Effective collaboration and participation processes are well-planned and structured around the characteristics and needs of the intended participants. Such structured approaches ensure that all the appropriate stakeholders are involved and that their input is maximised.

Public participation processes can be initiated by external institutions in the public and private sector or by groups or communities. Techniques range from those designed to include as many people as possible to those designed to include interested parties (e.g., local residents, tourism operators). In tourism-related decision making, the latter is more common, with techniques including consultation, collaboration, or joint decision making,

Public participation processes can be initiated by a range of individuals and groups, including external institutions, interest groups and communities. The processes can range from the passive (that is, communities and individuals being told what has been decided or already has happened) to the interactive (that is, communities and individuals equally sharing in local decisions and determining how available resources are used). It can also result from the public's self mobilisation, but that is rare. At the design stage, the 'initiators' will decide the level of participation: it can be designed to include as many people as possible ('popular' participation) or to include groups or individuals judged to have an interest in the matter under consideration ('stakeholder' participation). In tourism-related decision making, 'stakeholder' participation is more common, with local residents, tourism operators and other stakeholders having input into planning and management processes.

Stakeholder Analysis is used to identify key people, groups or organisations (stakeholders) that have a vested interest in a policy, project or programme and can influence its viability and progress. The analysis provides information that allows developers, planners and other decision makers to work with stakeholders to improve the design of a project through a participatory process. The process includes identifying and prioritising stakeholders, seeking to understand their stance, and establishing appropriate strategies for engaging with them in the planning process. In Social Network Analysis, social structures and interrelationships are investigated and presented in visual forms. The focus is on the relations between individuals or groups (rather than their characteristics) within their wider social context. The analysis helps explain the outcomes of patterns of social interactions and the nature of community networks that underpin the exchange of information, experience and support. The understanding can help agencies (for instance, community leaders) engage with communities to increase their capacity to respond to change and address social issues.

Consultation with iwi/hapu/other Maori groups is part of a recognised principle of protection and partnership under the Treaty of Waitangi. Its purpose is to both recognise the rights of Maori under the Treaty and to ensure the views of iwi, hapu and other groups are taken into account in the planning and management of natural areas. There is no set way to carry out consultation. However, consultation mechanisms used must reflect the identified needs and preferences of iwi/hapu/other groups and allow for timeframes that suit their circumstances and needs. The inclusion of iwi/hapu/whanau and other Maori groups in evaluations of consultation processes is one way to ensure that those carrying out consultation better meet the expectations of those consulted. One approach to facilitating Maori participation in decision-making is capacity building. This can better promote and enable meaningful participation by the hapu/iwi in tourism development processes and might involve interviews, seminars and workshops at a local level. Background research is needed that examines the internal and external factors that impact on hapu/iwi ability to engage meaningfully with key public and private agencies and organisations involved in tourism development is needed. This can ensure that capacity building activities are appropriately targeted.

Visioning Exercises, using various participative mechanisms, are typically part of wider interactive planning processes to identify and develop community aspirations. The underlying principles that are developed are intended to guide future actions, although experience shows that plans of action are seldom implemented.

A Community Tourism Strategy emerges from a community-based planning process, ideally founded in a visioning exercise. Its preparation requires a facilitator and may involve community meetings, surveys and interviews with the community and visitors. The strategy provides an agreed baseline for tourism development, to set goals for the future and to provide a pathway for achieving those goals. Community engagement, collective responsibility and dedicated resources are required to ensure implementation.

Focus groups and workshops are useful tools if focused on defined tasks such as the development of a community vision or a strategic plan for tourism. They are good sources of qualitative data and more effective for achieving public participation than 'old-style' public meetings but should not be a substitute for other means of data gathering. A charette is a facilitated, intensive process whereby a group of participants, through a series of meetings, discuss problems and, through a consensus-building process, develops strategies or plans in response. The technique has been used for tourism and recreation related planning in Waitomo, Arrowtown, Reefton, and in areas of Christchurch and Auckland.

Submissions are a cost-effective way to get input from a wide range of stakeholders. A submission is the oral or written presentation of views on a matter currently under consideration by those calling for comment. Circumstances when submissions are called include enactment of new legislation; publicly notified consents under the Resource Management Act; reviews and amendments to District Plans, Conservation Management Plans, National Park and other land management plans; and commissions of inquiry.

Alternative Dispute Resolution includes a range of mechanisms (arbitration, negotiation, conciliation and mediation) for resolving disputes. In New Zealand, their use is increasing, although it is still relatively rare in environmental and tourism areas. Concerns about court related costs and delays have been important drives.