Co-management as a Framework for the Development of a Tourism Area Response Network in the Rural Community of Curanipe, Maule Region, Chile

Abstract

Crises have the potential to highlight both opportunities and challenges. Such was the case for the coastal town of Curanipe, Maule Region, Chile, which was devastated by an earthquake and resulting tsunami in 2010. The natural disasters resulted in communication breakdowns, which highlighted the intricacies in the hierarchy of the tourism industry and government agencies and the need for coordinated partnerships between the private and public sectors. This paper applies the theory of co-management to tourism crisis management. The Tourism Area Response Network (TARN) is presented as a co-management approach to fostering closer partnerships in tourism crisis management and communication among the appropriate actors of Curanipe. More specifically, the key characteristics, outcomes, and related dimensions of co-management are applied to the development of TARN in Curanipe.

An Investigation of Stakeholders’ Strategies for External Crisis Preparedness: Perspectives of Tourism Industry Stakeholder in Jos, Plateau State, Nigeria.

“…It would therefore be difficult for these stakeholders to convince tourist of safety and security at Jos, where there have been incessant cases of crises that portend risks to tourists, other visitors, tourism businesses and host communities. Tourists are known to be characteristically risk averse (Reisinger and Mavondo 2005;Rittichainuwat 2013;Rittichainuwat and Chakraborty 2012;Wang and Lopez 2020;Wong and Yeh 2009) and, they would often prefer to vacate at destinations that are crisis prepared and safe for tourism (Dahles and Susilowati 2015;Pennington-Gray, Schroeder, and Gale 2014).…”

“…Similarly, Lanouar and Goaied (2019) observe that in 2015, following two terrorist incidents: Bardo Museum in Tunis and the Resort in Sousse, Tunisia, tourist arrivals fell to the lowest level (5.5million) in decades, and tourism revenues fell 35% to USD1.5billion.This is sequel to two decades of political instability or terrorists attacks in Tunisia that has resulted in the decline in the number of tourist arrivals, tourist overnight stays, and tourism receipts by 31.5%, 54.5% and 32.2%, respectively (Lanouar and Goaied 2019). Even when these incidents are not aimed at tourists, they can still impact the travel and tourism sectors due to perceived risks of affected destinations (Ajogbeje, Adeniyi, and Folarin 2017;Lanouar and Goaied 2019;Musavengane, Siakwah, and Leonard 2020;Nwokorie and Igbojekwe 2020;Pennington-Gray, Schroeder, and Gale 2014;Ritchie, Chien, and Sharifpour 2017;Seabra, Reis, and Abrantes 2020;WTTC 2020). In the same vein, the United Nations World Tourism Organisation's (UNWTO) recent report on the impact of the novel COVID-19 global pandemic on tourism suggests that international tourist arrivals are estimated to drop to 78%, resulting in a loss of US$ 1.2 trillion in export revenue from tourism and 120 million direct job cuts, representing seven times the impact of the September 11, 2001 terrorist attacks in the US, and constitutes the largest decline in the history of tourism (Sigala 2020;UNWTO 2020).…”

Adaptive co-management as an approach to tourism destination governance – a case of protected areas in Bangladesh

“…It was identified through the review of previous ACM studies that in the short to medium term the ACM process had led to improved engagement and participation of more stakeholders in decision-making, improved accountability and transparency of stakeholder groups, and enhanced awareness and social learning (Berbés-Blázquez, 2011; Butler et al, 2016;Chapman et al, 2016;Charles, 2007;Chen et al, 2016;Kusumawati & Figure 2.1: A conceptual framework of tourism destination governance with particular reference to protected areas through ACM approach Huang, 2015;Lai et al, 2016;Levine, 2015;Pinkerton, 2007;Plummer, Kulczycki, & Stacey, 2006). Longer term outcomes have been found to include improved local livelihoods through alternative income generation activities, local community empowerment and more balanced power relationships amongst stakeholders, the establishment of new more collaborative institutions; and improved conflict resolution (Butler et al, 2015;Fabricius & Pereira, 2015;Levine, 2015;Mbaiwa, 2011;Pennington-Gray et al, 2014).…”

“…However, these concepts have only recently been introduced in tourism contexts. In tourism, co-management and ACM have been utilised as approaches to managing sustainable development through tourism (particularly ecotourism and nature-based tourism), biodiversity conservation and alternative income generation opportunities, destination management, crisis management, stakeholder partnerships, and business networks (Butler et al, 2015;Mbaiwa, 2011;Pennington-Gray et al, 2014;Romeiroa & Costab, 2010). For example, the co-management approach was implemented through community-based natural resource management in Okavango Delta, Botswana.…”

“…Given the complexities of tourism destination governance, it has also been suggested that ACM may have synergies for tourism contexts (Chen et al, 2016;Fennell et al, 2008;Lai et al, 2016;Mbaiwa, 2011;Pennington-Gray et al, 2014;Plummer & Fennell, 2009;Romeiroa & Costab, 2010). From a review of 80 published articles on related to ACM (including adaptive management and co-management), it was found that ACM is based on four inter-connected principles including; communication and collaboration; social learning; shared rights, responsibility and decision-making;…”