Community Based Tourism
Finding the Euilibrium in the COMCEC Context
23
 Community contribution (e.g. time, labor, locally available materials) for increased
community sense of ownership and responsibility.
 Locals’ discipline to follow the rules, agendas and follow through actions.
 Good local governance with a cohesive community with the ability to work together,
free of conflicts, jealousies, power issues, traditional divisions, or tensions.
 Priorities, important values, and expectations of the communities forward the focus
of development.
 Transparency and equity in decisions to avoid dominance of a small group of elite.
2.1.1. Power Relations: Challenges and Opportunities
A potential challenge in CBT development is the existing social structure. Often, in the CBT
planning phase, the local structure is conceptualized as a homogenous and therefore
inherently harmonious group. However, in reality, communities are, regardless of size or
geographical concentration, usually heterogeneous, with in-group variations based on race,
ethnicity, socioeconomic status, gender, religion, language, dialect or simply based on
family ties. While certain areas of social disparity may already be present in the community
(norms about gender roles); some may arise during the implementation stage of CBT
development (unequal distribution of costs or benefits) (Reed, 1997).
As Reed (1997) cautions, social variations and disparity could be the cause of pre-existing
conflicts that might prevent cohesion and cooperation among the community; or they could
cause social inequalities that could compromise the democratic participation in decision
making and management of tourism activities, and they could also adversely affect the
desired level of ownership by the community. Therefore, existing ownership inequalities as
well as the conflicting claims to land, natural and cultural resources are issues to be
addressed for the effectiveness of CBT initiatives.
2.1.2. Steps for Strong Stakeholder Participation
Since stakeholder participation, especially local resident involvement is the most critical
component of effective CBT development, several studies were conducted regarding this
aspect. The steps in Box 3 are suggested by Stonich (2005) for establishing a CBT program
with strong stakeholder participation and equity.
Box 3. Steps for Strong Stakeholder Participation and Equity in CBT
 Define and operationalize participation. There are two main dimensions of participation: participation as
a goal in itself that allows communities to have greater control over their lives and resources, and
participation as a means of achieving improved social, economic, or environmental objectives.
 Realistically address the major weaknesses in many community based initiatives. Some of the most
important of weaknesses are:
o An unrealistic understanding of local social and cultural dynamics;
o Lack of understanding of competing interest groups both within and outside the local community;
o Ignorance of the larger political and economic structures that generate local competition and conflict.
 Conduct a thorough, informed assessment of the meaning of the “local,” paying close attention to local-
extra-local linkages.
 Use socio-cultural analysis to attain a realistic understanding of the “community” in terms of