Broad objectives: Understand the importance and how to adopt responsible tourism principles in accommodation operations, how to manage to save energy, water and waste – the 3 key areas of sustainable practice in the accommodation sector.Objectives for Unit 10 only : (Other topics refer to units 1,4,5,11)Explain the importance of adopting responsible tourism principles in accommodation operations Explain the methods used in your hotel or guest house for saving energy, water and waste managementDescribe the procedures for energy consumption reduction accommodation operationsDescribe the ways of saving water in accommodation operationsExplain the ways of increasing the use of recycling in accommodation operationsDefine the significance of energy saving and minimising waste Explain how to raise awareness and build capacity of staff in sustainable tourism principles that relate to their day-to-day responsibilitiesDescribe how to set sustainability targets for improvementDescribe the function and benefits of the Vietnam Green Lotus StandardsTopics:The value of the accommodation sectorThe issue of water, energy and waste in the accommodation sectorImplementing waste, water & energy minimisation actionsOverview of Vietnam’s Green Lotus standards
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Addresses limitations on tourism growth: Will the RT product encourage more tourists to visit the destination?Fills a gap in the marketplace: Is there a good or service that is not currently being offered to visitors which they would want?
Uniqueness and authenticity: Is it new or different?Accessibility: Is it near to tourism destinations / routes?Infrastructure: Are there tourism services and facilities nearby?Supportive conditions: Is there available human resources, financial capital, and government support?Market attractiveness: Does it meet market needs and wants?Sustainability: Will developing the product result in harm or destruction to the environment or culture?
Instructions1. Divide into 4 groups - 2 market research groups & 2 product identification groups2. The market research groups must discuss and write down the current tourism market segments visiting their region. The product identification groups must discuss and write down the existing and potential tourism products of their region.3. One market research group must then join with one product identification group each and work together to connect the tourism products with the appropriate tourism market segments3. The two groups must then present their findings back to the class and discuss. Similarities or differences between the findings of the 2 groups should also be evaluated.
InstructionsDivide into 3 groups (environment, social-cultural, and economic)In your group discuss and write down the native impacts of tourism that relate to your categoryNominate a leader from each group to present the results of the group’s discussion to the classDiscuss the findings and provide additional analysis together
Characteristics of the destinationResilience of environmental and heritage featuresStage of economic developmentStrength of social and cultural characteristicsAttitude and motivation of local populationSocial and physical carrying capacityCharacteristics of the touristsNumber of touristsLength of stayEconomic status of tourists and local peopleSpending patternsInterests and activitiesCharacteristics of the type of tourism developmentSize and characteristics of developmentsType of tourism productsLevel of local ownershipLevel of local employmentRate of development
InstructionsDivide into 4 groups - 2 groups will discuss and develop a tourist code of conduct for their community and 2 groups will discuss and develop a tourism business code of conduct for their community. Once the codes of conduct are developed the groups must identify how they will communicate and promote the codes to tourists and businesses.When developing the code of conduct consider the types of tourists visiting the region and the types of activities they are engaging in. Are there any existing economic, environmental or social impacts? Are there positive impacts that you would also like to encourage?Nominate a leader from each group to present the results of the group’s discussion to the class.Discuss the findings and provide additional analysis together
1. Working with the community (co-operatives, CMBs)2. Working with the private sector (partnerships)3. Working with the government
Background & primary function The six Cham Island Community Tourism Groups (CTG) were established as a part of a livelihoods programme within UNESCO’s Integrated Culture and Tourism Strategy for Sustainable Development in Quang Nam Project (2009-2012) using a Public Use Planning (PUP) approach. Formed by the local Cham Island people with the facilitation of UNESCO and the Cu Lao Cham MPA, the objectives of the CTGs are to improve the management of the local community’s tourism services, develop regulations and mechanisms to promote standards, develop a pricing strategy implement environmental protection activities, and build the capacity of community tourism groups through activities such as sharing experiences, study tours, and skills training. Legal status The Cham Island CTGs are established under Decree 151 pursuant to the December 25, 2001 Law on Organisation of the Government. This Decree provides for the organisation and operation of co-operative groups which are formed on the basis of co-operation contracts authorised by People’s Committees of communes, wards and townships by three individuals or more who jointly contribute assets and labour to carrying out certain works for mutual benefit and responsibility. As the decree was primarily developed as a simple means to enable and empower rural communities with the capacity to form collectives and act as economic organisations, financial and educational requirements and specific experience are not required of group members to form a Co-Operative. Involving stakeholders in the process The process undertaken in the development of the Cham Island CTGs began with UNESCO undertaking a baseline survey of the local tourism services that included MPA staff, local households, the Tan Hiep People’s Committee (PC), and active tourism operators within the community. A situation analysis was then conducted that included research on the establishment of professional clubs and associations. With a strong need for a greater level of organisation and professionalism in the local tourism sector identified, UNESCO next facilitated two community meetings to discuss and then to finalise the development of regulations and an action plan for the strategic development of the local Cham Island tourism services sector including the evaluation of CTGs as a potential legal framework for the community. Benefits of CTGs were identified as being that they are relatively open and flexible (e.g. members do not need educational qualifications, financial support etc), and the fact that CTGs are established at the commune level (reducing paperwork, commune chairperson has existing strong connections with the community). With this plan in place WWF assisted the interested tourism service providers to form a structure of CTGs for the community and facilitate the application process through the Tan Hiep PC. The entire process took approximately seven months. Structure of managing bodies Six CTGs have been established across Cham Island and are arranged into two groups - three CTGs representing three villages located within close proximity, and three CTGs established in a village located some distance away. The CTGs are established according to the tourism sub-sector areas of accommodation (homestays), transport (boats, xe om), and shops/souvenirs (including food & beverage catering), and tours (village guides). Management of the CTG is appointed to a chairperson and vice-chairperson/s, whose responsibilities are: Chairperson - Description of responsibilitiesVice-chairperson/s - Description of responsibilities The vice chairperson/s report to the chairperson who then reports to the tourism management board representative/s within the Tan Hiep Commune People’s Committee. Election of membersEach CTG is comprised of a group of members whose membership is fixed at a minimum of 3 years. Whilst membership to the CTG is free, some elgibilty criteria does exist. In order to be able to join the transport CTG, transport operators must have a driver’s licence and their xe-om or boat must be registered. Huong / Hanh – are there any criteria for the other CTGs? To fill the “management board” positions of chairperson or vice-chairperson/s a flexible approach is adopted whereby members are called upon to volunteer to take up the position/s during the regular community meetings. There are no set eligibility criteria that candidates must posess, simply be motivated to join the management team and have a basic understanding about the role and its responsibilities. There are no fixed number of vice-chairpeople, instead this is determined through an open process of discussion amongst CTG members. Chairpeople may continue in their role until such a time as they wish to withdraw voluntarily or alternatively are forced to resign having broken a serious code of conduct or law within the community. When a chairperson leaves a new volunteer is called upon at the next general community meeting to fill the vacant position. Sub-committees & project implementationBeing such a small and relatively new board the accumulation of funds to implement community projects or activities is yet to take place at such a level that sub-committees or working groups are required. Currently all such activities are being implemented directly by the BoM in conjunction with the local community. Income generationAll members of the CG are required to pay an annual membership fee of 10.000 to 50.000 VND - Nga can you please confirm this? Is it really a flexible amount or is it fixed? The primary source of income for the BoM however is through the Ta Lai CG eco lodge. Operated by Viet Adventure through a partnership agreement with the Ta Lai CG, 50% of the profit made from the eco lodge is given back to Ta Lai Village (Nga, is this 50% to the CG or each household or family within the community?). A further 10.000 VND per visitor / day is paid by Viet Adventure to the local authority. After the recovery of costs (e.g. for BoM salaries, purchase of necessary materials or equipment, Nga please let me know if there are any other core cost areas), a percentage of the profit is allocated to each of the following: Community management fund – Finance the implementation of projects that benefit the whole community (thus, even those not involved in tourism can still benefit)Reinvestment in eco-tourism – Finance the implementation of tourism-related projects and activities. Nga I am a bit confused about this one. Is it mainly for conservation related projects?Seed fund – Interest free micro-finance scheme for tourism-related businesses to maintain / upgrade facitilies, develop new products / services etc Monitoring and evaluationWWF has conducted a baseline quantitative survey of the overall impact of its tourism intervention on the Ta Lai community that includes such areas as environmental and social impacts. A 1-year follow-up survey is soon to be conducted.
Others service proviers can include: restaurants, transport operators etc
InstructionsDivide into 3 groups. Each group receives a different case study about a homestay experiencing different challenges in successful operation.Each group must discuss how they will improve the situation through working with the relevant stakeholder groupsNominate a team leader to present the findings back to the classDiscuss
Identify the skills and tasks required to operate a tourism businessIdentify the skills that are currently available in the business (or within the community for proposed business ventures)Identify the skills that are lacking (the gap) and need to be acquired through capacity building and training
Break into 4 groups (homestay operation, local guide, handicraft production, f&b service attendant).Each group must identify the job skill requirements for their relevant position.Groups must then discuss and identify which skills are most deficient (skill gaps) within their community (in general)Based upon the skills gaps, groups must write a convincing letter to request a volunteer organisation to send a trainer to come to their community and run a course on the selected job skills.Groups elect a team leader to report their results back to the classClass discussion on results
Gain support: Assess level of support of stakeholdersSet objectives: What is the purpose and objectives of the monitoring plan?Resolve practical issues: Who will be involved? What are the boundaries of the monitoring study area? What resources are required? When will it take place?
1. Research key issues facing tourism businesses and the community, e.g. litter, drunk tourists, damage to wildlife, loss of privacy, graffiti, begging etc2. Hold a community meeting to review and prioritise issues, which are the worst problems? Why? Different stakeholders will have different priorities. Need to reach agreement on key issues.3. Seek input of monitoring working group to finalise list. Based upon prioritisation process, key issues for monitoring should be determined. A working group could be tasked with this job.
1. Review list of existing indicators and match to key issues2. Brainstorm to find new indicators to match issues3. Screen indicators that are not practical to implement or have only limited relevance to key issues and fine tune
1. Identify data sources2. Design data collection methods such as surveys and questionnaires3. Design a simple database to hold the results
CBT venture financial records - Basic data on economic performance should be available through the book-keeping records of the CBT venture operators or alternatively the community management organisation. Types of data relevant to the monitoring and evaluation process include sales volume, revenue, profit-loss, employment levels, poverty line statistics and other welfare dataCommunity visitation records - Occupancy / user rates, length and dates of visit, age, gender and nationality are all types of information that should be captured as a part of visitor entrance re-quirements to the village / community.Visitor surveys - Can range from simple guest satisfaction forms and guest feedback books through to formal qualitative and quantitative visitor surveys. Information of worth includes demographic details, dates of visit, activities undertaken, likes and dislikes (including social and environmental aspects). Stakeholder discussions - Holding regular discussions and meetings with stakeholders is a good way to ob-tain feedback on the operation of CBT venture/s. This can be done both informally through the CBT proponents general interactions and conversations with the broader community members and other stakeholders such as tour operators and local government officers, as well as through formal methods such as a formal survey and stakeholder meetings. Types of information of interest include stakeholder perceptions of the CBT venture and its positive and negative impacts on the community (economic, social, cultural) and surrounding environment.Physical assessment and observation - Physically observing CBT related activities over time such as records of events, and investments and developments occurring can be useful sources of infor-mation. Photographic records can be helpful here.
Forms of communication may include: community meeting, newsletter / flyer, website etc