Travel Reference
In-Depth Information
well-intended) interests to stimulate tourism may focus on particular agen-
das that may have little to do with greater community good and develop-
ment
?
(Albrecht, 2011).
Developing a community vision
One of the biggest challenges to sustainable community development
through tourism is dealing with multiple stakeholders who may hold differ-
ing interests and values with respect to development and tourism. Among
the various stakeholder management approaches, partnerships are advocated
by Bramwell and Sharman (1999), networks by Dredge (1996), and multi-
stakeholder collaboration by Jamal and Getz (1995) and by Hall (2000), who
also notes the important role of government in sustainable tourism develop-
ment (good government presumably). As various examples in the previous
section indicate, community development and cultural empowerment
through tourism at the local level are insufficient to focus on alone - plan-
ning, policy and politics in relation to state, national and global interests and
stakeholders need to be taken into account. Tosun (2000) warns of the chal-
lenges of well-organized elites that may prevent meaningful resident partici-
pation or CBT (see also the example of Quintana Roo, Mexico, described
earlier). How then can diverse values and beliefs be addressed for community
well-being ('good') in this complex political planning domain
?
Community round tables, living room discussions, campfire discussions
and community gatherings have been used to bring community residents
together in joint dialogue (see Gill & Williams, 1994, for example). Commu-
nity tourism-related organizations or local community-based committees
have been formed in ecotourism and CBC initiatives in developing regions
(see examples above). In developed countries accustomed to strategic plan-
ning processes, once a decision has been arrived at to initiate CBT, a com-
munity vision statement developed with broad-based public input has been
seen to be helpful to provide a long-term projection of the community's aspi-
rations and ideals, based on its current state and the values that it holds as
being important to community well-being. A review of the tourism vision
statement can be done every few years, unless drastic changes in the com-
munity's direction and future require a more immediate revision.
The vision statement of the popular winter and summer destination of
Revelstoke, British Columbia, Canada, is shown below. Wishing to shape
their own future and create an integrated expression of community values,
the community leaders of this town of 8000 inhabitants initiated a vision-
ing exercise in November 1991. An interdisciplinary team was formed,
called the Revelstoke Community Vision Committee, whose members con-
sisted of 37 citizens from various sectors of the community. Visionary
speakers were hosted, and a facilitator appointed. By May 1992, a draft
vision was formed, which sought for the historic alpine town to be a leader
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