ACTION 1 WHY TOURISM ? • Why not the other economic sectors? • With little prior knowledge about tourism, local communities are surprisingly accommodating, in the hope that tourism would bring in better economic benefits. • Their positive although naive view of tourism is largely influenced by outsiders (government officials and NGOs). 44
ACTION 2 DETERMINING THE ROLE OFTOURISM Roles of tourism • An alternative and lucrative source of livelihood & income • A tool to justify conversation efforts • A training ground for future participation in other economic sectors 45
ROLE 1 TOURISM AS ANALTERNATIVEAND LUCRATIVE SOURCE OF LIVELIHOOD ANDINCOME Wildlife Tourism (Whale Watching) Industry at Kaikoura, New Zealand 46
ROLE 2 TOURISMAS ATOOL TO JUSTIFY CONSERVATION EFFORTS Preservation of Sundanese Art by Saung Angklung Udjo (SAU), Bandung, Indonesia 47
ROLE 3 TOURISMASA“TRAINING GROUND” FOR FUTURE PARTICIPATION IN OTHER ECONOMIC SECTORS MESCOT, the CBT initiator at Kg. Batu Puteh has worked with the Sabah Forestry Department (SFD) for more than 10 years, in supporting of the protection and conservation of the Supu Forest Reserve. Before After 48
ACTION 3 CARRYING OUTA SITUATIONAL ANALYSIS 1. What does the community expect to gain from CBT? a) Increased income b) Employment opportunities c) Upgrade the quality of life style d) Complement the current physical development 2. Determine Community Values, Attitudes, Aspiration and Concerns a) Pride in community b) Conserve local culture c) Sense of ownership 3. Identify the Labour Force Needs For Tourism a) Level of education b) Previous occupation c) Current occupation d) Special skills OUTPUT : THE COMMUNITY’S LEVEL OF READINESS FOR TOURISM a) Resources (culture/heritage/nature/coastal) b) Community attitude c) Special skills d) Available capital e) Indigenous 49
Your Logo or Name Here Once a community decides to embrace tourism, educating and preparing the community are crucial. Source : Handbook on Community Based Tourism "how to Develop and Sustain CBT" STEP2 : EDUCATEAND PREPARE THE COMMUNITYFOR TOURISM 50
Your Logo or Name Here Action1 : CONDUCT PRELIMINARYWORKSHOPS b. Evaluate and rank the proposed activities in the form of a “Top 10 Attractions/Activities” ✓ Bring together the entire community to discuss and identify the resources and activities within the village that would appeal to tourists. a. The form of a BRAIN STORMING exercise ✓ Give the opportunity for everyone to make suggestions ✓ Inventory of tourism resources (Natural Areas, Cultural Resources, Visitor facilities or services) 1. Identifying potential tourism activities to be developed and promoted 51
Your Logo or Name Here 3 Inventory of Tourism Resources Natural Areas • National Parks / forests • Lake • Waterfalls • Vegetation • Beaches Cultural Resources • Muzuems • Galleries • Festival / traditional events • Local food • Traditional lifestyle • Traditional music/dance • Traditional games • Crafts Visitor facilities or services • Accommodatio n • Food Stall • Souvenir shops • Tourist Information Centre • Public Toilet • Signboard / Signage • ATM / mosque Examples : Examples : Examples : 52
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Your Logo or Name Here Source : Handbook on Community Based Tourism "how to Develop and Sustain CBT" Action1 : CONDUCT PRELIMINARYWORKSHOPS 2. Developing linkages with surrounding tourism attractions ✓ For instance, Misowalai is sold as part of the Lower Kinabatangan Wildlife Sanctuary. Sabah 55
Your Logo or Name Here Action1 : CONDUCT PRELIMINARYWORKSHOPS 2. Developing linkages with surrounding tourism attractions Determine how the village can be positioned and packaged as part on attraction tourism destination of corridor HOW ??? • Identify the surrounding resources •Carry out an inventory of surrounding resources (location/distance/uniqueness/physical and etc. •Develop corridors and packages Misowalai is sold as part of the Lower Kinabatangan Wildlife Sanctuary” A particular village will not have the strength to stand on its own as a tourism destination 56
Your Logo or Name Here » Misowalai Homestay as a part of the Lower Kinabatangan Wildlife Tourism Corridor » Lower Kinabatangan Wildlife Sanctuary rich with Cultural Heritage & Natural Biodiversity. ❑ Primates species : Proboscis monkey, Borneon gibbon, three languor species, orang utan and hornbill species ❑ Wildlife and endangered species including three species of otters, seven species of civet cats, sub bear and Borneo pygmy elephant ❑ Wetlands, limestone caves and lakes ❑ More than 10 different language dialects spoken ❑ River People (the local people) ❑ Trade of forest produce by local people – incense woods, ivory and edible birds nests. 57
Your Logo or Name Here Action1 : CONDUCT PRELIMINARYWORKSHOPS 3. Organising workshop on involvement of different sections of community ✓ For instance, Misowalai is sold as part of the Lower Kinabatangan Wildlife Sanctuary. » Identify the types of contribution (e.g. services/ entrepreneurship and etc.) » Develop specific bureaus » Local youth, women, children, men » Guides, cultural performers, caterer, housekeeping, etc Source : Handbook on Community Based Tourism "how to Develop and Sustain CBT" Activities carried out by Kuku YalanjiCommunity 58
Your Logo or Name Here Action1 : CONDUCT PRELIMINARYWORKSHOPS 4. Identify training needs community 5. Developing and conducting advanced training modules ✓ identify the gaps in their knowledge and skills. Suggested Training Modules : Interpretation & Communication Service Skills Marketing Strategies Basic Computer Skills Proficiency in Foreign Languages Visitor Managements 59
Your Logo or Name Here 11 Capacity Building Modules at Ta Phin Village, Vietnam Capacity Building Modules Homestay and Product Development 5 weeks Food Safety 3 weeks Guiding 3 weeks Health, specifically HIV/AIDS Awareness 1 week Sanitation and Maintenance 1 week First Aid 1 week English 2 weeks Conservation 1 week 60
Red Dao Ethnic Minority Local Life 61
Your Logo or Name Here STUDY TRIP& “COMMUNITY TO COMMUNITY” TRAINING Action2 : • To expose community to real life situation • To enhance the production, tourist experience and service quality • Hands-on experience of service skills, marketing strategies, interpretation and communication requirements as well as management skills • Ideas for the reduction of site impacts • 2 phase of Study Trips i. Study trips to surrounding areas within the state ii. Study trips to other states or overseas Action3 : FORMULATION OF TRAININGMANUAL • With the documentation of the training modules and instructions in the manual, although the management committee and trainers may change in the future but the training structure and system will remain intact. 62
Your Logo or Name Here https://www.youtube.com/watch?v=NGmTtz3FE8s Sustainable Thailand: Community-Based Tourism and Conservation 63
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CAPACITY BUILDING & LEADERSHIP DEVELOPMENT CHAPTER 3 : COMMUNITY BASED TOURISM 65
Your Logo or Name Here Course Learning Outcome (CLO) CLO 1 Apply basic concept of Community Based Tourism (CBT) in the tourism industry planning development CLO 2 Organise resourcefully Community Based Tourism (CBT) development programme for the local community CLO 3 Demonstrate suitable knowledge of leadership and responsibilities skills in Community Based Tourism (CBT) development effectively 2 Upon completion of this course, students should be able to:- 66
3.1 Describe education and training needs of community 3.2 Explain the CBT leadership development planning CHAPTER 3 : 67
Your Logo or Name Here Education And Training Needs Of Community 3.1 Describe Education And Training Needs Of Community 68
Your Logo or Name Here CCB can be defined as “Activities, resources and support the strengthen the skills and abilities of people and community groups to take effective action and leading roles in the development of their community Community capacity building (CCB) Describe activity to enhance leadership skills, group problem solving, collaborative methods and substantive understanding of community assets, problems and opportunities among organized, participating community residents. 5 McNeely 1996 National Occupational Standards https://www.youtube.com/watch?v=cgblAIiP1N4&list=PLr-YeZpLfzsUgyEVt7bhz-LiKDU2vYfan CBT Vietnam - An Introduction 69
Your Logo or Name Here Based on the video shown, what are the importance of education and training needs? ACTIVITY 70
Your Logo or Name Here 3.2 Community Capacity Building (CCB) 7 • Tourism is a community development tool used by many local communities to promote community economic development. In relation to this, local community leaders play a vital role in addressing tourism issues. Meanwhile, tourism development and CCB programs have increasingly placed emphasis on community development. • Community capacity in tourism development can be seen as the capacity of the people in communities to participate in tourism activities (Cupples, 2005), where tourism developers often have the tendency to invest in community training and CCB as a way of contributing to long-term community development. • Tourism development in local communities cannot be successful without the participation of community leaders and community residents. 71
Your Logo or Name Here CCB can be defined as “Activities, resources and support the strengthen the skills and abilities of people and community groups to take effective action and leading roles in the development of their community Community Capacity Building (CCB) Describe activity to enhance leadership skills, group problem solving, collaborative methods and substantive understanding of community assets, problems and opportunities among organized, participating community residents. 8 McNeely 1996 National Occupational Standards 72
Your Logo or Name Here CCB is about supporting people in communities to develop the skills and knowledge that they need to enable them to work together to bring about the positive charge they want to see within their own communities. Pasar Terapung Pulau Suri, Kelantan. 73
Your Logo or Name Here 10 STEP 3 : IDENTIFY AND ESTABLISH LEADERSHIP/ LOCAL CHAMPION • The success of CBT projects is essentially dependent on leadership and organization. • The continuity support from the community is the presence of a strong leader who commands respect. • The job title or designation of the leader is not important compared to his/her commitment, dedication and passion for the job. • The leader should be termed as the local champion. • Local champion must have many positive qualities but the most essential prerequisite is the ability to galvanize and transform the community. • A local champion breeds local champions. 74
Your Logo or Name Here 26 LOCAL CHAMPION • “Local Champion” that represent the leaders who are involved in Community-Based Tourism (CBT) -Hamzah and Khalifah (2009) • The local champion concept is one that has not been clearly defined in the literature especially in community engagement and participation. • The leader can be a government appointed project manager, a dedicated volunteer hired by an NGO or a self-appointed spokesperson for the community. • To be exact, the leader should be termed as the local champion, and many of the local community activities are driven by local champion. • Local Champion is proved as one of the driven factors that influence the performance Community Based Tourism and community development in rural tourism destination. • Initially, in the beginning process of set up the local community participation in tourism project, most of the common issues and problem facing are lacking tourism resources and limited capital to start with however, the ability of local champion to provide platform to facilitate can be powerful force for CBT 75
Your Logo or Name Here Your Logo or Name Here LOCAL CHAMPION • The concept of local champion has been started in line with the development of Homestay Programme in Malaysia as Shariman Hamdan who a pensioner school teacher was, passionately initiate the Desa Murni Homestay in Pahang. • Through his networking with international relations, he managed to attract Japanese tourist to came to Pahang and experience the Malaysia Homestay Programme. • Having vast experienced managing and operating homestay programme, Shariman considered as a pioneer local champion in Malaysia who are drive forward the culture and quality experience of the local community to other level. 76
https://www.youtube.com/watch?v=21SO688fYSY Your Logo or Name Here #SPM - BINGKISAN KAMPUNG HOMESTAY DESA MURNI DI TEMERLOH, PAHANG 77
Your Logo or Name Here 14 Local Champion Patient Courageous Good Communicator Visionary Trustworthy Innovative Sensible Disciplined Resourceful Proactive 78
Your Logo or Name Here Local Champion ~ Bill Solomon ~ 15 In 1987, a local Moari leader at Kaikoura ( Bill Solomon ) could foresee that the fishing industry and railway services that had for decades provided the local community with jobs were at the point of collapse. At the time when wildlife tourism was unheard of, he proposed the idea of purchasing boats to be used to transport tourists on whale watching trips off the coast of Kaikoura. Since government agencies and financial institutions were not willing to provide either financial assistance or credit facility, Bill had to convince four other elders to mortgage their homes to finance the purchase of the boats. Whale watching industry grew from strength to strength and today Kaikoura attracts about 130,000 tourist annually. In the development of CBT at Kaikoura, Bill played a crucial role as a true local champion and had also managed to nurture a second line of local champions before passing on 79
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COMMUNITY ORGANIZATION, NETWORKING & PARTNERSHIP Chapter 4 COMMUNITY BASED TOURISM 82
COURSE LEARNING OUTCOME (CLO) Upon completion of this course, students should be able to:- CLO 1 Apply basic concept of Community Based Tourism (CBT) in the tourism industry planning development CLO 2 Organise resourcefully Community Based Tourism (CBT) development programme for the local community CLO 3 Demonstrate suitable knowledge of leadership and responsibilities skills in Community Based Tourism (CBT) development effectively 83
COMMUNITY ORGANIZATION ✓The leader or local champion should attempt to establish a community organization that is capable of planning, operating and promoting CBT projects ✓Community organisation should include every section of the community especially the women and youths. 84
Source : Handbook on Community Based Tourism "how to Develop and Sustain CBT" 85
1. TOURISM PRODUCT LIFE CYCLE ▪ Having the passion for the job and the desire to serve are two important qualities hat the office bearers should possess. ▪ The professionalism and know how required to operate a successful tourism business were lacking but these shortcomings were often compensated by their drive and dedication ▪ The nature of the CBT business in the initial stages was small scale and hence, did not require great expertise. Community Organisation Is Initial Phase Of CBT - Drawing Solely From The Talents Within The Local Community STAGE 1: 86
▪ As CBT projects matured and become part of mainstream tourism the business dimensions and relationships with other stakeholders in the industry has also became more complex. ▪ Destination/village inevitably has attracted more diverse market segments, each with different needs. ▪ Volunteer based organization was not able to cope with these changes which led to the reduction in the quality of the tourist experience, which in turn, resulted in a drastic drop in tourist arrivals Community Organisation As CBT Project Matures – Seeking Professional Help Without Sacrificing Community Structure 1. TOURISM PRODUCT LIFE CYCLE STAGE 2: 87
2. IDENTIFY ROLES OF CBT ORGANISATION ▪ Creating specific bureaus for them. ▪ Designation of roles should be based on the talents available ▪ In most of the case studies, local youths are suited for the role of guides, boatmen and cultural performers. Meanwhile the local women are often entrusted to handle community feasts, housekeeping and the production of handicrafts. a) Empowering Women And Youths 88
▪ Once the system is in place, it should then provide the direction to guide the community in implementing CBT ▪ The locals should also be informed about the likely impact of tourism, how it will change their lives and the sacrifices that they would have to make ▪ The lack of common vision was the main contributing factor towards the intense jealousy felt by sections of the local community at Kaikoura ▪ Having formulated a common vision, the organisation should then set realistic targets, taking into consideration factors such as the community’s level of education, skills and training gaps b) Formulating A Common Vision But Realistic Targets 89
▪ Nurturing an anti handout mentality is an essential task for the organisation to undertake right from the beginning of the CBT project to ensure its sustainability ▪ Misowalai Homestay can proudly show tourists their Eco Camp which, although funded by a government agency, was totally built by the locals c) Nurturing An Anti Handout Mentality/ Anti Subsidy Attitude ▪ Manage the income and expenditure related to the CBT projects. ▪ Locals could also obtain micro credit at low interest to start small businesses ▪ Small percentage of any income derived from tourism projects and activities should be channeled to the community fund to be used for socio-economic development such as buying computers for the local youths and children d) Establishing A Community Fund 90
STEP 5 : DEVELOP PARTNERSHIPS • CBT would have reached the crossroads in which the next path is to build on its competitiveness. • Central to its efforts in enhancing competitiveness is the establishment of partnerships with key stakeholders 91
THE IMPORTANCE OF PARTNERSHIPS ❑ Cohesive, shared objectives and vision, increasing the likelihood of successful delivery ❑ Co-ordination of development and marketing budgets and activities ❑ Improved communication and understanding, and mutual respect between local authority and industry ❑ Improved resource efficiency 92
THE IMPORTANCE OF PARTNERSHIPS ❑ Non-duplication of activities ❑ Co-ordinated market intelligence, research and development activities ❑ A collective "voice" for the industry, increasing power and influence ❑ Engagement of industry and the community to deliver sustainable tourism objectives ❑ Co-ordinated, targeted and cost-effective marketing/promotion 93