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Applying the CBTP Process Model
The CBTP Process Model
(Figure 1) makes the following three assumptions:
• That local capacity building and organisational development can be
most effectively guided using the
knowledge and insights of stakeholders.
• That most stakeholders can look beyond their immediate circumstance.
• That with community values identified, most stakeholders will move
together toward acknowledged desires that respect local area and
community well-being.
As noted earlier, these assumptions relate to
community development and strategic
planning principles. The facilitated community assessment case study has shown that
the first and second of the above assumptions are realistic, and that the third may be
a reasonable expectation. Only time and examples of CBTP initiatives elsewhere will
provide more insights about the value of
this Process Model and validity of its assumptions.
A CBTP approach doesn’t ignore or preclude more market-conscious tourism planning and development, but first establishes
a common framework for shaping a locally
appropriate tourism industry. In the CBTP
Process Model, the three major feedback
loops (for community assessment, with
community development, and for refining
the tourism products and services) allow for
tourism development to be guided and massaged by community, area, and marketconscious inputs. Subsequent assessments
could be done after every tourism season,
once a year, or at two- or three-year intervals—the frequency would depend on the
intensity of tourism pressures, other shifts in
the local planning context, and stakeholder
satisfaction. The specific community approach taken will vary by population size,
cultural context, local need, tourism intensity, seasonality, and previous tourism
planning efforts. Nevertheless, the CBTP
concepts and framework can remain the
same.
Along the planning path, it is the recipe of
individuals—their talents, skills, experience,
limitations, commitment, time, patience, and
perseverance—which ultimately determines
the success of any community-based process. Stakeholder alienation, turnover, attrition, and burnout can leave a well founded
process stalled or unable to progress along
an accountable decision path. Personality
dynamics and seemingly unrelated personal
demands and agendas can block, accelerate,
or accentuate positive planning outcomes.
With every tourism season and cycle of
growth or decline, the roles, influence, and
relationships of tourism stakeholders
change (Reisinger, 1994; Smith, 1977). Accordingly, community-based tour-ism planning can be pursued as a flexible and responsive process instead of as the quest for a
rigid plan.
Applying the CBTP Process Model
The CBTP Process Model
(Figure 1) makes the following three assumptions:
• That local capacity building and organisational development can be
most effectively guided using the
knowledge and insights of stakeholders.
• That most stakeholders can look beyond their immediate circumstance.
• That with community values identified, most stakeholders will move
together toward acknowledged desires that respect local area and
community well-being.
As noted earlier, these assumptions relate to
community development and strategic
planning principles. The facilitated community assessment case study has shown that
the first and second of the above assumptions are realistic, and that the third may be
a reasonable expectation. Only time and examples of CBTP initiatives elsewhere will
provide more insights about the value of
this Process Model and validity of its assumptions.
A CBTP approach doesn’t ignore or preclude more market-conscious tourism planning and development, but first establishes
a common framework for shaping a locally
appropriate tourism industry. In the CBTP
Process Model, the three major feedback
loops (for community assessment, with
community development, and for refining
the tourism products and services) allow for
tourism development to be guided and massaged by community, area, and marketconscious inputs. Subsequent assessments
could be done after every tourism season,
once a year, or at two- or three-year intervals—the frequency would depend on the
intensity of tourism pressures, other shifts in
the local planning context, and stakeholder
satisfaction. The specific community approach taken will vary by population size,
cultural context, local need, tourism intensity, seasonality, and previous tourism
planning efforts. Nevertheless, the CBTP
concepts and framework can remain the
same.
Along the planning path, it is the recipe of
individuals—their talents, skills, experience,
limitations, commitment, time, patience, and
perseverance—which ultimately determines
the success of any community-based process. Stakeholder alienation, turnover, attrition, and burnout can leave a well founded
process stalled or unable to progress along
an accountable decision path. Personality
dynamics and seemingly unrelated personal
demands and agendas can block, accelerate,
or accentuate positive planning outcomes.
With every tourism season and cycle of
growth or decline, the roles, influence, and
relationships of tourism stakeholders
change (Reisinger, 1994; Smith, 1977). Accordingly, community-based tour-ism planning can be pursued as a flexible and responsive process instead of as the quest for a
rigid plan.
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