Introduction Process of Tourism-Based Community Development
The Onpaku Model Introduction Process in Japan as an Object of Study

Takuro Ide*
Abstract:
Recently, many regional areas in Japan have acknowledged the need to tackle
tourism-based community development for regional revitalization. Tourism-based community
development is defined as “activities of the local community to promote exchange and to create
a community filled with energy by fully harnessing nature, culture, history, industry, talented
people and other local resources.” 6) How can this method of tourism-based community
development be introduced into regional areas? This study examines the introduction of thismethod using the introduction process of Onpaku (abbreviated name for Onsenhakurankai) as
an example. We mainly analyze this process from the viewpoint of leaders who promoted theintroduction of Onpaku in their regions.
Onpaku is an activity of regional revitalization involving a wide range of stakeholders. It
aims to discover and export regional charm, develop regional human resources, and create
various tourist services that utilize regional resources. A case-study method was adopted for thisstudy. The study sample comprised the following four regional areas wherein the Onpaku model
has been introduced: Atami City, Noto Peninsula, Nagara River Basin, and Suwa area. We alsointerviewed the leaders who implemented this model in their regions.
We can recognize the following conclusions from the results:
 A background to the introduction of Onpaku was necessary to revive local, declining
communities.
 The introduction of Onpaku was promoted by the leaders’ or residents’ goal “to revitalize
their own community,” the existence of community resources to attract people, and an
activity network.
 The process by which these factors effectively function is the residents’ and especially theleader’s decision to “revitalize their own community.” They discover attractive community
resources and involve various people and form a network for activity through implementing
community development activities that utilize attractive community resources.
 However, Suwa area was slightly different from the other cases in the introduction process of
Onpaku. In the first three cases, there was strong determination “to revitalize own
community.” on the part of the leaders or inhabitants. In Suwa area, however, local
governments and the chamber of commerce set out the direction of regional revitalization,and it was them that introduced Onpaku. Then, individuals came to have strong feelings
about revitalizing their community.
Keywords:
tourism-based community development, introduction process, Onpaku, Japan* Doctor’s Course student, Hosei University Graduate School of Regional Policy Design
E-Mail: takuro.ide.2a@stu.hosei.ac.jp

1. Introduction
Alternative tourism reflecting the hobbies and tastes of individuals began to manifest in
the second half of the 1980s. In Japan, tourists are interested in local nature, local culture suchas local life, and interchange with the inhabitants of the area 1)―5). As a result of this situation, in
the tourist areas of Japan, the “development of tourist areas,” seeking to improve the attractionof tourists, and “community development,” seeking to improve the lives of residents, havebecome closely related. Currently, many regional areas in Japan have acknowledged the need totackle tourism-based community development for regional revitalization. Tourism-based
community development is defined as “activities of the local community to promote exchange
and to create a community filled with energy by fully harnessing nature, culture, history,
industry, talented people and other local resources.” 6) According to Nishimura7), with theintroduction of tourism-based community development, regional areas can strengthen the local
economy within the framework of community development. However, in the field of tourism,
regional areas can strengthen the consideration of community life through the introduction of
tourism-based community development. Thus, many areas are considering whether to introduce
this method. Consequently, the following questions arise: How is this method of tourism-based
community development introduced into regional areas? What do regional areas need to do to
implement tourism-based community development?
The literature on tourism-based community development has steadily grown from the late
2000s8). For example, we have the above-mentioned study by Nishimura7): this introduces withpractical examples the theory of tourism-based community development. Others include a study
by Yasumura3) explaining the birth of and principles for the establishment of tourism-based
community development, or the study by Soshiroda1) giving the perspective of marketing intourism-based community development. A great deal of effort has been made to clarify theentire structure and practical examples of tourism-based community development. Suchdevelopment has unique characteristics that change from area to area. Therefore, in order toobtain the desirable form of the tourism-based community development, furthermore it isnecessary to grasp practical examples. In particular, examining the process of introduction of
tourism-based community development will create basic materials in other areas for use in theconsideration of tourism-based community development.
This study clarifies the process of introduction of tourism-based community development,using the introduction of the Onpaku model as an example. We analyze this process from theviewpoint of leaders who are promoting the introduction of Onpaku in their regions.
2. Methods
This study adopted a case-study method. This study’s sample comprised four regional
areas that have introduced the Onpaku model.
Onpaku is an abbreviated name for Onsenhakurankai; it is an activity of regional
revitalization involving a wide range of stakeholders. Onsen means “a hot spring,” andHakurankai means “an exhibition.” Onpaku, as a model, aims to discover and export regional
charm, develop regional human resources, and create various tourist services that takeadvantage of regional resources9). Therefore, Onpaku is a representative method used within
tourism-based community development.
We analyzed the following four cases to clarify the process of introduction of Onpaku:
Atami City, Noto Peninsula, Nagara River Basin, and Suwa area. We interviewed leaders who

promoted the introduction of the Onpaku model in their regions.
3. Summary of Onpaku
3.1 The birth of Onpaku
Onpaku was born in Beppu City, Oita Prefecture. Beppu City is a tourist area constructedaround eight hot springs. The number of tourist visits to Beppu City increased greatly in the
period of rapid economic growth in Japan. The number of tourist visits to Beppu City was about
13.12 million (overnight visits: about 6.13 million; day-trips: about 6.99 million) in 197610).
Then, however, the number of tourist visits began to decrease, and in the 1990s, this number fell
to 11 million (overnight visits: about 4 million; day-trips: about 7 million) 11). Beppu City was
faced with a need for regional revitalization. From around 1996, various community
development activities called Beppu Hattou Undo had been performed. For example, residents
would walk around their town, thereby discovering new regional charms and coming toappreciate the town more. Various activities contributed to the excavation and export of regional
charms. Those activities showed low sustainability, because they relied on volunteers. Therefore,
Onpaku was planned in order to carry out a sustained regional revitalization12).
3.2 The business model of Onpaku
We provide a diagram [see Figure 1] showing the structure of Onpaku. Onpaku gathers
many small experience-based activities, called “programs”: walking around town with a guide,appreciating the richness of the region while interacting with local people in the lush woodlands,
enjoying events featuring local artists in historic locations, increasing one’s own beauty andhealth through use of the hot springs, enjoying unique local foods, and so on9). These programs
are carried out in various locations in a certain period of time12).

Sponsor• Municipalities• Industry groups andEnterprises

Partner• Providing programs• Provision of venue• Advertising

Providing programs

Support money• Regional Revitalization• Industry activation• Guidebook listing• Advertising fee• Project support• Customer attraction
support

Programparticipation fee

executive office of
Onpaku• Management• Program planningsupport• Partner recruitment
and training• Guidebook• Website• Publicity• Brand management• Sponsored program

Programparticipation fee• Providing privileges
Providing• Sending a guidebook
programs• WEB reservation

Local residents and Tourists• Participation in the program Members of Onpaku fan clubParticipation in the program

Figure-1: Onpaku seen from the flow of funds and services
Source: Tsuruta and Nogami (2008)11)

Regional small businesses, called “partners,” carry out programs to provide access toregional charms. These are not only tourism-related businesses; they include also community
development organizations, individuals, mall officials, or students. More than 70% of theparticipants in Onpaku are local residents. Onpaku involves the efficient utilization of local
resources and the development of human resources. As a result, various services lead to new
businesses. Onpaku is not a mere event intended to attract customers; Onpaku is an effort todevelop a community by supporting people who want to try new challenges9).
Onpaku received support from the Ministry of Economy, Trade and Industry from 2007
through 2009, and the actions taken in Beppu City were modeled as the “Onpaku technique.” In2011, the general corporate judicial person Japan Onpaku was established. The “Onpaku
technique” has since been introduced in many areas in need of regional activation.
3.3 Case selection
We requested the cooperation of Japan Onpaku, who cited typical regions for the
introduction of Onpaku on the basis of the following policy. In Onpaku activities, there is a needfor a leader to lead the activities. Therefore, we asked about the regions where Onpaku had been
introduced and where leaders were present. Furthermore, we selected regions where Onpaku
had been introduced within a year prior to the time of the interview, because the leaders would
remember their process of introduction clearly.
Four areas where Onpaku was introduced were selected. We visited each area, andinterviewed leaders about the process of Onpaku introduction.
4. Results
4.1 Atami City
Atami City is located in the easternmost part of Shizuoka Prefecture. It is a tourist citythat has developed around the hot springs. Onpaku was introduced in Atami City in 2009. The
number of tourist visits to Atami City 13) was about 9.23 million people in 1996, at its peak.
However, this had decreased to about 5.76 million in 2009.
From the 1990s to the 2000s, Mr. A had observed Atami City’s gradual decline. He
worked at a business-consulting company in Tokyo. However, he wanted “to revitalize Atami,”
which was his hometown, and so he returned there. Firstly, Mr. A began by setting up an internet
site to discover and export Atami’s charm. Then he carried out various community development
activities (e.g., creating agricultural experiences) taking advantage of Atami’s resources.
In 2009, Mr. A and the chairman of the Atami City tourist association played a key role in
the introduction of Onpaku. At this time, Mr. A brought in various residents who were interested
in the revitalization of Atami City. These included city officials, members of the staff of thechamber of commerce, members of the staff of the city’s tourist association, young residents,and so on. Mr. A served as the vice chairman of the Onpaku Executive Committee. The
experience program, for example, included a tour of various coffee shops in Atami City, theexperience of tea-plantation maintenance and original techniques of tealeaf fermentation, and atour of vacant resort condominium properties14).
In Atami City, in the 2010 Onpaku fiscal year, called “Onsentamatebako,” the number ofprograms was 61, there were 52 people working as partners carrying out programs, and thenumber of those who had experienced the program was 1,12315). Since 2009, the number oftourist visits in Atami City has fluctuated, reaching about 6.4 million in 201413). To promote theresolution of regional problems, Mr. A established a specified nonprofit corporation in 2010.
Nowadays, he is continuing Onpaku in Atami City as “efforts continue to expand.”
4.2 Noto Peninsula
Noto Peninsula is a large peninsula that protrudes into the Sea of Japan from the vicinityof the center of the Hokuriku region. On March 25, 2007, the Noto Peninsula was severely
damaged by an earthquake. The number of tourist visits to the peninsula in 2006 was about 7.36
million. After the earthquake, the number of the tourist visits in 2007 was about 6.2 million 16).
This represented a significant decrease of 15.7%.
At this time, Ms. B was a representative of a town development company located in
Nanao City. She and other practitioners of community development on Noto Peninsula thought,“We must do something for revitalization from the earthquake.” Ms. B and other practitioners
were already carrying out community development activities before the earthquake. These
involved various inhabitants: city officials, members of the staff of the chamber of commerce,
and members of the staff of the Onsen Ryokan Association. These individuals combined past
activities and new events, carrying out Onpaku on Noto Peninsula approximately six months
after the earthquake. For the experience program, for example, cooking classes using local
vegetables and walks around the town were implemented. Onpaku in Noto Peninsula wascarried out every year. Since 2007, the number of tourists visiting Noto Peninsula has gone up
and down, reaching about 6.93 million visits in 201416). Currently, Onpaku programs are carriedout as part of a course at Misogigawa University to train new leaders in regions.
4.3 Nagara River Basin
Nagara River flows through Nobi plain from Dainichidake in Gifu Prefecture, Gujo
County, and empties into Ise Bay. The area of the basin is 1,985 square kilometers. Onpaku
began in Nagara River Basin in 2011, around Gifu City. According to the statistical data on Gifu
Prefecture17)–18), the number of visits to the tourist area of Gifu City, the center of Onpaku in
Nagara River Basin, was about 9.27 million in 2000(1), but this decreased to about 8.16 million
in 2010. In the 10-year period from 2000 to 2010, the number of visits to the tourist area of Gifu
City had decreased by about 1.11 million.
Mr. C, who is the Onpaku leader in this area, was disappointed with the inhabitants’ lackof a sense of pride in Nagara River Basin. His goal was “to revitalize Nagara River Basin;”
therefore, he carried out community development activities (e.g., walking around the town to
study Gifu City) using the advantages of the resources of Nagara River Basin.
In 2010, Mr. C participated in the Onpaku workshop in Atami City. Mr. C met the founderof Onpaku at a workshop, and told him about the efforts he had carried out so far. The founderof Onpaku praised Mr. C and encouraged the introduction of Onpaku to Nagara River Basin. Mr.
C was self-confident, thanks to the high evaluation given by the founder of Onpaku, and he
implemented Onpaku in Nagara River Basin, involving a variety of residents. These residents
were city officials, members of the staff of the chamber of commerce, members of the staff ofthe local tourist association, members of the staff of the Onsen Ryokan Association, young
residents, and so on. In 2011, Onpaku in Nagara River Basin featured 100 experience programs,
attracting 3,400 people in a month. The degree of recognition of Nagara River Hot Springs was
improved. In order to promote the solution of regional problems, Mr. C established a specified
nonprofit corporation in 2011. In 2015, Onpaku in the Nagara River Basin comprised 180

experience programs, and attracted 14,800 people in a month and a half19).
4.4 Suwa area
Suwa area is located around Lake Suwa, in central Nagano Prefecture. There are several
cities, towns, and villages around Lake Suwa. The local economy of Suwa area long depended
on manufacturing, such as the precision machinery industry. Accommodation businesses in
Suwa area were able to manage without doing promotional activities, because local companies
often made use of these businesses. But the collapse of the bubble economy affected companies
in Suwa area, and the accommodation and food service industries suffered accordingly20).
According to statistical data from the Suwa Region Office21)-22), Nagano Prefecture, the numberof tourists visiting Suwa area was about 16.99 million people in 1993, but that decreased toabout 14.17 million people in 2008. In the 15-year period from 1993 to 2008, the number oftourists visiting the Suwa area had decreased by about 2.82 million people. Thus, Suwa area
needed someone to do something for revitalization.
At first, Suwa City and the Suwa Chamber of Commerce and Industry wanted to provide
a variety of hands-on tourist experiences in Suwa area. They considered it better to provide thisvariety in a wider area than in Suwa City only. Accordingly, they invited neighboring cities,
towns, and villages to undertake Onpaku. In 2008, Onpaku in Suwa area began in Suwa City,
Okaya City, and Shimosuwa Town. Gradually, many other cities, towns, and villages
participated, until finally Onpaku was carried out in eight cities, towns, and villages. The
experience program, for example, included B-grade gourmet tours around the local coffee shop
or local bar with a guide, a program to harvest local vegetables, and programs to sample locallybrewed liquor and local cheese. Since 2008, the number of tourists visiting Suwa area has also
risen and fallen, reaching about 12.92 million people in 201423). This represented a decrease of
8.8%.
Mr. D has been a town official of Shimosuwa. He was involved in the executive
committee from the start of the introduction of Onpaku: moreover, he devoted himself to theadjustment of the municipal cooperation through Onpaku. Through his activities in Onpaku, hisaim “to revitalize this area” became stronger, which also motivated him to work harder.
5. Conclusion
This study analyzed four cases to clarify the Onpaku introduction process. Table 1
summarizes the results of the four cases. We can recognize the following conclusions from theresults:
 A background to the introduction of Onpaku was necessary to revive local, declining
communities.
 The introduction of Onpaku was promoted by the leaders’ or residents’ goal “to revitalize
their own community,” the existence of community resources to attract people, and an
activity network.
 The process by which these factors effectively function is the residents’ and especially theleader’s decision to “revitalize their own community.” They discover attractive community
resources and involve various people and form a network for activity throughimplementing community development activities that utilize attractive community
resources.
 However, Suwa area was slightly different from the other cases in the introduction process

of Onpaku. In the first three cases, there was strong determination “to revitalize own
community.” on the part of the leaders or inhabitants. In Suwa area, however, local
governments and the chamber of commerce set out the direction of regional revitalization,and it was them that introduced Onpaku. Then, individuals came to have strong feelings
about revitalizing their community.
Table-1: Comparison table of the four cases
The situation before
introducing Onpaku

Onpaku introduction process

Atami
City

The number of tourists
was a decreasing trend

 Mr. A had discovered and exported theAtami’s charm. He learned the Onpaku
model.
 He then encouraged city hall and tourist
associations, they worked on the introductionof Onpaku.

NotoPeninsula

Noto Peninsula wasdamaged by Noto
Hanto Earthquake in2007, and the numberoftourists
wasdecreasing

NagaraRiver
Basin

The number of touristsof Gifu City (thecenter of Nagara River
Basin)
wasadecreasing trend

Case

Suwa
area

The number of tourists
was a decreasing trend

 Ms. B and other practitioners of community
development in Noto Peninsula thought that
“we must do something for revitalizationfrom the earthquake.” Triggered by a briefing session of the Onpaku
model held for the same period, Miss B andother practitioners worked on the introductionof Onpaku in cooperation with local
governments.
 Mr. C had discovered Nagara River Basin’s
charms, and he had created a free paper toprovide information about it. In addition, he
had also performed experience programs thatutilize the resources.
 Mr. C then participated in the Onpaku
workshop; he worked on the introduction of
Onpaku.
 At first, Suwa City and the Suwa Chamber ofCommerce & Industry wanted to provide avariety of hands-on tourist experiences in
Suwa area. They considered it better toprovide this variety in a wider area than in
Suwa City only.
 They then invited the neighborhood cities,
towns, and villages and worked on the
introduction of Onpaku.

Implementation system at the time of
Onpaku introduction
 An executive committee wasorganized by staffs of local
government, staffs of Chamber ofCommerce, staffs of tourism
association, and local youths. They
promoted Onpaku.
 Mr. A was the Vice Chairperson.

Local governments of Noto Peninsula
were in charge of the secretariat. Ms.
B and other practitioners were actuallyoperating the events and programs.

 An executive committee wasorganized by staffs of local
government, staffs of Chamber ofCommerce, staffs of tourism
association, staffs of Onsen Ryokan
Association, and local youths. They
promoted Onpaku.
 Mr. C was the Chief of secretariat.
 An executive committee wasorganized by staffs of local
government, staffs of Chamber ofCommerce, and staffs of Ryokan
Association.
They
promoted
Onpaku.
 Mr. D has been a town official of
Shimosuwa.

Future research should not only accumulate cases of the introduction process of Onpaku
but also of tourism-based community development. In particular, it will be necessary to continue
to grasp the actual situation of DMO (Destination Management/Marketing Organization),
because DMO is gathering attention in the regional revitalization policy of the Japanese
government24).
Notes(1) From the survey of 2011, Gifu Prefecture has changed the survey method to one that Japan
Tourism Agency had established. It cannot be compared with the survey results of theprevious year. Therefore, we compared the data of 2010 and 2000. Data of 2000 is theoldest thing as data that are published on the web site of Gifu Prefecture.
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