Nina P. Hadley
Tidal Delta Consulting
Successful community-based tourism succeeds when based on a dialogue among experts and locals. These projects require an understanding of the larger world (and specialized niches such as “tourism” or “conservation”) and an appreciation of what makes a place unique. ~Ron Mader, “Understanding Community Tourism”
INTRODUCTION
For many coastal communities of the Pacific, tourism development is increasingly carrying poignant political, economic, and environmental implications. Addressing these touristic implications can be seen as one necessary facet to resource conservation and sustainable development, and therefore a part of integrated coastal management (ICM). Community tourism in coastal areas frequently represents an alternative means for economic development (versus fishing or some other extractive behavior) that is both ecologically sustainable and culturally sensitive. Additionally, in an effort to reduce economic costs of procurement and management of marine protected areas (MPAs) for conservation and research, resource managers (government agencies and non-governmental organizations[NGO]) are seeking creative partnerships among themselves and adjacent communities in the development of sustainable community tourism.
Historical ecologists emphasize that environments have histories from which human cannot be excluded (Agrawal and Gibson, 1999). Yet such a simple statement supports the fact that people exist, impact and move among natural and social environments—the true foundation of tourism. The impacts of coastal tourism—both positive and negative—are undeniable and therefore make it a politically charged concept. Tourism managers are often criticized for not taking steps to conserve the very resources and communities that they rely upon.
The aim of this writing is to present a community-based process for addressing resource management challenges and improve the well-being of coastal communities through cooperative and integrated tourism planning. The ideas presented herein are an initial exploration and discussion of planning processes necessary for sustainable coastal community tourism and is derived from work currently being done with regard to ICM for communities in the Pacific region.
COASTAL COMMUNITIES AND TOURISM
Put simply from a human geography perspective, “community” defines a group of people living in the same village or town, interacting through means that give structure to the group. Although current writings on community-based conservation do assert that community is central to renewable resource management, they seldom devote much attention to analyzing the concept of community or explaining precisely how community affects outcomes (Agrawal and Gibson, 1999).
Community is only as strong, educated, progressive, and enlightened as its members and elected officials. Equally, community tourism will only be as successful as the actors (locals, brokers, and tourists) and sustainable as the natural and social setting (infrastructure, culture, history, ecology, environment, etc.) both in the short and long term. Therefore, for coastal community tourism to be successful and sustainable, integrated planning is necessary.
Perhaps this is where we look to integrated coastal management (ICM) for clues. In the Pacific, an approach to integrated coastal zone management has emerged which is based on the specific geophysical characteristics of the islands, and which seeks to meet the particular developmental and socio-cultural needs and expectations of island communities (Cornforth, 1994). As such, integrated coastal community tourism brings stakeholders and concepts together into a complete “product” or destination.
THE PROCESS OF PLANNING
Community tourism planning and development is a necessarily slow process. Pre-assessment of challenges including geographic and financial must be done as an initial phase. Most importantly however, is an assessment of the selected community’s desires and sensitivities with regard to tourism development.
In dealing with small or rural coastal communities, NGOs continually tout the importance of building personal relationships with the local people they work with. Gaining confidence, trust and respect from a community takes time. However, once this work is done the potential for success increases greatly. Local people and leaders should be brought into the planning process from the beginning—giving them an essential feeling of ownership to the project.
During the site analysis phase, locals that have a deep knowledge of the site are first identified and then asked to provide additional details that are used to increase understanding of the site. An essential component of this phase is the formal integration of community values, perspectives, goals and desires into the developing tourism concept. At the same time, outside planners should help the local community understand the components of the site analysis work that has been done prior to the visit (Mehta, 2002).
The second stage involves a community stakeholder meeting so that planners can ascertain the expectations of the local people. Presentations are made at this time on program development and changes made according to the feedback received in the meeting. At this time, several individuals are asked to represent the community and participate in the designing of the tourism concept strategy plan (Mehta, 2002)
Consideration about the project size and resources involved is critical. Experience shows that encouraging communities to use what they have instead of relying on outside goods is beneficial. Reusing, reducing and recycling make sense and are simply good business practices. Starting small and being resourceful does not however imply that the communities and their projects need to stay small.
Marketing are also a presents a significant planning challenge and is frequently omitted or overlooked in the planning stages. Understanding the market and being able to generate ample business to make community tourism profitable and attractive for the local community and any outfitter working with the community is essential. Lastly, targeted marketing efforts based on extensive background research can help ensure success.
THE POWER OF NGO PARTNERSHIPS
Current international activities in community tourism planning and development reflect a strong interest and involvement by NGOs, particularly those focused on resource conservation (i.e., The Nature Conservancy, WWF, Conservation International). While funding and promotion remain rather limited, new synergies have arisen that connect localities with regional and international tourism entities (Mader, 2002).
The role of NGOs in community tourism planning still remains highly debatable. Organizations from outside the community can bring state-of-the art technical assistance, training, political support, as well as assistance in seeking funders (if necessary and/or desirable) interested in offering financial cooperation for the implementation of a tourism project.
Its is also possible that outside organizations may simply act as facilitators to an already ongoing process or series of workshops. These people are often skilled outsiders from an NGO, who have the community’s and surrounding resource’s best interests at stake versus monetary gain. Although involvement in community tourism is a natural fit for many organizations that work in community-based natural resource management, the experience level and dedication to sustainable tourism must be assessed.
NGOs and other partners in a community-based tourism project also have an opportunity to use existing relationships with government and the private sector to further marketing efforts in a coordinated and integrated fashion. Pooling resources saves time and financial resources while achieving and reach to potential visitors if done correctly as in the establishment of a local reservation center. It remains important that those individuals who are directly involved in community tourism development to be involved with the marketing.
Delivering an experience that satisfies tourists and meets their expectations is critical for success. NGOs initiating and promoting community tourism frequently do not have much, if any, experience in hospitality management. This is a challenge. Training and education of the local community is often necessary through other means.
Partnerships with local universities, specifically those having a tourism department, can facilitate students’ learning about community development through tourism, coastal ecology and resource conservation, and cultural preservation among others topics.
MPA PROFILE: A PUBLIC/PRIVATE COOPERATIVE AT MIDWAY ATOLL NATIONAL WILDLIFE REFUGE
In 1997, Midway Atoll National Wildlife Refuge (Northwestern Hawaiian Islands, United States) was established as the first-ever national wildlife refuge to promote commercial tourism operations using a cooperative public/private sector management structure. Research was conducted using a tourism planning process and a tourism assessment model to develop a tourism strategy that integrated the distinct missions of the cooperative effort between the U.S. Fish and Wildlife Service, a private corporation, and a NGO (Hadley, 2001).
The preparation of Midway Atoll NWR’s tourism strategy was only the first step in the tourism planning process, yet it provided a basic framework from which additional planning, development and management would be drawn. As with any strategic document, the issues, objectives, and recommendations made were preliminary and intended to be adaptable. Pertinent public use and tourism management issues put under consideration are highlighted below.
Public Use Issues
In fostering public use of the Refuge, there were a number of key issues identified that need to be addressed by the stakeholders:
- · How to identify the types of touristic activities that are appropriate on the Refuge, and the type and standard of amenities that should be provided and their associated level of use;
- · How to provide the optimal level of access for the public to the Refuge;
- · How to protect the value of islandness;
- · How to continue to protect wildlife and wildlife areas and the range of recreational wildlife-dependent opportunities that exist; and
- · How to mitigate and minimize conflicts caused by the variety of recreational opportunities and those tourists who pursue them.
Tourism Management Issues
In approaching the provision of visitor amenities and activities by the public and private sector brokers, a number of issues were raised:
- · How to create a coordinated approach to tourism planning and avoid ad hoc tourism management;
- · How to identify the type and extent of tourism operations that are appropriate on the Refuge and what standards they should follow in providing facilities and services to tourists;
- · How to take a coordinated approach granting opportunities to private sector brokers to provide amenities and activities for tourists. In particular, avoiding reacting to proposals in an ad hoc manner and preventing an overprovision of opportunities;
- · How to create and protect the value of islandness from intrusive activities;
- · How to monitor conflicts between public and private tourism brokers’ operations; and
- · How to deal with an increase in private sector tourism operations on the Refuge without jeopardizing Refuge goals.
CONCLUSION
An opportunity exists to refine the increasingly necessary process of establishing partnerships and integrating communities into the tourism planning process
especially for coastal communities in the Pacific region. ICM strategies already being employed in this region present a pragmatic framework that should be consulted for this reason. Considering the aspects of community involvement and broker cooperatives presented here, we as managers can increase the likelihood of long term success of such projects.
REFERENCES CITED
Agrawal, A. and C.G. Gibson. Enchantment and Disenchantment: The role of community in natural resource conservation. World Development, 27(4): 629-649.
Cornforth, R. 1994. Integrated Coastal Zone Management: The Pacific Way. Marine Pollution Bulletin, 29(1-3): 10-13.
Hadley, N.P. 2001. Cooperative Tourism Management of Midway Atoll National Wildlife Refuge: Planning, assessment, and strategy. Tourism, 49(3):189-202.
Johnson, S.P. (ed.) 1993. The Earth Summit: The United Nations Conference on Environment and Development (UNCED), London: Graham & Trotman / Martinus Nijhoff.
Mader, R. 2002. Understanding Community Tourism. Online: http://www.planeta.com/ecotravel/tour/community.html
Mehta, H. (ed.) 2002. International Ecolodge Guidelines. Burlington, VT: The International Ecotourism Society.
Contact Information
Nina P. Hadley, M.M.A., Principal
Tidal Delta Consulting
5632 20th Avenue NE
Seattle, WA 98105 U.S.A.
Phone 206.527.0885
nina@tidaldelta.com
www.tidaldelta.com
No comments:
Post a Comment