Basic Civil Engineering first year Notes- Chapter 4 Building.pptx
Rethinking visitor management for the 21st century internet version
1. Rethinking Visitor Management for the
21st Century
Stephen F. McCool
Professor Emeritus
The University of Montana
National Taiwan University Internet Version
25 March 2011
2. Competing Demands
Rising visitor use collides with diversifying
expectations for forests
Rising visitor use collides with
diversifying expectations for forests
6. Implications
We manage in a new world of complexity,
uncertainty and change
Recreation management and planning is in a crisis
Implementation and monitoring remain problematic
It is in a crisis because
Of lack of funding
Declines in organizational capacity
Mindsets or mental models for managing recreation
7. What I Will Try to do Today
Emphasize a change in looking at our
management
Discuss reasons for why management of
visitors is in crisis
Suggest how we can re-think our approaches
8. Given the Variety, Complexity and
Uncertainty of the Context, The World of
Nature-based Tourism …
Is wicked
Conflict/confusion over goals
Scientific uncertainty about relationship between
causes and effects
9. And is messy
Problems are connected,
cannot solve one problem
without affecting other
problems
16. A Mindset or Mental Model
Is termed a paradigm
Develop out of prior success in dealing with
problems
But may not be applicable in the future
Future is no longer like the past
What was successful in the past may lead to failure
in the future
Are difficult for followers of a current
paradigm to understand and change to
18. Some Mental Models in
Visitor Management
Managing for activities vs. Identifying a carrying capacity
managing for experiences vs. identifying acceptable
conditions
Incremental/ad hoc
decision-making vs. using a Site focused vs. regional level
framework management
Conceiving of planning as a
Focusing on biophysical technical exercise vs.
attributes vs. focusing on building professional
values competencies
Focusing on the average Destination (end state) is static
visitor vs. understanding vs. destination dynamic
diverse motivations Focusing on events not
Thinking of recreation understanding the system
planning as separate from underlying the events
implementation
19. Mental models
often serve to models we use to frame tourism
The mental
handcuff our
development questions are often barriers to
thinking
achieving goals
20. What is a Planning Framework?
Focused on recreation/tourism
Not law or regulation
Guidelines, a process, propositions, steps
Notion of “working through”
Helps frame/define the problem
Forces explicitness
Not mechanistic
21. What Makes a Good Framework?
Salient – not all frameworks address all issues
Conceptual soundness – defendable theoretical
foundation
Technical – translated into practice well
Knowledge, skills, abilities
Administrative feasibility
Ethical – who wins and who loses
Identifies trade-offs
Pragmatic
Efficiency – biggest bang for the buck
Effectiveness – does it help achieve larger order goals
Adapted from Brewer, 1973
22. Some Examples of Tourism and Visitor
Management Frameworks
Carrying (Visitor) Capacity based Frameworks –
1960s +
Social, Biophysical, Facility
Recreation Opportunity Spectrum based Frameworks
Recreation Opportunity Spectrum – 1970s
Tourism Opportunity Spectrum – 1990s
Water Recreation Opportunity Spectrum – 2000s
23. Some Examples of Tourism and Visitor
Management Frameworks
Limits of Acceptable Change based Frameworks
Limits of Acceptable Change – 1980s
Visitor Impact Management – 1980s
Visitor Experience and Resource Protection –
1990s
Tourism Optimization and Management Model–
1990s
The Benefits Based Management – 1990s
Placed-based Frameworks – 2000s
24. Principal Question Addressed
Carrying Capacity
How many is too many?
ROS
What settings exist and what should be provided?
LAC
How much change from a desired condition is acceptable?
BBM
What experiences should be provided?
Place-based
What meanings are attached to this place?
25. Some Characteristics of Useful
Frameworks
Jointly developed
Managers, scientists, constituencies
Focus on understanding the system
Structure our thinking
Integrate public and technical knowledge
28. Evolution of Recreation and Tourism
Planning Frameworks
Command/Control to Collaborative
Generic to Issue/Place Specific
Reductionistic to Realistic
Implicit to Explicit
Sites to Areas to Regions
29. Frameworks Only Work …
Organizational will
People are not rushed, distracted, careless or
ignorant
Technical capacity and proficiency
Inclusive of differing values and systems of
knowledge
Open and deliberative
Effectiveness rather than efficiency
When thinking is at the systems level
30. Conclusions
Driving forces and context mean that trade-offs will
be made
Raise the need for a framework to structure thinking
Mental models or paradigms may hinder effective
solutions
Frameworks help decision makers work through
complex issues
A variety of frameworks exist, but vary in suitability
31. Conclusions
Collaboration important aspect of success in
framework development
Institutional capacity is an issue
Managerial proficiency
Scientific expertise
Constituency understanding