes a place in one model cohort, with its own workspace and benchmark and DTTT membership for 2027 included.

Group of destinations€6,000 per destination

A lead organisation registers two or more destinations together, from neighbouring destinations to a regional or national network. Every destination takes part in the programme; DTTT membership is not included and can be added by each destination.

Not ready to register? Follow the programme for free quarterly updates. Organisations with other arrangements in mind are welcome to talk them through with the Knowledge Team.

Time commitment

What a programme destination's lead contact can expect across 2027. Lead destinations commit more through their Advisory plan.

8 sessions
Online cohort sessions of 90 minutes, roughly monthly from March to October
1 meeting
An in-person cohort meeting hosted by DTTT, one to two days including travel
3 hours
Three one-to-one sessions with the Model Lead on the destination's own work
1 to 2 days a month
Applying the model in the destination with businesses and partners between sessions

What joining includes

  • DTTT membership for 2027, with the Knowledge Programme and Member Workstreams
  • A place in one model cohort, with access to the work and outputs of all six
  • Eight cohort working sessions and an in-person cohort meeting
  • Three one-to-one sessions with the Model Lead on the destination's own work
  • The destination's own workspace on the programme platform, with its model tools and destination benchmark
  • Recognition as a programme destination in the published models and report

Existing members have their 2027 membership fee deducted, and Advisory members can join through their Advisory allocation. Destinations can also join further cohorts, or extend the programme with dedicated work on their own destination through DTTT Advisory.

Further roles for programme destinations

Lead a model
Two or three destinations per model co-design it with the Model Lead and host its first implementation, through a DTTT Advisory plan.
Host the next CAMPUS
Programme destinations are invited to put themselves forward to host the next CAMPUS, where the finished models would be presented.
Prepare for EU-funded consortia
An optional track for destinations and research partners to prepare partnerships and project concepts before relevant calls open.
  1. 31 JanuaryEnrolment closes
  2. Early FebruaryProgramme confirmed and cohorts formed
  3. March to autumn 2027Cohort sessions, meetings and work with industry
  4. Second half of 2027Finished models published, as the EU Model's preparatory phase begins

Join or hold a place

A commitment now secures a place in the destination's first-choice cohort. Holding a place reserves it while the 2027 budget is confirmed. Either way, the Knowledge Team confirms the details in writing.

A short board paper setting out the case, cost and outputs is available for the internal decision.

How would the destination like to proceed?
Also interested in (optional)

A form submission is not a contract; terms are confirmed in writing. The programme is independent of the European Commission, and taking part does not imply selection for EU pilots or funding.

Questions

The strategy and the programme in brief

What is the EU Sustainable Tourism Strategy?

The European Commission's strategy for tourism, published on 4 November 2026 as Communication COM(2026) 777 with a Staff Working Document, SWD(2026) 777. It sets out three pillars, ten action areas and 29 dated actions, with the goal of shifting tourism from volume to value so that it delivers tangible benefits for local communities.

What is the EU Model for Tourism Management?

A voluntary benchmark for integrated destination management that Member States can use in their National and Regional Partnership Plans, when accessing EU funds and when leveraging private capital. A preparatory phase from the second half of 2027 will develop a blueprint covering the methodology, governance framework, tools, success criteria and benchmarks, and pilot it.

What does the strategy mean for destination management organisations?

Destination management sits at the centre of the strategy. The measures closest to destination management organisations, the EU Model, the Council Recommendation and Toolbox for Balanced Tourism, the EU Tourism Alliance and the EU Tourism Academy, all begin in the second half of 2027, with the EU Tourism Observatory and its common performance framework from the first half of 2027.

What is balanced tourism in the strategy?

The strategy proposes a draft Council Recommendation on Balanced Tourism Management and an EU Toolbox for Balanced Tourism, including measures on short-term rentals, in the second half of 2027. It notes that 42 per cent of all nights are spent in the three most popular months.

What is the CAMPUS Programme 2027?

A one-year programme from the Digital Tourism Think Tank in which destination management organisations develop six models for destination management in cohorts, within the strategy's timeframes, and put them to work with their own industry. It builds on the first versions of the models shaped at CAMPUS 2026 in the Turku Archipelago.

How can a destination join, and what does it cost?

Enrolment is open until 31 January 2027. Each destination makes a programme contribution of €10,000 for 2027, excluding VAT, as a shared investment with the other destinations taking part, with DTTT membership included. A lead organisation can also register a group of two or more destinations at €6,000 per destination, without membership. The programme goes ahead once 30 destinations have committed.

For DTTT members and CAMPUS delegates

The full analysis

All ten action areas, what each commits to and when, what it means for a destination management organisation, the funding routes and a positioning plan for the months ahead.

Members use the address of their DTTT account, and delegates the address they registered for CAMPUS 2026 with.

Sources

An independent review by the Knowledge Team at the Digital Tourism Think Tank. Not affiliated with or endorsed by the European Commission. Quotations from the strategy are from the Communication, and dates follow its annex. Speaker quotations are from the recorded CAMPUS 2026 sessions.

AI TransparencyTM-D@2.0Considerable33 of 38 points · Assessed as a website, microsite or digital product · Reviewed before publication by the Digital Tourism Think TankFull ledger

Activity ledger

  1. Concept and information architectureA person, with AI helping3 of 6
  2. Interface designAI8 of 8
  3. Code implementationAI12 of 12
  4. Content and copyAI8 of 8
  5. Testing and refinementA person, with AI helping2 of 4

33 of 38 points, ratio 0.868, band D, Considerable. AI Transparency Model v2.0.

Models used

Claude Opus 5.5

AI-supported tasks

Document review, research, drafting, page design, code, data visualisation

What AI contributed

Review of the Communication and Staff Working Document, synthesis of the CAMPUS 2026 records and talk transcripts, drafting of the page text, the timeline and model illustrations, and the design and build of the page.

What people contributed

The concept, the programme design and commercial model, the selection of models, evidence and speaker voices, and editorial direction and review throughout.

Open this disclosure on ai.thinkdigital.travel