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Definition of Tourism Technology

>> Sunday, June 10, 2007

Definition of Tourism Technology
The convergence of industries has forced people to create terminology such as information technology, biotechnology, ubiquitous technology and even cultural technology to explain frequently talked about topics. Tourism Technology is a term that encompasses all social, cultural, managerial, and value-adding activities of the tourism industry. Tourism Technology also incorporates and encourages technological advancements and economic development in the tourism industry.
The Origin of Tourism Technology
"Tourism Technology", initially based on the concept of cultural technology, is a more comprehensive term covering knowledge used to add to the value of tourism products on a micro level and the management of the travel and tourism industry on a macro level. New tourism products are also the end result of tourism technology combining with other industries. These include medical tourism, educational tourism, agricultural tourism, marine tourism, and the application of information technology to the travel and tourism industry.
Application of Tourism Technology
The term "technology" can easily call to mind scientific achievements, computer graphic skills, special effects and other engineering-related images. However, "Tourism Technology" encompasses the integrated fields mentioned in the previous paragraph, statistics, managerial and socio-cultural know-how, and skills that the tourism industry can adopt to design, produce, and market various tourism products. In addition to coordinating various aspects of human resources in the travel and tourism industry, “Tourism Technology” describes a comprehensive field containing but not limited to such widely referred to subjects as entertainment technology, contents technology and creative technology. Examples of how tourism technology can be applied are as follows.
•Development of tourism products that tell a story
•Convergence with other industries such as medical and film industries
•Application of advanced information technology to provide tourist information via navigation systems or PDAs.

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Technology in Tourism

New Zealand travel operators seem to have a love affair with printed promotional material. And with good reason: it's a good way to tout your offerings to the two million travellers coming through the gates each year. But as more travellers research and make bookings online, and as laptops, mobile phones and personal digital assistants make their way into backpacks and carry-on luggage, is it time to look at more modern, technologically advanced marketing tools? Have the old stand-bys seen their day?



Where on earth will technology take tourism next?

Yes. And no.
"New technologies tend to add ways to reach customers rather than necessarily replace old ones," says Tim Deane, Tourism New Zealand's General Manager, Marketing. But he points out that compared to fi ve years ago, a smaller percentage of his annual marketing spend is on paper brochures. On a limited budget he says it's better for Tourism New Zealand to invest more in the website and limit published brochures to just one of high quality. "High speed connections give many potential visitors the ability to "experience" destinations before they visit. These experiences might come through interactive maps, itinerary planners or video and audio presentations."


"There is a huge range of technology that has come around using the internet as a connecting factor," says Ernie Newman, Chief Executive of Telecommunications Users Association of New Zealand (TUANZ). And he says we're only at the beginning of really innovative uses of these new technologies in all sectors of the economy, including tourism.
What Next for Websites
The interactivity of the internet means that websites can be much more than an online version of your printed brochure. High speed connections give many potential visitors the ability to "experience" destinations before they visit. These experiences might come through interactivemaps, itinerary planners or video and audio presentations.
Research conducted by Tourism New Zealand showed that tourists want more information. The research also revealed that the more planning a visitor did before arriving, the more they enjoyed their trip.
"Maps, word of mouth, guide books and the internet topped the list of tools used by our target market" says Catherine Bates Tourism New Zealand's Manager Marketing Communications. "But when travellers were asked 'what do they want online?' the answer was maps, planning tools and ways to collect their ideas and send the gathered information to others, including travel agents and airlines."
In July, Tourism New Zealand launched an interactive travel planning feature on
www.newzealand.com. The planner allows visitors to organise material, put together an itinerary, plot it on the map and export it to friends and agents. Part of the attraction of the internet is that you don't have to be a large organisation to enjoy its benefi ts. It is the first medium that has made it possible for even the smallest operators to reach the masses in a professional way.
But, as Dzin Wilson, Marketing Manager at Shotover Jet says, putting a website out in cyberspace doesn't mean it's going to do a job for you. "You can't just hope someone will click onto it. You need to be constantly thinking about how you can improve it to keep up with the times and your clients."






There is a huge range of technology now available to tourists.
Next generation websites might mean something quite significant like virtual tours or interactive television ads.Several years ago Tourism New Zealand experimented with an interactive television ad in the UK but Tim Deane says they found the technology worked better on the internet. The 90-second clip on the Tourism New Zealand website now allows a visitor to start and stop the video and click to learn more about an area or activity. Click again and go to the main website with operator information and booking options.
Another tool - video streaming - is one TUANZ's Ernie Newman is keeping an eye on. He sees enormous potential for guests to use operator's websites to share experiences with friends overseas. Hook up a video camera, broadcast jumps or jet boat rides and encourage clients to text message their mates back home to tune in and watch them - in real time.

A Matter of Trust

Not everyone is going to invite their workmates to witness their bungy jump, but they're still going to talk about it when they get home. Word of mouth has been described as the single most powerful marketing tool and the internet has given everyone a very large mouth. On Yahoo's travel section alone there are over 250,000 user recommendations.
And then there are blogs - or web logs. These online diaries allow travellers to share their experiences with the world.
"There are plenty of sites that facilitate creating travel journals," says Shift's Che Tamahori, who envisages on-line diaries growing and developing as systems get more depth. One thing that impresses him is photo blogging. Instead of words, travellers post their photos on a site like
www.flickr.com and let the world see their holiday.
Other than making sure you provide a great experience for "bloggers" to write about, how can operators or RTOs actively use blogs in marketing campaigns? One way is to follow the lead of the Pennsylvania Tourism Offi ce in the United States. Earlier this year, it offered six "bloggers" space on its VisitPA.com website to report on their travels around Pennsylvania. The bloggers cover the demographics: a family looking for adventure, a single 'history-buff', two women in search of culture, a motorcycle rider, a mountain biker and a young couple looking for the 'hip' side of the state. Sure the blogs might need a bit of editing to suit a government-funded site, but the disclaimer is clear: content is the opinion of bloggers, not the Tourism Office. It may be out of reach for a small operator to manage such a campaign, but how about using your visitor's blogs like you do written testimonials? Ask customers if they're keeping a blog and direct potential visitors to their site.
If you don't feel comfortable with that but still want to use virtual word of mouth, electronic postcards on your site can be shared with friends back home - give them a voucher for sending fi ve. It's an easy way for travellers to stay in touch and an easy way to reach potential visitors. Tourism New Zealand has that option, so does Contiki Holidays. Contiki also has a message board where travellers can 'meet' before a trip and/or share experiences afterwards.
Regardless of how hi-tech your marketing tools, the goal should remain to provide the visitor with a quality experience - word of mouth will happen, so give them only the best to talk about. That's the mission at Whale Watch.
"Our backbone philosophy isn't about technology or print advertising," says Executive Assistant, Thomas Kahu. "It's focused on the experience, so visitors become ambassadors." But some of the tools that Whale Watch has for those 'ambassadors' are pretty high tech. "It's a powerful experience," says Thomas Kahu, "So we use powerful memorabilia."
Like DVDs - that use animation and multimedia to help the viewer feel they are experiencing the real thing. People ask for a copy of the boat trip. They want to become a story teller themselves and share the experience with friends and family."
Future web-based applications are aimed to let clients 're-experience' their visit. Passwords will allow visitors - who are back home in the offi ce - to fi nd out where the whales they spotted are swimming.

Phone Home

Brothers Geoffrey and Derek Handley founded The Hyperfactory, an Auckland and Hong Kong-based company that specialises in mobile communications. They foresee a lot of activity in the tourist sector and believe mobile phones and PDA's (personal digital assistants) will be key tools to reach tourists.
A campaign currently running in Hong Kong sees a tourist receive a picture or a video of their experience in Hong Kong on their mobile phone. They then send the image (that happens to have a watermark of the operator's website) to friends back home. When the traveller sends five of these 'post cards' they go into a draw to win a prize. There are other potential applications.
Hypothetically, says Handley, a tourist could send a text message to a mate and receive a voucher for a rafting trip or a plane ride. Send another message and receive an accommodation discount.

Where am I?

Global positioning systems (GPS) use satellites to pinpoint location. As a marketing tool its simplest use is to include your GPS coordinates with your address. Sure it's a bit of an assumption that guests will be travelling with a GPS, but consider this: cars are coming off the assembly line with GPS installed, at least one rental company (Avis) has units available for hire and New Zealand's own NAVMAN has sold around 70,000 hand held and in-car GPS systems since launching them on the market just last year. GPS is becoming common, with several thousand NAVMAN in operation on our roads right now.






KRUSE uses GPS to provide a commentary for car users.


Auckland-based Jonathan Kruse has developed a talking tour guide based on GPS. Kruse's systems are available for hire: plug it into the cigarette lighter and drive around New Zealand listening to recorded narrations.
Kruse says the system is a perfect way to market to a tourist at just the right location. Next year he plans to enhance the systems and offer limited advertising space. (See page 12)
Disconnected
Lawrence Smith, founder of Cabbage Tree Creative, a web development company for the tourism industry, sees a bit of a 'disconnect' in New Zealand tourism. "A campaign currently running in Hong Kong sees a tourist receive a picture or a video of their experience or adventure on their mobile phone. They then send the image (that happens to have a watermark of the operator's website) to friends back home."
"Travel consumers in general are very IT savvy. But," he says, "tourism operators are generally far less IT aware. As a result, you have a market that is genuinely interested in technology and actively use it to plan and book vacations - but the industry is less capable of delivering it."
So, don't go burning the stacks of brochures that are cluttering up the store room just yet. But next time you're at the electronics store, you might want to pick a few brochures up on how to use new technology.
Source: Tourism News

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Tourism Development in Indonesia

Indonesia is located on over 13,000 islands and has over 17 percent of the earth’s species. Roughly and conservatively, Indonesia houses about 11 percent of flowering plant species, 12 percent of the world’s mammals, 17 percent of all birds, and at least 37 percent the world’s fish.
Since its independence, the government of Indonesia has exploited the natural resources of country to fuel “development”. Minerals and oil are heavily extracted; forest have been cleared and cut down. The development—which emphasizes very much on economic growth—has neglected almost all aspects other than economic growth. Until the late 1980s, the focus of the development had been on import substitution, and after that on developing export oriented industries. Hence, development in Indonesia means nothing more than industrialization. Moreover, industrialization in Indonesia has been focused on manufacturing.
As stated in its long-term plan of development, Indonesia started its development by boosting the agriculture to be self-sufficient in food, and at the same time, establishing the foundations for industrialization. After completing the phase of developing its secondary (manufacturing) industry, the country moved forward to tertiary (service) industry. Relying on this concept on the early 1990s, Indonesia promoted the development of service industries. The most prominent sector in this industry is tourism.
Tourism has played an important role in some provinces in Indonesia. The province of Bali, for example, enjoyed revenues from tourism even before the Government of Indonesia gave its attention to this sector. In order to promote the tourism industry, the president established a Ministry of Tourism, Post and Telecommunication in 1988, and set a “Visit Indonesia Year 1990” program.
NATIONAL POLICY ON TOURISM
National policy on development of tourism is based on a long-term plan of development. During the last 32 years, a centralized development policy, including the tourism, was adopted. As a result, many provinces of Indonesia were not optimally and equally developed. The growth of tourism had been lower than that of neighboring countries in ASEAN, a surprising fact when taking into account the richness of Indonesia‘s “tourist attractions”.
Recent development shows increasing efforts by the central government to work together with the local government to identify, develop and promote potential tourist destinations other than Bali. Along with the increasing awareness of nature protections, which will attract special tourists to visit Indonesia, the government has also introduced regulations on environment which are related to the sector of tourism, such as: 1. The Decree of the Minister of the Environment, No. Kep-32A/MENLH/7/1995 regarding Proper Clean River Program (Prokasih);2. The Decree of the Minister of the Environment, No: Kep-52/MENLH/10/1995 on Standard Quality of Liquid Wastes for Hotel Operations; 3. The Decree of the Head of Environment Control Institution (BAPEDAL), No: Kep-32/BAPEDAL/05/1997 regarding Clean River Program, to require hotels to install liquid waste management unit;4. MOU between the Ministry of the Environment and Indonesian Association of Hotels and Restaurants, No: 02/MENLH/12/1995 concerning the
Training and Monitoring of Environmental-friendly Hotels and Restaurants 5. Programs on Evaluating the Achievements of Business Entities in implementation of Clean River Program.
Implementations of those regulations include the effort to apply environmentally friendly standards for the operations of hotels in Indonesia. The government has planned to include hotels in point 5 above, which include the evaluation of environmental management with the use of rating through colored labels starting in 1998, as follows:
• Gold labels are given to hotels which have achieved the level of zero emission;
• Green labels are provided to hotels which have adopted clean technology or minimizing environmental impacts;
• Blue labels are produced for hotels which are abiding the current regulations on environmental control;
• Red label is for a hotel which has tried to adopt, but failed to meet the requirements of the regulations on environment;
• Black labels are for hotels that do not try to abide the regulations on environment, and even damaging the environment.
One effort of the government to prevent pollution is by providing incentives through the Program of Soft Loan for Environment from Overseas Economic Corporation Funds on Pollution Abatement Equipment. This program is designed to encourage the installation of pollution management units in some businesses of which the operations are potentially damaging the environment. The soft loan with a period of 3 to 20 years is expected to answer the problems of high cost of investments in waste processing units faced by domestic investors.
MORE ON TOURISM POLICIES and THEIR BENEFITS TO THE INDONESIAN ECONOMY
After several years, private tourism sectors as well as the government, realized that the development of tourism in this country is not only beneficial but has also its negative impact, such as: environmental degradation, economic gap between those related to the tourism business and those who are not, cultural degradation, etc. Massive development of high rise hotels, roads and infrastructures, along with changing use of the land, etc. for the purpose of tourism, have resulted the serious degradation of the environment. Some of these impacts will be described in the case studies.
As tourism developed, profit-seeking investors have come. Their fresh capital enabled them to own most of the resources, and eventually expel the local community from their own land. This left them with choices of either stay as farmers in less-fertile and smaller size of lands, or taking other jobs such as small merchants, providing services to the tourism activities, etc
As will be described in the case of Bali, the pressures of capital have affected not only Bali’s economy, but also its culture. Under the pressure of Indonesian NGOs, informal leaders, religious leaders and other concerned people, the government of Indonesia has started to change its policies on tourism. The government has put its best efforts in promoting people-centered tourism and ecologically friendly tourism.
Unlike the previous ones, the new policies provide more opportunities for the local people to participate in the tourism development. Under the "tourism build prosperity and peace" theme, the Government of Indonesia empowers small and medium scale entrepreneurs and cooperatives in tourism sector, encourages private--especially the small and medium ones, deregulates licensing process for eliminating high-cost economy, and implements community based tourism.
Environmentally friendly tourism, or eco-tourism, has been adopted in in the last five years. It, as a mater of fact, has not been a mainstream in the tourism development. Only some areas--consist of national parks, rivers, and forests--are designated to be used for eco-tourism. In developing eco-tourism. It is understood that eco-tourism should make requirements of nature and environmental protection the basis for touristic activities. Thus, it ensures its ecological sustainability.
TOURISM IN BALI ISLAND
Compared to the total area of Indonesia, Bali represents only 0.29%. Based on 1997’s data, the total population of Bali is about 3.3 million, with a population density of almost 585 person/sq.km. However, Bali ranks as the first in terms of popularity among tourist-destination areas in Indonesia. Tourism in Bali had started since 1926 with the exploitation of the unique Balinese cultural and natural beauty by the Dutch colonial government. The government of Indonesia started in 1960 with the building of the Bali Beach Hotel in Sanur and the Ngurah Rai international airport.
Bali is internationally known for its dances, temples, and beaches, which have long been recognized as main tourist attractions. In 1996 BaIi attracted a total number of around 3 million tourists, or about 30% of the total number of foreign tourists coming to Indonesia. The trend shows an escalating number over several years. The increase is supported by the infrastructures and facilities.: more than 25,000 hotel rooms of various qualities, international airport which can accommodate large airplanes, ports and more than about 500 thousands Balinese involved in tourism activities.
Despite the deterioration of Indonesian politics and economy, Bali is still perceived as a very safe and nice place to visit. Bali enjoys the ever increasing number of visitors whom each stays the average of 9 days, with an average spending of about USD 80 per day. Bali is indeed the only tourist destination in Indonesia that is still recommended by the government of Japan, USA, Australia and other European countries. Other areas in Indonesia still suffer significant drop due to the recession and partly to travel bans set by foreign countries. On the contrary, Balinese merchants, brokers, etc. have gained profit from the condition. Tourism industry in Bali still enables Balinese to sustain their consumptive lifestyle.
The development of tourism industry has played an important role in Bali’s economy due to its limited natural resources. An important indicator of the growth in revenue is the income per capita which has been increasing since 1994 of Rp. 2,22 million, Rp. 2,56 million (1995), and Rp. 2,95 million (1996), with several tourist destination areas as the highest per capita income.
An indirect impact from the growth is the relatively high population growth rate in these areas compared to other areas. The urbanization as well as migrant workers from other provinces have caused high growth rate of population which affect natural environment, social, economic and cultural life of the Balinese.
The tourism development plan of Bali is based on two regulations i.e.
(1) The Decree of the Governor of Bali No. 528 / 1993 regarding Tourism Area; (2) The Decree of the Local Government No. 4 / 1996 regarding Spatial Planning for the Province of Bali.The objectives of the above regulations are:
(1) To provide guidance for the optimum use of space at tourist destination areas, especially in less developed areas;
(2) To reduce the negative impacts of tourism activities on the sustainability of the environment
The strategies on the above are based on the Balinese philosophy of Tri Hita Karana that includes:
• Strategy of managing sanctuaries;
• Development of agricultural areas and regional infrastructures;
• Development of urban and other priority areas.
1. Social and Cultural Aside from its benefits, the growth of tourism in Bali has some negative impacts, particularly in the social and the cultural dimensions. The Balinese culture has changed due to commercial influences, people alienation from their own land, market orientation of artworks. Among them are: Tourism has created income opportunities. Unfortunately, young generations have failed to exercise religious and/or ethical values to generate income; Cases of young people involved in various types of prostitution are common in several popular tourist destination areas. There are street souvenir vendors who sell their merchandise in such ways that annoy the customers, while some others put very high price on the low quality merchandise. These will create the negative image of Bali as a safe and enjoyable tourist destination. Expecting more money, some local people who do not have necessary skills take shortcuts to wealth which, in most cases, are not morally acceptable. There are also cases where the local community has been alienated from their own village. The flow of investments on hotels along the beach has driven local community out of their lands and even beaches. Beaches are essential to the Balinese, for their religious believe to the Sang Hyang Widi Wasa. Land, sea, and mountain are perceived as one unity. As some beaches are converted into private areas, Balinese are alienated from their own values and can no longer perform their rituals.
Other main tourist attractions are dances, paintings and sculptures. These art forms have generated a lot of income from the rise of tourist visit to Bali. However, the products of these art forms have been adjusted according to the taste of the market. This resulted in popular market products rather than high quality of art itself. Sculptures, dances, and other art products are originally--for Balinese--for ritual and religious purposes. However, thanks to the market pressure, they are turned into commercial commodities.
2. Economic PerspectiveThe Tourism industry -- including transportation, hotel, hospitality, and travelling services -- is the biggest industry in Bali that provides quality employment opportunities for the Balinese, and is still one of the fastest growing sectors in the Island. Employment opportunities have been provided by small businesses especially in the home industry, supporting the tourism activities. Many of them are located in the urban areas. Considering the economic crises suffered by the country, it is projected that the growth of the industry in Bali will not exceed that of 1997/98.
Tourism industry is expected to contribute a major portion of GDP in foreign exchange, which is very much needed at this moment, and to provide 2.6 million, 2.8 million, and 3.4 million employment opportunities in 1996, 1997, and 1998 respectively. The figures above have shown the important role of tourism in Bali’s economy. Most of Balinese are economically depend on the tourism directly or indirectly. During the political riots in several major cities of Indonesia, considered as the safest place to stay, hotels in Bali were fully booked. The government of Bali also benefited from this situation, specifically from income tax and local retributions.Tourism industry has played an important factor to boost exports. Foreign tourists spend their foreign exchange directly by buying products of the visited country. About 14% of the total value of Indonesian export are generated from tourism. The transactions are directly between tourists and merchants. Another important impact of the tourism in Bali is that it generates a multiplying effect. The growth of tourism will enable other sectors such as construction and manufacturing to grow as well. In 1997, there were 61 new investments in tourist destination developments in Bali alone.
3. Environment PerspectiveThe increasing activities in tourism have resulted in some negative impacts on the environment, e.g.:
• Ground waterThe significant increase of water consumption for daily activities as well as for recreational purposes, such as swimming pools. Many hotels in Bali are forced to provide their own sources of clean water because the limited access to the local water companies (30% of the current needs). These hotels have turned into ground water extraction, amounting to about 46% of their needs, to supply their needs for clean water. The extensive use of ground water may decrease the ground water reserve in the long run, and induce the absorption of seawater (intrusion) even further.
• Liquid wastes Based on review done by the government on some hotels in Bali, about 63 % have installed a liquid waste management unit, while the rest still use the absorption methods. A conventional system on liquid waste management (absorption) has grown businesses for providing the service of hauling human wastes. Their service seems to solve the problem of liquid waste of the hotels. However, the lack of regulation on waste management, has excused the private haulers to pour liquid wastes directly into the sea and rivers. Thus creating a higher potential damage to the environment. The regulations also failed to set parameters on some factors, such as content of oil/fat, NO3-N, Phosphors, Faecal Colii, etc. in the ambient water.
Solid wastes Most hotel operators in Bali are using private hauler in maintaining their solid wastes. These private haulers are responsible to collect, transport and dispose the wastes. Wastes from the hotel kitchen are often used to create compost and feed for pigs. Some hotels have also worked together with private sectors to recycle some wastes like papers, glass bottles, etc. There are also cases, however, of some irresponsible private haulers disposing the solid wastes in places other than the designed area, as seen in some parts of the coastal areas.
• Noise and fuel emissionAs there is a sharp increase of tourists coming to Bali, direct impacts including noise resulted from airplanes to and out of the province. Inland transportation within the province has resulted in pollution. There are also cases where some dwellings around hotel areas are affected by fuel gas emission that comes from incinerators and electric generators. • Eradication of Landscape and ecosystemLands conversion for tourism are common in Bali. A rocky hill which is rich of natural flora and fauna was “developed” into golf field; some others are cut to build boulevards and bungalows. This conversion leads to the extinction of Bali’s natural flora and fauna, such as the famous indigenous bird called Jalak Bali.For the last six years the production of wastes and garbage, as well as depletion of environment and its flora and fauna, from tourism related activities tend to increase up to 25% per annum. These, if not properly maintained, may pollute the environment especially in popular tourist areas and its surroundings. To handle such potential problems, Bali needs to improve its policies and control system regarding the environment management.
TOURISM DEVELOPMENT IN LOMBOK ISLAND
1. Existing Conditions of Tourism Sector The Island of Lombok is located next to Bali. Lombok is currently considered as a very potential tourist destination area after Bali. It is part of the province of West Nusa Tenggara Barat. With a total population of 2.6 millions for the whole province, of which about 6 % is employed in tourism sectors, tourism activities has contributed an amount about US$ 106 millions, or about 25% of the local GDP. In 1997 a total number of about 200 thousands tourists originating from America, Europe, Asean, and Asia Pacific visited Lombok. As also in Bali, tourism activities in Lombok Island have created opportunities to generate income. Aside from hotels and restaurants, there are several art or souvenir shops introducing specific art products from West Nusa Tenggara which is quite different from that of the Balinese: hand-woven Ikat, clay works, pandan weavings, primitive wood sculptures, etc. With its unspoiled land and diversity of religious and cultural values, West Nusa Tenggara offers a unique natural as well as cultural attraction.
2. Policy and Strategy of Local GovernmentAs a tourism destination next to Bali, the local government has encouraged the involvement of private sector, community, and cooperative in developing tourism. This effort included the development of infrastructures to support the tourism, and, especially, the improvement of the quality and capability of the local work force.With properly planned actions, the government of NTB expected the growth of tourism to increase 15% per annum. This means about 500,000 employment, and about USD 115 millions generated annually at the end of 1998, from about 309,000 tourist.In an effort to develop tourism, the government of West Nusa Tenggara has established a joint venture company with the private sector called the Lombok Tourism Development Corporation (LTDC). The plan of this cooperation is to develop tourism facilities in a total area of 1,250 ha which consists of hotels, golf course, business center, and other tourism facilities. However, learning from tourism in Bali, the government will prevent negative impact from tourism activities. They have anticipated that problems like wastes, over investment, land acquisition, illegal buildings, environmental degradation, privatization of beaches which created less access for fishermen and public, as well as social and cultural impacts that may appear as the tourism developed. 3. Social Perspective Lombok has natural beauty that can be developed as tourism resort. As the island located near Bali-a major tourist destination, Lombok has the advantage to be the second tourist destination to catch the overflow of tourists from Bali. The provincial government of NTB understand very well the strategic position of Lombok and it includes tourism as a leading sector in the provincial development. Tourism in Lombok has provided 6.09% of total employment opportunity in that area. However, the number is much lower than the available graduates of tourism schools, as well as the expectations of the government to provide employment for local community around tourist destination areas. The development of tourism has also shifted employment opportunities from agricultural to tourism related activities.
Efforts, which have been done by the government, include facilitating training to improve the quality of local handicrafts in order to enable them to compete and to reach a much larger market share. The consideration of empowering the surrounding community is particularly important, because of the current gap between quality of local human resources compared to those from other parts of Indonesia. If left unanswered, this will lead to economic, and thus, social gap between the local community and migrants. However, negative impact of the development of tourism is not hard to see. More and more people have moved, either voluntarily or not, for the reason of developing tourist resorts such as the case of Ms.Inaq Ameneh of Gili Trawangan[1].
2. Economic Perspective
The natural resources of Lombok island has attracted a lot of investors--domestic as well as foreign ones--in establishing tourism related industries: hotels, resorts, travel agents, restaurants, etc. Based on data collected, there are domestic investments amounting to Rp. 362 billion and foreign investments amounting to USD 2.57 million in hotels, restaurants, etc. It is also expected that these investments could lead to other activities beneficial to the local community surrounding them. The multiplying effect of the growing tourism sector has been expected to happen in Lombok.3. Environment Perspective The local government of West Nusa Tenggara has taken some preventive measures based on the negative experience of Bali, such as the degradation of quality and quantity of natural resources, as well as the impacts on the local community. However, with a current economic condition of the area (i.e. population of almost 4 million, income per capita of Rp. 1.8 million--less than 55% of its neighboring Bali--and limited amount of local revenue of the government), it seems that the government of West Nusa Tenggara is facing a difficult choice between maintaining the quality of the land and a fast way to increase economic conditions of the region. Stringent regulations on investments will create the impression of West Nusa Tenggara as an unattractive investment area, especially in a worsening condition of Indonesia in foreign investor’s view.One example is the opening of a gold mine in Sumbawa. A foreign joint venture called Newmont has recently established its open mining area there. With an increase of expatriates in the project, it is expected to boost local economic activities (including tourism) as well as employment opportunities for the local community. The available jobs for local community is mostly for the unskilled ones, although in quite a big number. The open mining system, however, is considered as degrading the quality of land.
PROPOSED SOLUTIONS FOR SUSTAINABLE TOURISM
In Indonesia, ecotourism has not been a mainstream. Although, some efforts in promoting it are flourishing. The efforts, considering the current Indonesian situation is harder now. The country suffers bad publication due to the prevalences of riots, loots and ethnic conflicts.
According to Hermawan Kertajaya, the President of Asia Pacific Marketing Federation, Cohort 1- Indonesia: as a product in tourism business, Indonesia needs repositioning to promote its positive brand equity and good image. The positioning of Indonesia has to be directed to the objectives to achieve ‘New Era’ of Indonesia which is the process of transformation from corruption, collusion, and nepotism to the era of clean, transparent, and professionalism. This issue should be born in tourism actor’s mind and activities. This is a priority beside the needs to develop of many tourism facilities and infrastructures. In parallel with the effort to reposition Indonesia’s image, it also needs to pay more attention to all potential risks which may arise, and will cause negative impacts on the important elements such as social, economy, and environment. The development of tourism should also be directed to achieve sustainable tourism.
In social perspectives, the need is to minimize the negative influences of tourism activities in social life of local people who live near or at the tourism area in order to preserve culture and tradition for the future. In economy, more attention should be paid to the need, ability, skills and characters of local people, so that they can be actively involved and can get the benefit from the tourism. The development should increase their quality of life, and not otherwise.
Tourism in Indonesia is the activity of selling the beauty of nature and the unique culture of Indonesia. To achieve the sustainable tourism, Indonesia needs to protect the environment from tourism activities. This must be in our behavior – both of Indonesians and tourists.
As Indonesia currently faces an urgent need of foreign exchange, while local products have not reached competitive advantage, tourism is playing an important role. Tourism is very much depend on infrastructures as well as safety of the destination. Unstable economic and political condition that Indonesia is experiencing is not a favourable condition for Indonesia to compete over tourists visiting the region. Unless a lot of money are allocated to promote Indonesia, it is very difficult for Indonesia to regain its popularity. Ambitious plans and projections would be very unrealistic with a very limited amount of funds available.
At time of very low foreign tourists such as this, it is important for Indonesia – the government and private sectors in tourism – to evaluate all negative damages of tourism in the past and develop measures and activities to increase the quality of all aspects of things to offer to support tourism. These include the services as well as the products to be sold of which natural beauty plays a very important role.
Source:http://www.mindrelief.net
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[1] In the early 1970s Ms Ameneh developed a simple resort for tourism consisted 21 cottages and 2 souvenier shops. This business was run by Ms. Ameneh and her local fellow of Lombok. As the areas grow fast, a big business stepped in and throw Ms. Ameneh and her simple cottages out of the region. The government, unluckily, stood behinds the big business and declared that Ms. Ameneh constructed cottages at illegal lands. The simple cottages eventually was demolished by government buldozers.

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Manyallaluk, The Dreaming Place

>> Wednesday, June 6, 2007

Australia

LocationManyallaluk (pronounced Man-yalla-look) is an Aboriginal community with a population of 150 people situated on two thousand square kilometres of land, one hundred kilometres east of the town of Katherine, in the Northern Territory, Australia. The land borders Arnhem Land, and Nitmiluk and Kakadu National Parks. Much of it is rugged and stony. Tourism in Manyallaluk is promoted by a community-owned-and-operated Aboriginal, cultural tour organization that runs one and two day tours throughout the year. The enterprise also manages an onsite camping ground and a 16-unit, powered-site, caravan park. In addition, the community-owned shop sells artifacts made by the local people, as well as basic goods to the tourists. Most visitors to Manyallaluk come via Darwin. From Darwin south to Katherine by car takes a little more than three hours, over a distance of 310 kilometers. Tour companies arrange for transport from Katherine to Manyallaluk, or you may drive your own vehicle.








Aboriginal guides take visitors through the outback to explore secluded pools, rock art and unique flora and fauna.

Historical Background
In 1985 the Jawoyn Association was formed to represent the interests of the Jawoyn people. The Association was keen to establish business enterprises on Jawoyn-owned land in order to provide employment for local Aboriginal people and minimize their dependency on government funding. In 1988 the Jawoyn Association established Jawaluk Pty Ltd. to develop an Aboriginal-run cultural tourism venture in the area. In 1990, Jawaluk approached Terra Safari Tours, a Darwin-based mainstream tour company, to assist with the development of a tour enterprise at Eva Valley and the training of local people to eventually run the enterprise themselves. In 1990, the year before tourism actually started, there were fewer than 50 people living in the community, and there was no formal work. The quality of the housing was poor and there was no electricity or telephones. In fact, the people had to travel 35 kilometres to Barunga, or even further to Katherine, for shopping and health care. At that time all funding for Eva Valley was administered through the Barunga Community Council, and a 1990 Northern Building Consultant's report described the community as "typical of a remote area ‘minor’ Community, where the provision of services, facilities, housing and infrastructure are provided on an adhoc annual funding basis with little knowledge of the intentions and aspirations of local people and little evidence of forward planning.”




Learning to paint with traditional ochres.

Recent Development

Tourism development at Manyallaluk has focused on sharing the local Aboriginal culture with short-stay visitors. Specific programming has emphasised the "tour". The one-day tour was introduced in 1991, followed by the two-day tour in 1994. As well, from 1992 until 1995, a four-day tour was offered, and in 1996 there was a short experiment with a five-day tour. The current focus emphasizes expanding and consolidating the one and two-day programming. As the Manyallaluk tours developed, it became necessary to construct and upgrade the tourist infrastructure. Roads were improved, tourist accommodation and a toilet and shower block built, an office and shop building constructed, walking paths established and landscaping completed. The cost of these improvements was considerable and only possible through government funding, although much of the actual work was carried out by the local community under the Community Development Enterprise Program (CDEP). New vehicles were also purchased for transporting tourists to and from Katherine, and for taking them to the bush camp on the two day tour. During the first years of operation the majority of tourists visiting Manyallaluk came through an external organization, Terra Safari Tours. While this was a good beginning, revenues were small and it was clear that the challenge for Manyallaluk would be to promote its own tours and increase the number of independent tourists booking directly with Manyallaluk. By 1994, Manyallaluk was having 40,000 brochures printed and distributed annually by a Darwin-based marketing company. As well, the manager and one of the guides regularly attended trade shows in Darwin and Sydney. In 1994, 1995, and 1996, Manyallaluk won several tourism awards for Aboriginal and Torres Strait Islander Tourism and for Cultural and Heritage Tourism. In 1996 it won its third national Aboriginal and Torres Strait Islander Tourism award, placing it in the Hall of Fame.
Learning traditional pandanus weaving techniques.

Community Development Milestones
The tour enterprise manager and the Manyallaluk Community Council are responsible for ensuring that the community benefits directly from the enterprise, and that there is an appropriate balance between culture and commerce. Importantly, the community population has tripled since tourism began and people have moved from elsewhere to join family members at Manyallaluk because they have heard that Manyallaluk is "a good place to live". Some of the achievements that have contributed to this positive image and community development include the 1993 alcohol ban. It was in this year that the Manyallaluk Community Council decided to become a ‘dry’ community and alcohol was prohibited for everyone, tourists included. This has made the community a healthier and more peaceful place to live. Further, in 1993, Manyallaluk formed its own Aboriginal Corporation and took over the management of the tourism operation from the Jawoyn Association - a major step towards community self determination. The Manyallaluk tourism enterprise is now completely owned and controlled by the Manyallaluk Aboriginal Corporation.

The Tourism Experience
The one-day tour is the core tourist experience at Manyallaluk. It also provides the platform for the first day of the two-day tour. The tour is run by a group of men and women guides and provides tourists with plenty of opportunity for informal interaction. During the morning of the one-day tour, tourists are taken on a bush walk where they are shown bush tucker and bush medicines, told about the cultural significance of the local plants, taught their Aboriginal language names, and given details on how the plants are collected, prepared and used. After a barbecue lunch of kangaroo and beef, along with salads and home-made damper, tourists are given a 'hands on' introduction to traditional skills, including spear throwing, basket making, fire making, painting, and playing the didgeridoo. At the end of the day, tourists on the two day tour travel in a four-wheel drive vehicle to a bush camp, in a picturesque setting next to a large waterhole. They spend the second day in the company of an Aboriginal guide walking in the bush and viewing rock art sites in the area. These sites connect with the large number of rock art sites located along the rocky escarpments throughout Kakadu National Park and Arnhem Land.

The Market
Manyallaluk is accessible all year with an ordinary two-wheel drive vehicle. This gives it a great advantage since most remotely-situated Aboriginal tour enterprises in the Northern Territory are not accessible by self-drive vehicles. Approximately 1,750 tourists visit Manyallaluk each year, with more than 80 percent of them taking the one-day tour. Over 65 per cent are international tourists with the three main markets being the United Kingdom, the United States, and Germany. More than 85 per cent of the visitors travel independently, while just 14 per cent are part of an organized tour group.

Community Participation and CDEP
The tour enterprise is the focus of the Manyallaluk CDEP program. Often as many as 20 people are working as guides and up to 50 are employed full or part-time through CDEP. Other CDEP jobs include mechanical, building and maintenance work, horticultural jobs, and work in the office and shop. Those who do not work directly with tourists support the enterprise by keeping equipment maintained and making Manyallaluk an attractive place to visit. The community has a 'no work, no pay' policy, and the pay structure rewards commitment and seniority through the top-up of wages from tourism income. Manuel Pamkal, one of the guides at Manyallaluk, links tourism and work opportunities to an improved lifestyle at Manyallaluk. "People want to stay here and work. [Manyallaluk has a] restricted area for alcohol. [In] other places they're drinking much and fighting too much. We've got lots of jobs.....garbage run, creche, multi-purpose centre, buffalo catching, mud brick machine to make own house, fencing. Tourism is a really big one for us." Women have played a major role in the development of the Manyallaluk tour enterprise and CDEP wages mean that some families now enjoy two incomes. There is a creche for women with young children, and older children now attend school each day at Barunga. Several women have completed child care courses, and some women have passed their driving tests, something that significantly affects their opportunities. There are new opportunities for young people as well, and several young men and women have become trainee guides. Though some young people may still experience difficulties, this future does hold potential for paid employment and parents are active role models in this regard. All this represents a major change in less than a decade.

Economic benefits
Visitor numbers continue to grow, though income from tourism has risen more rapidly because Manyallaluk is less dependent on outside tour operators. Currently, 75 percent of all tourists visiting Manyallaluk make direct bookings. This has drastically reduced commissions paid to external operators.. Before the growth of tourism, there was no local store at Manyallaluk. Consequently any money local people had was spent outside the community. Now residents shop at the community-owned store, and profits have been used to build a cool room and purchase other equipment for the community. Income from the sale of artifacts produced by residents has also increased dramatically since tourists started coming to Manyallaluk. In 1995 the shop earned AU$13,000 gross on the sale of artifacts alone. Only permanent residents of the community are eligible for membership in the Manyallaluk Aboriginal Corporation and to participate in community decision-making. This means that all benefits from the tourism business accrue directly to the local community. Also, no individuals, inside or outside the community, are paid dividends from the profits of the tourism enterprise.

Promoting Local Culture and Traditional Heritage
The development of tourism at Manyallaluk has provided new opportunities for the promotion and practice of aboriginal culture and generated new interest in the display and interpretation of heritage. Specifically, tourism has helped strengthen regional identity. Typically tourists know very little about the regional differences of the native peoples, and international tourists, in particular, think that all Aboriginal people have boomerangs, or didgeridoos. The tours at Manyallaluk teach tourists about the distinctive regional culture shared by the people of Arnhem land. Tourism has also strengthened traditional skills. Before the development of tourism, people lived at Manyallaluk in order to access the plentiful supply of natural resources. The residents were keen hunters and foragers, and at least one of the older men reportedly still used a spear, as well as a gun. When tourism began to develop, many of these men and women became guides and began teaching their skills to tourists. Now, the older people are passing their skills on to the young people, some of whom have spent most of their lives living in towns rather than the bush. Tourism has enabled community members to practice their skills to the point where several of the guides have recently won art and spear throwing competitions at the annual Barunga festival, one of the largest indigenous festivals in Australia. Tourism has also had a direct effect on language and art. Often, tourists are keen to hear Aboriginal languages and learn a few words. The guides at Manyallaluk teach the tourists about the community languages and also about Kriol, the local Aboriginal English. Younger members of the community who knew very little of the language are now learning it so they can work with the tourists. There are 200 art sites on Manyallaluk, many of them not yet recorded. Since tourism started, guides have a greater opportunity to visit country away from the community and take an active custodial role over the sites. In addition to this, several of the guides are skilled story tellers and their role includes telling tourists some of the regional stories from the “Dreaming”. Younger guides are now learning to tell those stories.

Environmental Sustainability
The Manyallaluk area is quite large, and tourists are only permitted to visit a very small portion. That means with careful management and by regularly changing routes and sites, the community is able to minimize environmental impact. Also, tourists must always be accompanied by a guide when away from the tourist area. This reduces the possibility of damage to sites of specific significance, and to the landscape more generally. Several of the guides have lived at Manyallaluk all of their lives and are always on the lookout for the smallest changes. The guides are careful to monitor the use of natural resources. The pandanus used for weaving, and other raw materials growing near the community, are used with tourists, while community members travel further away to collect raw materials for their own use. Similarly, kangaroo meat for the tourists' lunch is bought at the butcher shop in Katherine, while community members hunt for themselves on Manyallaluk land. Consistent efforts are made to manage the community and tourist areas from an environmental perspective. Since 1991 many trees have been planted and the area has been generally cleaned up. Hot water is heated using solar panels and, where possible, materials are recycled. Even the cardboard boxes from the shop are used as mulch under trees.

Social Sustainability
The Manyallaluk community is developing a tourist enterprise to provide long-term economic independence and self-determination for its people. Each stage in the development of the tourist enterprise is discussed by the community as a whole. The tourism manager is responsible for the day-to-day operation, but strategic decisions are made through the elected council. As a result, the pace and style of development is controlled, ensuring its overall sustainability. The community area is separate and out of sight from the tourist area, and tourists are not permitted to visit it. This ensures community privacy and allows guides to go home and relax at the end of the day without being permanently on display. The community council has also decided there will be no photography of the community homes. Manyallaluk has developed an innovative work structure which has been one of the keys to the success of the enterprise. Guides work in two groups, which are basically two extended families. Each group works seven days on and then has seven days off. This gives the guides time to maintain family responsibilities and engage in other activities, such as shopping, hunting and artifact production. These groups are also large enough to allow the guides to adhere to the cultural rules governing kin relationships and speech avoidance, where, in some instances, family members are not permitted to name each other, speak directly to each other, or be alone together. The development and operation of tourism at Manyallaluk is, of course, not without challenges. As mentioned earlier, two of the Manyallaluk tour products were withdrawn from the market. Determining what tourists want, and what the community is able to provide while retaining its internal priorities is always challenging. In addition, it is difficult to fill all management positions because numeracy and literacy skills are generally low. At this stage Manyallaluk continues to employ non-Aboriginals in certain training and management roles.

Lessons Learned
In community-based cultural tourism, it is necessary to have a core group of guides or interpreters who really do enjoy working with tourists. In Australia, it is important to recognize that not all Aboriginals want to, or are are suited to, work as tour guides. The development of a core group of guides is critical to success at Manyallaluk, and generally at many community-based tourism programs.
In addition, ensuring the security of the natural environment, plus the re-development of cultural heritage, is critical for the development of the industry. Comments from recent visitors attest to the important elements of the experience.
This has been the most exciting stay of our Australian tour with a lot of exciting experiences and traveling with a lot of friendly and smiling locals. Many thanks. Alie and Allan Andersen, Denmark
I learned so much and it was a privilege to meet you good people. May the world learn from your wise ways of taking care of our planet.
Estell Field, U.S.A.
This was the most interesting day I've spent in Australia so far. Our hosts were very kind and informative. I feel privileged to learn about Aboriginal culture as it is such a natural way of life in harmony with the environment.
Caroline Buckley, London, United Kingdom

Contact:
Nick De Candilo
Manager
Manyallaluk Aboriginal Cultural Tours
PMB 134
Katherine, Northern Territory,
Australia, 0851
61 8 8975-4727 (Phone)
_________________________________
Source:http://www.community-tourism.org

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The Dwellingup Forest Heritage Centre

Australia
The small town of Dwellingup is located just east of Pinjarra in southwest Australia. It is approximately 100 kilometres, or just over a one hour drive, southeast of Perth. As Perth is the state capital of Western Australia, the area is a key destination for tourists. The road leading into the Dwellingup township runs along the top of an escarpment allowing for excellent views of the Indian Ocean and Peel Inlet.Dwellingup was first established as a mill town in the late 19th century. However, a bush fire in the early 1960's destroyed virtually all the original wooden structures except for the Dwellingup Hotel. Access to the town itself is by car or via the Hotham Valley Tourist Railway which runs a steam engine between Pinjarra and Dwellingup.Quite close to Dwellingup is Lane Poole Reserve, a forest recreation area which attracts more than 250,000 visitors per year. Dwellingup itself is nestled in a valley surrounded by a native jarrah hardwood forest. This prime location, near the Murray River, was a traditional Aboriginal camping place long before European settlement. In fact, the Aboriginal meaning of Dwellingup is “place nearby water”.Dwellingup’s Forest Heritage Centre is the outgrowth of a unique partnership between the Fine Wood Industry and the Western Australian Department of Conservation and Land Management (CALM), with sponsorship from numerous State, Commonwealth and private agencies. Community-based, the Centre is managed by an independent board operating as a not-for-profit venture.The mission of the Centre is to increase awareness and understanding of how Western Australia's forest heritage can be conserved, managed and used most effectively for sustainability and, ultimately, the benefit of the citizens living within this region. The Forest Heritage Centre presents an excellent example of the integration of forest industries and forest conservation in an applied educational model of forest use and management as it is currently developing in regional Australia. The focus is on long-term sustainable forest management in order to involve and benefit the communities in this area. Dwellingup is now reaching out to attract more tourists to the region. The goal is to bring increased revenue to the area, and provide more opportunities for local employment through direct and indirect participation in the tourism industry. Many community members are employed directly at the Centre, while many others work in related ventures. Increasing numbers are developing microenterprise ventures, such as local arts and crafts activities, as the tourism industry expands. Catering services for visitors are supplied by several small businesses in Dwellingup.
The Heritage Centre takes the shape of a giant jarrah bough.

History and Development
With the establishment of the rail link from Pinjarra in the late 19th century, Dwellingup became a regional centre and community base for forest activity. It has remained so. This location was at the edge of the first State Flora and Fauna reserve, which, at 160,000 acres, was the largest at that time anywhere in Australia.In 1928, the establishment of the first Forest Department office in the town of Dwellingup brought a new era of forest management, where timber cutting was soon based on regeneration and sustainable yields. In 1952, Dwellingup became the community site for the State’s Forestry Cadet School. The inclusion of this school within the Dwellingup community linked the local community directly to a philosophy and policy of forest management and conservation, a connection that has continued and blossomed to this day. Though the school closed in 1991, the Forest Heritage Centre maintains this facility for tertiary training programs and on-the-job training, still community-based. Overall, the legacy of this training is evident in the community values and attitudes.
A canopy walk allows visitors to experience the forest from tree-top level.

Goals
The Forest Heritage Centre offers people from all walks of life opportunities to pursue activities that will enhance their skills and understanding of the forest and its natural and cultural heritage. This includes demonstration forests and public interest programs focusing on ecotourism and outdoor recreation; forest heritage through its collections and interactive exhibition; displays of timber production processes; crafting of fine wood products; and forest industry training programs. Programming consists of residential and day-long experiences, as well as field studies and research-based activities. Most programming is led by Dwellingup area residents.During the past four years, public participation, including local, regional and international visitors, has increased substantially. This has fostered a greater understanding and appreciation of sustainable, multiple use forest management, and the value and importance of conservation. It has also provided a venue for the display of fine wood crafts, which has encouraged practical skill development within the local community, an area of high unemployment that is often subject to structural adjustment by the timber industry. In essence, the community is using its primary, natural resource in a sustainable manner to attract, educate and benefit from increasing tourist visitation. The Forest Heritage Centre was developed through funding from the Federal Forest Ecotourism Program by means of the 1992 National Forest Policy Statement (NFPS). The NFPS vision encouraged the management of Australia's forests in an ecologically-sustainable manner for a range of uses, including tourism, recreation and production of non-wood products. Dwellingup was a natural choice to profile and promote this vision, attracting tourists in a manner that would involve and benefit the local community.
A jarrah writing desk with ebony inlay.

Design and Access
The Heritage Centre was built in the shape of a giant jarrah bough, and the resulting complex is beautifully integrated within the surrounding forest. Three, leaf-shaped, rammed-earth buildings extend from a welcoming, stem-like foyer, with the largest, central “leaf” housing the School of Wood — a facility for demonstration and training in the art of fine wood processing and quality furniture design and production. The smaller "leaf", extending to the west, provides a gallery for exhibition and sale of fine wood products, and the "leaf" to the east introduces the visitor to the ecology of the jarrah forest, offering interactive displays as a prelude to several interpretive walks. The wheelchair-accessible 400 metre Heritage Centre walk takes visitors through a cross section of the jarrah forest. Starting from the east leaf, the first phase of the walk simulates what is happening beneath the forest floor. A rammed-earth wall depicts the soil structure of the forest and the complex root system of the trees. A stroll through the forest at ground level allows the visitor to appreciate and understand the natural effects of water and fire. An alternative biodiversity loop offers seasonal information on the plants and animals of the forest system, and, finally, a short canopy walk takes visitors up to the tree tops, for an aerial perspective on the forest system. Along the canopy walk, visitors also get a bird's eye view of the craftspeople at work in the School of Wood, a clear enticement to visit this area once the walk is finished. ALCOA, a local subsidiary of an aluminum producing company, and CALM are planning to develop a unique, underground tunnel or walking trail in the jarrah forest thatwill interpret the 30 per cent of forest life that lives below the soil surface. This project will complement the existing Centre and will be directly integrated as a natural attraction, managed and maintained on site at the Forest Heritage Centre. The Western Australian Tourism Commission is particularly supportive of the tunnel walk project proposed by CALM and ALCOA. Projects of this type have direct and lasting community benefits, and they are vital for the future development of tourism in the region. The Commission further believes that this Centre, with its high level of community involvement coupled with corporate support, will continue to develop as one of the premier tourist destination for Western Australia. A five year business plan anticipates that the Forest Heritage Centre will cater to an estimated 75,000 visitors each year. In 1996, approximately 560,000 visitors were attracted to the region, injecting nearly AU$50 million into the economy, an increase of AU$4 million from the previous year.

The School of Wood nurtures skills in furniture design and production.

Direct Community Involvement
The Dwellingup community, through the Forest Heritage Centre, the Dwellingup History and Visitor Information Centre, and with the support of the Department of Conservation and Land Management, and the Dwellingup Business Association, hosts the annual Forest Heritage Festival. This week-long celebration is set within the jarrah forest, and includes demonstrations in papermaking, floral art, spinning, carving, story-telling and bushwalks. There are also fine wood exhibitions, mill tours and steam train adventures. Visitors to the area during the festival increases by more than 15,000 people, generating significant benefits to the local economy.The School of Wood, which operates from the Centre, provides opportunities for community-based wood artisans to develop their craft skills and for local tourism operators to expand their business opportunities. Increasingly, small businesses and microenterprises benefit from the activities of the Centre. These include opportunities created by the flow of new visitors and through the training offered.On-site accommodation is available at the former Forest Cadet School, renamed the Jarrah Forest Lodge, now catering for up to 32 people. Though relatively small, the intimacy complements the overall forest experience. The site is also available for national and international conferences and for use by a variety of other organizations, including educational institutions, government departments, community groups and tourists. The local community not only plays a direct role in managing and operating the Centre, but, in addition, many residents use the gallery facilities to launch, display and sell their work.Jeanette Morgan, a well known, local artisan, skilled in the art of silk printing has seen her sales increase dramatically with the Centre’s development. Jeanette often visits as the Centre, surrounding township and forest environment provides never ending inspiration for her creativity. She says, “the Centre is an exciting place which exhibits such a wonderful ambience for both the artists and of course visiting tourists.”Gunnar Hornum, a board member representing the local community, describes the Centre as “an integral part linking the local community with its forest environment and heritage while providing economic benefits to the region. The Centre provides exciting opportunities for the future well being of Dwellingup through the establishment of some excellent partnerships.”Dorothy Seeman, a student of the School of Wood, says “the Centre is unique in being able to offer people like me the opportunity to learn and develop the necessary skills essential for the crafting of fine wood products. Visiting tourists appreciate our work and hopefully become future customers.”

The Future
As the Centre's literature explains, forests are complex, dynamic ecosystems, nowadays managed to maintain what has been described as the most important heritage of all: the ecological processes that sustain the forest. The forest has been in continuous use for almost 150 years and has been subject to heavy commercial demand since the turn of the century. Regardless, the future has never looked brighter, for the forest or the community!The success of this project can be summed up in one word - relationships. The achievements to date of the Forest Heritage Centre, and the ongoing development of its very significant potential, are for the most part a result of the excellent relationships between the partners. At the heart of the activity is the community, and working with the community, and with each other, are the fine wood industry, the forest resources industry, the tourism industry, the mining industry, and the Department of Conservation and Land Management. Any project that sets out to increase awareness and understanding of how forests and forest heritage can be effectively conserved, managed and utilized will only achieve its full potential if all the partners who have an interest and who bring value-added benefits are actively involved. In effect, this project blends community involvement and tourism under the environmental umbrella.


Contact:
Ron KawalilakDirector,
Strategic Development and Corporate Affairs Department of Conservation and Land Management
Locked Bag 104
Bentley Delivery Centre,
Western Australia, Australia, 6983
61 8 9389-8644 (Phone)
61 8 9389-8296 (Fax)

___________________________________
Source:http://www.community-tourism.org






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The Character of Community-Based Tourism

Introduction

Tourism Influence and Growth
The World Travel and Tourism Council (WTTC) describes travel and tourism as the world’s largest industry, generating more than US$4.4 trillion in economic activity and in 1998 supporting 231 million jobs,directly and indirectly, around the globe. Also, it’s predicted that this industry will grow to US$10 trillion in total demand and 328 million jobs by 2010 (see The Economic Impact of Travel and Tourism Development in the APEC Region at the WTTC site – http://www.wttc.org).

The influence of travel and tourism is expanding rapidly as more people, experiencing growth indisposable incomes and influenced by globalization trends, travel both domestically and internationally. According to the WTTC,within the Asia Pacific Economic Cooperation (APEC) Forum membership, total demand related to travel and tourism has exceeded US$2 trillion. In 1998 it was estimated that the industry employed almost 90 million people. One in every 12.8 jobs within APEC member economies is believed to be directly or indirectly related to travel and tourism.

The gross economic benefits related to travel and tourism are clear and measurable. But the importance and influence of travel and tourism go far beyond simple revenues and job creation. Travel and tourism, perhaps more than any other industry, creates a wealth of opportunities and challenges, particularly at the community level.

The Community Tourism Industry
The influence of travel and tourism on a community is significant. Most obviously, tourists bring revenue. However, how this revenue is attracted and the number of people who reap the benefits vary greatly. So does the way the money is spent and how it is reinvested. At one extreme, large scale, all-inclusive resorts owned and operated by corporations may have little or no economic influence on a community. Tourists may be flown in, bused to the site, kept “secure” behind patrolled fences, and in some cases given neither the encouragement nor opportunity to spend time or money beyond the borders of the resort. People from the community may be offered only low-skilled minimum wage jobs. In these extreme cases, tourism becomes a highly sanitized, in-resort experience. The influence of this type of resort on the community is minimal. In effect, there are tourists, but no tourism industry.

At the other end of the continuum, communities, including various individuals and groups, small business owners, entrepreneurs, local associations and government officials are developing local tourism in innovative ways. The community tourism industry is, quite simply, the collection of businesses that creates and sells a variety of goods and services to visitors. The development of these industries is a growing phenomenon as communities respond to the opportunities, and in some cases the threats, of tourism.

Community-based tourism typically subscribes to a number of broadly defined goals. Perhaps most important, community-based tourism is socially sustainable.This means the tourism activities are developed and operated, for the most part, by local community members, and certainly with their consent and support. This is not to suggest that there aren’t dissenting views on tourism development when carried out at the local level, but it does imply that there is a forum for debate, and that the community encourages participation. It’s also important that a reasonable share of the revenues are enjoyed by the community in one way or another. This may include revenue streams which go to co-ops, joint ventures, community associations, businesses that widely employ local people, or to a range of entrepreneurs starting or operating small- and medium-sized enterprises.

Another important feature of community-based tourism is its respect for local culture, heritage and traditions. Often, community-based tourism actually reinforces and sometimes rescues these. Similarly, community-based tourism implies respect and concern for the natural heritage, particularly where the environment is one of the attractions.

Community-based tourism projects develop in a number of ways, and the structure, goals and themes represent different environments, growth patterns, cultural values and stages of development. The continuum with the private and fully-enclosed resort on one end, and the completely integrated community-based activity on the other, represents an idealistic notion. It would be difficult to find a tourism program where there is absolutely no local influence, just as it would be impossible to find an example of community-based tourism where there is unanimity internally and externally regarding the achievement and distribution of benefits. Taken in an international context, the variety of cultures and environments worldwide ensure that the implementation and outcomes of community-based tourism will be different, just as communities are different.



Recurring Themes
Regardless of differences, a brief survey of some of the best examples among members of the Asia-Pacific Economic Cooperation (APEC) Forum has identified recurring themes in the context of community-based tourism. First among these is the impetus for the development of community-based tourism. Not surprisingly, this is most often related to the expectation for economic gain, which in turn is often, although not always, related to need.

Communities suffering economic hardship often have the necessary drive to actively consider development options, and an appealing opportunity is the potential offered by tourism. Chemainus, on Canada’s west coast, is such an example. The town’s early history was tied to its forests and the associated industries. However, resource industries, particularly in western Canada and the U.S., are boom and bust activities, and they are extremely competitive. When the forest industry was in decline during the late 1970s and early 1980s, Chemainus appeared to be on the brink of economic disaster. The town, led by the Mayor, began searching for options, at which point Karl Schutz, a successful immigrant to the area, suggested that tourists would be drawn to large-scale outdoor murals. Now, Chemainus is known as the “mural town,” and is one of Canada’s biggest success stories in community-based tourism.

Desa Murni is another example of this theme. Located just 90 minutes north of Malaysia’s capital city of Kuala Lumpur, this area is economically challenged. However, local people worked together to create a homestay program and the results have had a dramatic effect on the local economy. Manyallaluk, the Aboriginal community south of Darwin, Australia, and Sandpoint, Idaho, in the U.S., are similar examples. In one way or another, participants worked together in order to attract tourists and deliver economic benefits to the community.

Another theme is that of leadership. Often the development of community-based tourism can be linked to the initial spark and leadership of one person or a small group. Fostering change and development on a community-wide scale is not easy. It requires someone with vision, imagination, and great energy. At Desa Murni, for example, a former school teacher by the name of Sahariman Hamdan took his dream and made it a reality by selling the community on it one homestay house at a time. Desa Murni has few outstanding physical attractions. Its program is based almost entirely on genuine hospitality. Sahariman is a modest man, unwilling to take much credit. However, it is difficult to imagine that without someone like him there would be a homestay program as effective and as beneficial to the community as the one that exists at Desa Murni today. Other examples of this leadership theme include the work of Milo Shantz, the visionary behind the development of St. Jacobs in Canada, a regional tourism destination, and Lin Kuo-long's redevelopment of the Shui-Li Snake Kiln in Nantou Country, Central Taipei.

In other cases, local and regional governments have provided leadership to develop or expand community-based tourism. For example, the tourism development in the Yulong Snow Mountain region in southwestern China was promoted through an Administrative Committee. Although provincial in nature, this committee worked with strong representation from the city of Lijiang. Sai Kung, a pretty little seaport village in Hong Kong, China, was developed with the support of a very active District Council which, in turn, worked and continues to work hand-in-hand with the central Hong Kong, China Government. Although there are some economic, social and political environments where the development of community-based tourism appears somewhat spontaneously, other areas of the world are more appropriately influenced by direction and support from a regional or central authority. Regardless, the outcomes for communities can be considerable.

The role of governments, local or regional, is also felt in other ways within the community-based tourism context. Although tourism within Singapore’s Little India has evolved almost naturally, government has played a key role in encouraging the preservation and conservation of the built heritage. Little India is not, however, unique in this regard. The theme is also seen in Korea’s Songup Folk Village, where the government through a variety of measures is encouraging the preservation and restoration of traditional architecture. In St. Jacobs, Canada, a private sector firm exerts pressure for uniformity in streetscapes, operating hours and the like.

Cultural heritage is one of the most important facets of community-based tourism. What do communities have that tourists find attractive? For many communities it is their culture and heritage. Visitors to Australia’s Manyallaluk community are attracted primarily for the opportunity to interact with Aboriginals and learn something of their life and culture. True, the natural environment is also an attractive feature, but the fact remains that similar environments can be experienced without the guides from Manyallaluk. New Zealand’s Tamaki Maori Village is similar. It represents an opportunity to experience elements of Maori life. Taiwan Folk Village in Chinese Taipei and Villa Escudero in the Philippines are comparable, except in these cases most of the tourists are learning about their own heritage. In fact, there is tremendous growth occurring in “cultural tourism”, as people travel locally and internationally to experience a small piece of either their own or someone else’s cultural heritage. Community-based tourism is replete with examples of community heritage and values being revitalized through the growth in tourism. See, for example, Korea’s Songup Folk Village and Chinese Taipei’s Shui-Li Snake Kiln Park.

The natural environment is also a key theme for many community-based tourism activities. El Nido in the Philippines, Umphang District in Thailand, Sandpoint, Idaho in the U.S., Dwellingup in Australia, and the Huangshan Mountains and Yulong Snow Mountain area in the People’s Republic of China are excellent examples of cases where communities benefit from the influx of tourists drawn to the environmental experience. As with heritage and culture, the influx of tourists has in many cases actually increased environmental protection and conservation. Local communities have come to recognize that, should the environment suffer, so will the revenues from tourists. Although there is natural friction between tourists and the environment, there are benefits to be reaped for the natural environment through planned, community-based tourism.

Another theme linked to the development of community-based tourism is the growth of employment opportunities, particularly for women, young people and aboriginals. For many people in societies throughout the world, the opportunity to earn money doesn’t come easily. Entrepreneurs of all sorts, including business people, artists, educators, and others who present or exemplify their culture and crafts, develop rapidly within the vicinity of any community-based tourism project, giving birth to all sorts of jobs and job opportunities.

Finally, it is interesting to note that somewhere in the continuum stretching from the large corporate-owned resort to the small community-based activities,there are cases where corporations and communities work hand-in-hand to develop tourism and share in the benefits. El Nido in the Philippines is one example where a large corporation demonstrated commitment to community participation and shared benefits during the tourism development process. Specifically, Ten Knots Corporation seeded an entrepreneurial spirit within the El Nido community. It provided support for the development and growth of a local foundation and implemented a philosophy that assumes shared accomplishments and opportunities are necessary for long term growth and the successful development of tourism in the area. This example is one that should be examined now and in the longer term by communities, governments and industry.



Planning for Community-based Tourism
Community-based tourism can develop in a myriad of ways. However, communities that have based tourism development on an open and inclusive process appear to reap benefits earlier, more broadly and in a more sustainable fashion. The experience of Klong Khwang Village in Thailand is a good example of this planning process.

Suggested steps in the development of community-based tourism include the following:

Getting Organized
-Form a local team or action committee in order to develop assess- ment procedures. The team should be widely inclusive and action-oriented.
Identify Community Values
-Spend time determining what the community expects to get from tourism, what it is willing to contribute and what it is not willing to give up. Survey community members to determine their interests and values. It is important to determine the boundaries for tourism.
Visioning Process
-Use community meetings to establish the vision and set broad goals.Seek community involvement and commitment to the ends.
Inventory of Attractions
-Determine what the community has to offer tourists. Identify these attractions by category and the kind of tourist who would be attracted.
Assessment of Attractions
-Each attraction requires an in-depth analysis of its potential, including clear and detailed examination of the quality of the attraction and tourism target market.
Establish Objectives
-Treat the attractions as units, and develop objectives for each of them, complete with cost/benefit analysis.
Impact Analysis
-Determine the potential economic, social and environmental costs. Create plans to minimize or overcome these costs.
Business Plan
-Select priorities, establish yearly objectives including funding sources, identify target goals.
Marketing Plan
-Develop marketing strategies for each attraction.
The most important aspect of any community-based tourism development plan is ensuring ongoing community involvement. At each stage, awareness and education should be an important element. This will not only keep people interested and supportive,but it will also prepare them to take advantage of opportunities. That is the essence of community-based tourism.
Source: http://www.community-tourism.org/

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