Tourism has long been the economic lifeline of Jammu and Kashmir, sustaining thousands of livelihoods across hospitality, transport, handicrafts, and allied services. Every policy initiative in this sector, therefore, carries significance far beyond mere statistics-it directly affects social stability and economic resilience. Against this backdrop, the prolonged delay in constituting the Tourism Advisory Committee, announced with much emphasis in March 2025, raises uncomfortable questions about the gap between stated vision and administrative execution. Government policy announcements, particularly in a sensitive and high-impact sector like tourism, are usually well-considered. They are generally rooted in data, past experiences, and stakeholder consultations. The proposal to establish a multi-stakeholder Tourism Advisory Committee was a well-considered decision. It acknowledged a simple yet critical truth: sustainable tourism growth cannot be driven solely by bureaucratic processes. It requires continuous expert input, market intelligence, and ground-level feedback-precisely the role an advisory body is meant to play.
The significance of a Tourism Advisory Committee lies not merely in its existence but in its potential to bridge long-standing structural gaps. Jammu and Kashmir’s tourism infrastructure remains uneven, concentrated largely around a few traditional destinations, while vast regions with immense natural and cultural potential remain largely invisible on the tourism map. An empowered advisory committee, with representation from experts, industry stakeholders, and district administrations, could systematically identify these gaps-whether it be road connectivity, accommodation shortages, a lack of basic amenities, or the absence of promotion-and suggest realistic, phased solutions. Every region in Jammu and Kashmir has its own tourism assets, many of which suffer from neglect rather than a lack of appeal. From lesser-known valleys and heritage villages to border areas and pilgrimage circuits, opportunities abound. With local representation from district administrations, these “insignificant” or underexposed places could be transformed into viable tourist destinations. Such decentralised development would not only reduce pressure on overburdened hotspots but also spread economic benefits more equitably.
CM Omar Abdullah, who holds the Tourism portfolio, has repeatedly talked about developing new tourist destinations and moving beyond seasonal, location-focused tourism. The Advisory Committee supports this vision. It provides a platform to turn intentions into actionable strategies-by identifying key regions, proposing sustainable infrastructure, and respecting environmental sensitivities.
There are constraints. Financial limitations are a major challenge, especially for costly tourism projects. Yet, constraints are no excuse for inaction. Solutions-like phased investments, public-private partnerships, or better use of current resources-must be found. Frequent travellers, tourism professionals, and experts offer valuable insights. Systematically assessing their suggestions through an advisory mechanism could yield significant gains. The current delay is more concerning as it coincides with reports of huge unused funds lying with tourism authorities and directorate offices in both Kashmir and Jammu. Having ambitious targets, but idle resources, shows a deeper governance problem. This reinforces the perception of a growing gap between tourism vision and implementation.
The stated objective of raising tourism’s contribution to GSDP from the current 7 per cent to 15 per cent is well-intended and commendable. However, in the present scenario, marked by policy paralysis and lack of institutional coordination, this target appears difficult to achieve. Growth without planning risks congestion, environmental degradation and declining visitor experience-outcomes that could undermine the sector in the long run. The cascading effects of inaction are already visible. Every missed tourism season, every delayed infrastructure upgrade, and every unrealised destination translates into lost income opportunities for local communities. In a region where tourism is not optional but a survival economy, such delays erode livelihoods and weaken confidence among investors and stakeholders.
Tourism governance cannot function like a cart being pulled in multiple directions, inevitably moving away from its destination. Enough time has passed. Announcements must now be followed by action. Constituting the Tourism Advisory Committee is not a symbolic step-it is a foundational one. J&K already lags behind competing destinations, and every missed opportunity only widens this gap. Constituting the Tourism Advisory Committee is not a symbolic step-it is a foundational one. Timing is the key. The Government must act decisively to ensure that its tourism policies do not remain aspirational documents but become instruments of real, inclusive, and sustainable growth.
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