OUTLINE Destination Product Life Cycle as a frame for CBT

development process

CBT development process- Participatory development

process- stakeholders, roles and responsibilities

CBT development phases

Critical factors across all phases

CBT Cases from World & COMCEC Region – Examples

of best Practices

Lessons learned

COMCEC Region potential

Suggestions for COMCEC

Immediate actions for COMCEC

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DESTINATION PRODUCT LIFE CYCLE AS A FRAME FOR

COMMUNITY-BASED TOURISM DEVELOPMENT PROCESS

Butler (1980) 3

CBT is tourism that is planned, developed, owned and managed by the community for the community.

Stakeholder Roles and Responsibilities

Government

Donor Organizations and NGOs

Locals

Private Sector

CBT DEVELOPMENT PROCESS -

PARTICIPATORY PLANNING AND DEVELOPMENT

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Government’s Roles and Responsibilities

• Leader as visionary, policy-maker, regulator, coordinator, facilitator, guide, and controller

• Providing policy, finance, knowledge, experience, and know how

• Educating , training and empowering locals

• To achieve equity in participation, decision-making, ownership and distribution of costs /benefits

PARTICIPATORY PLANNING AND DEVELOPMENT

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Donor Organizations’ and NGOs’ Roles and Responsibilities

• Supporter as facilitator, guide, trainer Providing financial resources, knowledge, experience and know how

• Educating and training locals

• To achieve equity in participation, decision-making, ownership and distribution of costs /benefits

PARTICIPATORY PLANNING AND DEVELOPMENT

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Private Sector’s Roles and Responsibilities

• Supporter as partner, developer, investor, facilitator, guide and beneficiary

• Providing finance, knowledge, experience, and know how

• Educating training and employing locals

• Providing the business perspective to the CBT

PARTICIPATORY PLANNING AND DEVELOPMENT

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Locals’ Roles and Responsibilities

• Part of the product, producer, supplier, worker, user, owner, investor and beneficiary

• providing information, knowledge, experience, and effort to develop the right CBT destination brand

PARTICIPATORY PLANNING AND DEVELOPMENT

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CBT DEVELOPMENT PHASES

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Feedback for improvement

Enabling Policy Framework

Financial resources

All-Inclusive Organization

Strategic Partnerships

Empowerment of locals

Education - hosts & guests

Continuous & Extensive Research

CBT with a Business Approach-

Marketing, Branding

Continuous Feedback

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CRITICAL FACTORS ACROSS ALL PHASES

ENABLING POLICY FRAMEWORK

Enable local governance and equity

Provide land tenure and access rights

Allocate and mobilize financial resources

Provide loans with reasonable terms

Allow tax breaks to encourage investment

Legalize and license CBT enterprises

Provide licensing, certification, standardization

and awards 11

FINANCIAL RESOURCES

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Government Technical help needed for successful loan application Regular sensitization workshops for the lenders Fiscal incentives to encourage investment in CBT projects Emphasis on socio-economic and environmental impacts Promoting CBT products internally

FINANCIAL RESOURCES

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Lenders Understanding attitude Reasonable time frames for processing loan applications Flexibility in criteria Soft loan packages with creative repayment terms Special financial packages

ALL-INCLUSIVE ORGANIZATION FOR…

Transfer of management roles and

responsibilities to locals

Resolving issues of resistance and conflicting

interests

Sustainable use of resources and public land

Equitable distribution of benefits, inclusive of

the deprived individuals and groups

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STRATEGIC PARTNERSHIPS

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Universities - For demand in educational

travel and research in: Product and service quality Market trends Internal community issues Critical sustainability factors

o economic (jobs, income) o social and cultural (values, dress code) o environmental and ecological

EMPOWERMENT OF LOCALS

Authorities

Intermediaries

Locals

Authorities

Intermediaries

Locals

Sustainable Tourism CBT

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EDUCATION OF LOCALS

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Raising community awareness and sensitizing

Building social capital- partnership and networks

Building individual

Individual and institutional capacity building in:

o Appropriate business conduct-

managerial/supervisory/operative level

o Managing sustainability

EDUCATION OF TOURISTS

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Learn local language.

Spend money locally.

Learn about local customs.

Travel in a spirit of humility.

Do not make false promises to your hosts.

Have a genuine desire to learn about hosts.

Ask for permission to avoid intrusion and violation.

Be generous, the ‘bargains’ are possible with low wages.

You are one of many tourists, do not expect special privileges.

Remember you don’t know all the answers, listen and observe.

Avoid picking, removing or damaging wildlife and environment.

Remember local time and space concepts are different from your own.

Adapted from the guidelines prepared by the Center for Responsible Tourism (www.icrtourism.org),

available at http://livingheritage.org/tourist-ethics.htm

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CONTINUOUS AND EXTENSIVE

RESEARCH

• Hosts • Guests • Products • Competitors • Environment • Strengths • Weaknesses • Opportunities • Threats

• Strengths to take advantage of opportunities • Threats to avoid threats

CBT WITH A BUSINESS

APPROACH

Developing CBT as an add-on product

Balancing authenticity and demand

Continuous investment

Innovation in diversifying

Augmenting static with dynamic

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MARKETING APPROACH

CBT with a destination branding vision CBT and destination branding meet in the common

premises require the same condition for success:

collaboration and consensus with a bottom-up approach to empower local communities

induce high morale, national pride, team spirit, and high living standards and quality of life

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CBT DESTINATION BRANDING

Through research for a sound situation analysis

CBT brand has to be in line with the general destination brand for the entire country or region for effectiveness and efficiency

e.g. a CBT site in New Zealand, branded as ‘the purest spot in NZ’ to align with the ‘%100 Pure New Zealand’

CONTINUOUS FEEDBACK

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ISSUES POTENTIAL INDICATORS

Average expenditure/length of stay = average spend

per visitor by type

VISITOR Occupancy rates of licensed accommodation per

month

FLOWS Total number of tourist arrivals (mean, monthly,

peak periods)

Change in number of guest nights at commercial

accommodation

TOURIST Level of satisfaction of visitors

SATISFACTION Percentage of returning visitors

Perception of value for money

Some criteria to measure business issue areas developed by SNV http://www.snvworld.org/sites/www.snvworld.org/files/publications/a_toolkit_for_monitoring_and_managing_community-based_tourism.pdf

CBT Cases in written media

Successful CBT Organizations

Botswana

New Zealand

Korea

Kyrgyzstan

Malaysia

Gambia

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CBT CASES FROM WORLD & COMCEC REGION

EXAMPLES OF BEST PRACTICES

CBT CASES IN WRITTEN MEDIA

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SUCCESSFUL CBT ORGANIZATIONS

Namibia Community-Based Tourism Association

(NACOBTA) - 1995

Indonesia Ecotourism Network (INDECON) - 1995

Cambodia Community-Based Ecotourism Network

(CCBEN) - 2002

Kyrgyz Community Based Tourism Association -

“Hospitality Kyrgyzstan” (KCBTA) - 2003

Thailand Community based Tourism Institute (CBT-I)

- 2006

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BOTSWANA: KHAMA RHINO SANCTUARY TRUST

A unique Community-Based Natural Resource

Management (CBNRM) program

Initiated for sustainable development of rural areas

Best Practice Point: A code of CBT conduct

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NEW ZEALAND: TAMAKI MAORI VILLAGE

Shaped by growing demand by tourists Tamaki Taori Village by Maori brothers in 1990 Best Practice Point: Congruence between

commercial and cultural interests

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KOREA: SONGUP FOLK VILLAGE

An important heritage site in 1980

Continuous financial support from the

government

Best Practice Point: Division of labor

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KYRGYZSTAN AND CENTRAL ASIA:

“HOSPITALITY KYRGYZSTAN”

Currently 18 CBT initiatives in Kyrgyzstan

The first launched in the village of Kochkor in 2000

In 2003, formed an umbrella organization (KCBTA)

The success encouraged the launch of a regional CBT

network

Best Practice Points: 1) Local organization, 2)

Branding

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MALAYSIA: BARIO HOMESTAY PROGRAM

Home to the Kelabit people

The home-stay (guest house)

Initiated by the son of the village

headman

Tourism accelerated in the late 1990s

Best Practice Point: Use of

Internet in marketing

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GAMBIA: TUMANI TENDA ECOTOURISM CAMP

Started in 1999 by the local Jola people

Christian and Muslim families living together

harmoniously

Fully initiated and managed by the locals

Best Practice Point: Facilitation of all-inclusive

participation by social structure

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LESSONS LEARNED

Beneficiary groups

Resources, attractions, activities

Challenges

Benefits

Costs

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COMCEC REGION POTENTIAL

Abundant tourist assets

Curiosity and demand from tourists

Untapped labor force (youth and females)

Land open for development

Lower rate of exchange

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COMCEC REGION POTENTIAL

• Shared landscape combined with location on

ancient trading routes such as the Silk Road

• A unique natural diversity and yet a shared cultural

history

• Each country/culture may possess its own

characteristics

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COMCEC REGION POTENTIAL

• Other Islamic nations in the short run • The equilibrium of familiarity and novelty • Other nations in long run • To generate positive public opinion about

the true nature of Islam • As an integrated goal of international

diplomacy

SUGGESTIONS FOR COMCEC

Legal and institutional support

Local governance, equity and

capacity

Development, management,

marketing and control of CBT

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IMMEDIATE ACTIONS FOR COMCEC

Strategic partnerships and

networking

Information sharing

Website development

Social media

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