what is the rationale in the case study?

Case Study - Pro-poor Tourism The Pro-Poor Tourism partnership (http://propoortourism.org.uk/) defines pro-poor tourism as tourism that results in increased net benefits for poor people. It is not a specific tourism product, but rather an approach to tourism management that improves the socio-economic and socio-cultural quality of life for poor people in the host community. In other words, pro-poor tourism is not a new type of holiday, but rather a way of doing business differently. It is this focus on new business strategies that makes pro-poor tourism different from many other approaches: pro-poor tourism allocates a central role to business and trade, not public sector support and interventions by voluntary organisations, to bring positive impacts to poor communities in a destination. Pro-poor tourism strategies have economic and socio-cultural aspects. The economic impacts mostly have to do with building linkages with local suppliers (see p. 186), such as sourcing food and other products locally rather than relying on imports. Another important economic aspect is job creation for the local community: employing local staff, training them and paying them a fair salary. The increased income for the local community can lead to socio-cultural improvements such as a better infrastructure and quality of life. A socio-cultural aspect of pro-poor tourism can be the development of excursions and cultural attractions in the local area, increasing the local population's opportunities for finding pride in their culture and developing their own business. This can increase positive contacts between hosts and visitors, encourage capacity building within the poor population, and improve the balance between tourism and other forms of resource use. Ashley et al. (2001) have compiled a report for the Overseas Development Institute with guidelines for the development of pro-poor practices in the Caribbean. Examples of these guidelines include: - Pay smaller, local suppliers regularly. Hotels often pay for goods 30 to 90 days after these have been delivered, but small producers do not always have the working capital to wait that long for payment. - Local producers often offer goods that can be used in hotels, but the quantity, quality and reliability of the supply are often inadequate. Consider working with smaller contracts and appointing a facilitator who can inform and work with the local suppliers. - Develop and implement a policy which encourages openness and a lack of stigma towards HIV. Educate managers as well as staff about HIV/AIDS, safety in the workplace, and working with HIV+ colleagues. - Integrate local interaction and local shopping into existing excursions. Visiting local craft markets or workshops can enhance tourists' experience and expenditure. Offer retail space to local craftspeople and advertising space to local taxis, excursions and guides. - Find out about the goals local people have: these may be different from what tourism operators expect. In several pro-poor tourism projects local income has been welcome, but poor people also have non-financial priorities such as training, dignity, access to natural resources, access to infrastructure, and the ability to