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CREATE A GOOD FIT: A COMMUNITY-BASED TOURISM PLANNING MODEL David P. Pinel Pinel & Associates Community Research & Planning (Canada) Abstract: Communities are rarely at the helm and resource planning. Tourism planning can of the tourism planning and development that then better inform and influence other socio- affects them. This paper describes a Community- cultural, resource use, and economic decision Based Tourism Planning (CBTP) Process Model processes. With more explicit local guidance, and case study. This places otherwise common tourism development can better avoid typical strategic planning and community development “host-guest” conflicts and stereotypes, and can principles into a tourism planning approach. stimulate more clear stewardship of tourism re- This provides a comprehensive framework for sources. This increases the ability of all stake- steering tourism planning toward becoming a holders to guide a better fitting, longer lasting, beneficial and lasting fit with other aspects of and less depleting tourism industry in concert community and area well-being. This CBTP with local needs, desires, abilities, and capacity. approach relies on initial and ongoing assess- ment of stakeholder experiences, concerns, hopes, Keywords: planning, community assessment, fears, and dreams to guide tourism-related deci- community development, integration, new mod- sions. els/old concepts A community assessment case study in the Kyu- quot Sound area, a remote coastal tourism set- Introduction: The Concept ting on Vancouver Island, British Columbia, demonstrates the potential of using tourism This paper highlights findings and insights planning as a stimulus for other aspects of com- 1 munity communication, organisation, and de- from a community assessment case study . velopment. The depth of community-generated and associated Community-Based Tourism 2 insights depicts an otherwise untapped local ex- Planning (CBTP) Process Model (Figure 1). pertise about their tourism situation. This case The CBTP Model proposes that tourism study assessment reveals that the Aboriginal and planning should build from an awareness of Non-Aboriginal residents, tourism operators, community values and organisational needs and other stakeholders share many tourism- to guide more locally-appropriate tourism related perspectives that were otherwise not be- development that fits with other community ing discussed or acted upon. This is a powerful needs, initiatives, and opportunities. This example of how local stakeholder wisdom can brings otherwise established strategic plan- correspond closely with general principles of ning and community development princi- ecotourism and sustainable tourism develop- ples to tourism planning practices so that ment. This suggests significant latent benefits of stakeholders (residents, operators, govern- shifting toward tourism decisions that are more ment) can together guide a more sustainable community-based instead of only market- or ex- and consistent tourism industry for com- pert-driven. munities, not at the expense of communities and local ecosystems. This CBTP approach can be particularly relevant for areas facing difficult transitions from dwin- In planning and development theory and dling or collapsed resource-based economies. It practice, local citizen and stakeholder input can provide a social and perceptual inventory are increasingly stressed as necessary ele- that complements more accepted biophysical, ments for accepted and effective decisions supply, or demand inventories used in tourism which balance economic, social, cultural, 278 Pinel and environmental factors (Hutchison, 1998; the aspirations of affected communities or Friedman, 1987; Verhelst, 1987). Similarly, local residents in a “destination area”(Reid there is a growing and more genuine appre- et al., 1993). ciation of the need for increased community involvement in tourism planning (van This paper first describes the Community- Harssel, 1994; Prentice, 1993: 218; Boo, 1990: Based Tourism Planning Process Model 48; Murphy, 1985) to help preserve and (Figure 1), then provides a brief profile of maintain unique, special, or valued local the case study context, process, and out- features and tourism attractions. Such plan- comes. Of significant note are the potential ning can better prepare a community to Guiding Elements for Tourism Planning “adapt to the unexpected, create the desir- (Figure 2) that were generated by—and able, and avoid the undesirable . . . [and] for—the case study area stakeholders. These promotes the opportunity for improving the Guiding Elements are summarised before total community rather than improving one further discussing the relevance and practi- part of the community at the expense of cal considerations of applying the CBTP other parts” (van Harssel, 1994: 208). This Process Model elsewhere. does not suggest that every tourism decision must be made on a community-wide con- sensus basis. Instead, direction can come CBTP Process Model from a set of periodically refreshed guide- lines or principles generated by the many Some assert that, “All travel is linked with stakeholders. communities no matter how urban or re- mote the purpose may be. This inescapable In corporations and institutions, values and fact can be a blessing or a curse depending visions are commonly clarified at the outset upon how well a community accepts its of strategic planning processes and form the tourism role and maintains a balance be- basis of short- and long-term decisions and tween traveller and resident development actions. A similar approach can be used as and management” (Gunn, 1988: 241). Rather the basis for tourism planning. This ac- than “accepting their role”, CBTP promotes knowledges that “Community demands for that the community should define their active participation in the setting of the tour- own—and the tourism industry’s—role. To ism agenda and its priorities for tourism accomplish this, a community needs to cre- development and management cannot be ate opportunities for stepping back from ignored” (Inskeep, 1991: xi). Though more tourism marketing and product develop- time-consuming than a top-down approach ment pressures. Then, stakeholders can to planning and development, when a evaluate their tourism experiences and local community guides their own development, values while setting a direction for their “the results are often longer lasting and own tourism development in partnership more effective over the long-term” (Reid, with other significant stakeholders. This Fuller, Haywood, and Bryden, 1993: 71, In- community-based approach is fundamen- skeep, 1991: 27). Making and pursuing con- tally linked with a “belief in human poten- scientious and co-operative choices for tial for favorable growth” (Biddle and community development requires patience Biddle, 1965: 58) which relies on community and perseverance from all stakeholders. members having a positive view and under- standing of their own potential (van Willi- Independent operator initiatives, govern- gen, 1986: 97; Freire, 1968). ment promotion, and market responses to tourist demands commonly drive tourism CBTP relies on an initial and periodic com- development. As a result, tourism planning, munity assessment process (Phase 1, Figure development, and marketing typically focus 1) that harnesses the experience, expertise, on tourist trends and desires, thereby insuf- ficiently identifying, upholding, or pursuing Pinel 279 l 1998a) e m Pin fro pted a (ad l e d o ess M c o Pr g Plannin m uris -Based To ity mmun 1. Co e Figur 280 Pinel desires, and support of local residents to- This CBTP Process Model emphasises the gether with tourism operators and other need for catalysts from events or individuals stakeholders (government, organisations, to initiate an assessment process, and to and industry). Such assessment can generate keep the process going through tasks that an inventory of perceptions about tourism- stimulate co-operation, trust, tourism related changes (experiences, concerns, awareness, and links with the broader hopes, fears, and dreams). This “social or community development context. The actual perceptual inventory” can complement “little steps” will vary by community and other tourism resource inventories (infra- depend on previous experiences from work- structure, services, attractions, biophysical ing or planning together. The success or features, and cultural features) for making failure of reducing negative tourism impacts more informed and accountable decisions on communities and ecosystems clearly de- while building organisation and infrastruc- pends on how relationships are valued— ture capacity. relationships between people, and between people and their ecosystems. Careful thought and discussion about “what matters to us”, “what we can offer”, and “how we want tourism to affect our Case Study Background home/community/area” can help to chart a clear course with guiding principles for local The Kyuquot Sound area on the Northwest tourism planning and development. This coast of Vancouver Island is one of the is- process is invaluable when rural, remote, land’s last remote coastal tourism destina- and First Nations communities are in- tions, and has one of the most isolated volved—where there are often close com- communities of its size. By most accounts, munities, shared lands, common resources, tourism activity is slowly increasing here, and sensitive cultural heritage. Similarly, in but has not yet seriously influenced local more populated destinations, insightful planning and development in the commu- guidance and collaboration can emerge from nity and surrounding wilderness and pro- an assessment process within the many lay- tected areas. During Kyuquot’s two month ers or sectors of the community, i.e., “the peak tourism season in 1997 (July and Au- many communities” affected. gust), the four sportfishing lodges, three B&Bs, and one sea kayaking and marine Community-based tourism planning is tour company were operating at about 60% about: 1) introducing more “strategic” and of their combined capacity of about 90 cli- “future” thinking or visioning to tourism ents/day. There is currently no monitoring development; 2) relying on residents and of recreational tourist numbers, however, a community leaders as their own “experts” rough estimate is that commercial tourism about community needs and desirable tour- accounts for approximately one sixth of visi- ism influences; and 3) providing opportuni- tors to the area. Though not promoted as ties to clarify community strengths, chal- such, the many provincial protected areas lenges, obstacles, and opportunities for so- 3 cial, economic, and ecological well-being. (Parks and Ecological Reserves) adjacent to CBTP encourages and facilitates reflection Kyuquot Sound are undoubtedly tourism about how a “destination” is also a “home” draws. Tourism is creeping northward on (for residents, flora, and fauna). Tourists are Vancouver Island and the people of Kyu- more likely to appreciate and return if they quot are only beginning to more carefully feel a “good fit” between aspects of “desti- consider its implications and opportunities. nation” and “home” rather than experienc- ing tourism as a source of tension or nega- In the peak of the summer, there are an es- tive impacts. timated 300 seasonal and full-time residents. About two thirds of this population are from the Ka:’ yu: ‘k’ t ‘h’ (Kyuquot) and
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