Phase 4: Evaluating Intervention

In 2013, an initial evaluation revealed that Mai Hich CBT created 79 new jobs for the community, with 23 positions in the three homestays (i.e., front desk, housekeeping, F&B, laundry) and 56 positions in other tourism services (i.e., traditional dance and music performance, trekking guides, rafting and bicycle rental services) (Duong, 2015). At this point, local government became involved and a tourism management board was established to ensure that existing and further CBT development in the village are in compliance with the goals of preserving local cultures and protecting the environment (VTV2, 2013).

Phase 5: Consolidating Intervention

By 2014, the COHED CBT project ended with the opening of the fourth homestay. However, the CBT model has continued to expand beyond the local context. Although the initial project was developed for Mai Hich community, under direction of the Centre for Social Initiative Promotion (CSIP), Mr. Duong understood the CBT model from a social entrepreneurship perspective and its potential to be scaled up to deliver much greater socio-economic impacts. With advice regarding legal frameworks and scaling up approaches from CSIP, the social enterprise known as CBT Travel and Consulting was established and has continued to work closely with other local governments, local entrepreneurs, international NGOs, social entrepreneurs and tourism experts all over Vietnam to adapt and refine the initial model to suit other areas (Duong Minh Binh, 2015). By 2015, CBT Travel and Consulting established another 12 CBTs in 7 provinces, using tourism to continue creating positive changes to impoverished and vulnerable communities across Vietnam. CBT Travel and Consulting’s long-term commitment to and within the community is clearly stated in the organization’s business plan: ‘Not only do we design and implement these projects, but we also provide long-term support to warrant their viability and profitability’ (Duong, 2015).

 
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