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Transcript of Developing Capacity for Communtiy Driven Eco Tourism
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TableofContents
2.0TheTourismIndustry............................................................................................. 62.1IntroductionToTourism.................................................................................................................................6 2.2SustainabilityCriticismsofTourism ........................................ ............................................ ...................... 72.3TourismInDecline ............................................ ........................................... ................................................. .. 112.4SustainableTourism......................................... ............................................ ................................................. . 122.5BirthOfEcotourism .......................................... ............................................ ................................................. . 132.6AboriginalTourism ........................................... ............................................ ................................................ .. 172.7PublicParticipationInTourismDevelopment ........................................... ........................................ 19
DevelopingAnEcotourismProduct ........................................................................... 223.1BackgroundOfProject .................................................................................................................................. 24
3.1.1Arviat ...................................... ........................................... ............................................ .................................... 243.1.2TheACEInitiative .......................................... ............................................ ................................................. . 263.1.3TheMarket......................................... ............................................ ................................................ ................. 28
3.2CommunityConsultation .............................................................................................................................333.2.1Trainingneeds.......................................... ........................................... ................................................. ......... 353.2.2Communityyouth............ ............................................ ................................................. ................................ 363.2.3OtherComplementaryInitiatives .......................................... ........................................... .................... 363.2.4GettingCommunityInvolvement ........................................... ........................................... .................... 373.2.5CommunityParticipationandArnsteinsLadderofParticipation ....................................... .. 38
3.3BuildingCapacity.............................................................................................................................................393.3.1WorkShops ........................................ ............................................ ........................................... ...................... 403.3.2MentoringSmallBusinesses ...................................... ............................................ .................................. 453.3.3TourismDevelopmentOfficer.......................................... ............................................ ........................... 473.3.4AssetMapping .......................................... ........................................... ................................................. ......... 49
4.0S.W.O.T.(Strengths,Weaknesses,OpportunitiesandThreats)ForTourismDevelopmentInArviat .............................................................................................. 50
4.1Strengths ......................................... ........................................... ................................................. ........................ 504.2Weaknesses............. ............................................ ................................................ ............................................ .... 514.3Opportunities ........................................ ............................................ ........................................... ...................... 524.4Threats ...................................... ........................................... ............................................ .................................... 54
5.0Conclusion........................................................................................................... 55
6.0References........................................................................................................... 58
Appendix1:............................................................................................................... 60
Appendix2................................................................................................................ 60
Appendix2................................................................................................................ 63
Appendix3................................................................................................................ 64
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ListofFiguresandTables
Figure1.1InboundTourism,19902007 ..........................................................................2
Table2.1TypesofTourismServices.................................................................................6
Figure2.1InboundTourismByMeansofTransport,2007 ..............................................7
Figure2.1ArnsteinsLadderofPublicParticipation........................................................21
Figure3.1RelationshipBetweenOutboundandInboundOperators............................28
Table3.1IncidenceofWildlifeViewing&AboriginalCulturalExperienceForCanadian
OvernightTravellers. ........................................................................................................30
Table3.2IncidenceofWildlifeViewing&AboriginalCulturalExperienceForU.S.
OvernightTravellers. ........................................................................................................31
Figure3.2MaryThompson,RadioHost .........................................................................33
Figure3.3AbrahamEetak ..............................................................................................36Figure3.4HostWorkshop ..............................................................................................40
Figure3.5GraduatesofArtistsWorkshop .....................................................................42
Figure3.6CommunityMapTapedOnFloor ..................................................................43
Figure3.7GraduatesOfTheSmallBusinessWorkshop.................................................44
Figure3.8MaryOkatsiakAndJeffBarrett .....................................................................45
Figure4.1TraditionalCamp ...........................................................................................50
Figure4.2InukBoy.........................................................................................................51
Figure4.3Grade1ClassDoingSpringCleanup..............................................................53
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ecotourism centers around sustainability, ensuring that tourism operations directly benefit
the host community, create minimal leakage, are low impact, educate the traveler on local
customs, wildlife and the environment and enable conservation (Ceballos-Lascurain,
1996). Indigenous tourism is seen as the great benefactor of this industry. (Ibid) They
and the lands that they inhabit represent the essence of that which ecotourism aims to
protect. From an ideological point of view, most aboriginal people can be seen as the
poster children for ecotourism; they often have a close relationship to the land, they
possess traditional knowledge to teach visitors, they often struggle financially and as such
struggle to conserve their lands. In theory it is the perfect marriage, however the
practical reality of this marriage is often much more complicated. Most aboriginal
Source: World Tourism Organization (UNWTO)
Inbound Tourism, 1990-2007
Figure1.1
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communities, especially remote ones, lack the capacity to develop and operate tourism of
any nature. Ecotourism and the protection and conservation of lands often falls into
conflict with indigenous hunting rights and practices. (Goodwin, 2005)
The ecotourism literature primarily focuses on the principles of ecotourism
and best case practices for ecotourism, (Fennell, 1999; Ceballos-Lascurain, 1996;
Honey, 1994) on policy creation for ecotourism (Liu, 1994; Go, 1992, Fennell, 2008,
World ecotourism summit final report, 2002) and the certification of ecotourism
(Goodwin, 1996, Honey, 1994; The Nature and Accreditation Program; The Mohonk
Agreement). Within aboriginal tourism, like ecotourism much of the literature focuses on
the principals and issues involved with aboriginal tourism (Gerbericc, 2005; Ryan, 2005;
Goodwin, 2005; McKercher, 1993) and the need for self-determination and public
participation (Bell, 1999; Zeppel, 1998; Notzke, 1999; Cornell and Kalt, 1990, 1998;
Elias, 1991, 1997; Bell, 1999)
There is a gap in the literature with regards to development of ecotourism and
aboriginal tourism beyond defining what it would and should look like and its policy
creation. How do we get to this ideal platform of ecotourism where the industry benefits
the community yet protects the community and the environments integrity? What are
the steps to develop capacity within an indigenous community to create a community
owned and operated ecotourism industry? There is a large amount of focus of the
literature on existing aboriginal and ecotourism, it often assumes tourism development
will occur on its own fruition, however there is very little literature on creating
ecotourism from a blank slate; on developing capacity for ecotourism.
The A.C.E. (Arviat Community Ecotourism) Initiative is a program with an intent
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to do exactly that: create a community owned and operated ecotourism program.
Ecotourism is a set of principles a philosophy, but in order to achieve it, a product has
to be built. You cannot ignore the philosophy when you build the product but the focus
must be on the economics and the business of ecotourism development. The ACE
Initiative focuses on building an ecotourism program from the ground up: on training and
workshops, on community participation in creating products, on business development,
marketing and mentoring. It will develop the community of Arviat to be a viable
ecotourism destination, with a focus on culture and wildlife viewing.
This paper will review the industry of tourism as a whole and its importance
as a global industry. It evaluates the industries sustainability and decline. It defines
ecotourism in opposition to tourism and the principals necessary for its existence and
outlines how indigenous tourism is innately tied to this philosophy of tourism. It defines
public participation and its importance in creating and sustaining aboriginal ecotourism.
It will give an overview of the ACE Initiative as a means to create a community owned
and operated ecotourism industry that meet the principles laid out by the fathers of
Ecotourism. It argues that Ecotourism is a philosophy but at the heart of it is an industry
that consists of businesses. In order to develop a true ecotourism initiative the focus
needs to be on the economics of the industry. It will argue that more research and focus
needs to be placed upon practical implementation and development of ecotourism
businesses in order to meet the mandate laid out by the principles of ecotourism and be
sustainable over the long term.
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2.0TheTourismIndustry_________________________________________________________________________________________________
2.1IntroductionToTourismThe term tourist first found its way into the Oxford dictionary in 1800 where it was
defined as an individual who travels for the pleasure of travelling, and the word
tourism followed shortly in 1811. (Ceballos-Lascurain, 1996) Obviously the concept of
tourism goes back considerably farther, in that mankind has always had a propensity
towards exploration and travel. The World Tourism Organization defines tourists as
people who "travel to and stay in places outside their usual environment for not more
than one consecutive year for leisure, business and other purposes not related to the
exercise of an activity remunerated from within the place visited".
(http://www.unwto.org) The industry can be divided into two categories: the point of
origin or country of departure and the country of destination or host country. Table 2
outlines the different operations and businesses associated with each of the two
categories. As is reflected the tourism industry is incredibly diverse and far-reaching in
both the destination and point of departure. Furthermore there are a variety of secondary
and tierchiary industries associated with tourism that rely on an injection of foreign
currency into the markets. (Ceballos-Lascurain, 1994)
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Country Of Departure Host Country
Travel agenciesOutbound tour operators
(wholesalers)AirlinesCruise linesCar rental agenciesCredit Card CompaniesPR FirmsAd FirmsTourist bureausMedia
Tour operatorsGround TransportationGuidesAccommodationsRestaurantsNational and Private ParksRecreational Activities
2.2SustainabilityCriticismsofTourism
At the heart of the criticisms of tourism is its lack of sustainability. The Brundtland
Report (A report by the World Commission on Environment and Development in 1983)
defines sustainability as the ability to meet the needs of the present without
compromising the ability of future generations to meet their own needs. Often scholars
talk of the three Es, the three pillars or the triple bottom line of sustainable development;
they refer in a variety of manners, to a concept that the social, economic and
environmental aspects of community development are interdependent, and without
sustainability in all three of these areas, a system will ultimately fail in the long run (Farr,
2008) Tourism in many circumstances has failed and is currently failing in all three of
these areas.
Environmental
Table2.1
Source:Honey,1994
TypesofTourismServices:CountryofDeparturevs.HostCountry
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Because of the nature of tourism, traveling or moving to places outside their usual
environment, there is a reliance on enormous quantities of petroleum. Table 3 shows the
breakdown of means of inbound transportation for 2007. The industrys reliance on
planes and automobiles causes a great deal of carbon emissions. This is a permanent fact
concerning the industry, as unless an alternative mode of transportation or fuel is
invented, the industry will have to continue to rely on petroleum to power the vehicles
that will bring in tourists. Another ecologically unsustainable attribute of tourism is the
large-scale developments associated with creating destinations that tourists visit.
Creation of new tourism destinations tends to be in pristine or valuable lands, with high
Source: World Tourism Organization (UNWTO)
Inbound tourism by means of transport, 2007 (share)
Figure2.1
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impact to local ecosystems both in its building and operations. (Honey, 1994) The
operations of resorts and hotels, regardless of their location, have a propensity for large-
scale wastage. This comes from large volumes of people consuming at higher than
normal levels, causing large amounts of waste and water consumption.
Economic
The 1980s saw a trend of the creation of large international conglomerations of travel
businesses. These corporations began to buy up smaller tourist operations in all levels of
the industry, including: travel agencies, air lines, ground transportation, hotels, tours, and
cruise lines. The result was a handful of corporations owning all aspects of the global
tourism industry. The capital that these companies are able to levee for development
projects is often too tantalizing for developing countries to resist. They look to these
foreign investors for capital or for direst ownership, and inevitably loose control of their
own industry. (Honey, 1994) Today it is not unusual to travel to a different continent
and pay one company, either directly or indirectly, for all aspects of the trip.
There are a number of problems that arise with this model. First, having control of
the industry in the hands of a foreign corporation causes an outflow of profits from the
host country to the country of ownership. This is referred to as leakage. (Fennell, 1999)
Second, other income should come to the host country through development of
infrastructure: building labor, materials, and furniture / supply purchasing, as well as
employment and food purchasing. However, in the case of developing world tourism
initiatives, these aspects are often imported externally to ensure better quality.
Management positions are brought in from countries with higher levels of education,
furniture and materials are brought from places with higher quality craftsmanship, and
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even food is often imported to allow tourists to eat the cuisine in which they are
accustomed to. (Ibid) Third, often the volume of visitors damages local resources. This
occurs through pollution from resorts (often taking advantage of lax environmental
regulations, especially in developing countries), and degradation of natural areas through
over use. Lastly, an influx of consumers increases demand and causes inflation. This is
reflected in higher prices for food and land, which in an economy that is not directly
benefiting from the industry causing the inflation, can be very devastating for local
peoples. (Wahab & Pigram, 1997)
The result is an industry that removes profits from the host country while injecting
very little back into the local economy and hinders other economic development by
destroying resources and causing inflation. Clearly this is not economically sustainable
for the local population.
Social
Problems with social sustainability usually arise in situations where different cultures and
income levels are interacting, for example Westerner and Muslim, or rich and poor.
Mostly this is due to a lack of infrastructure and local experience to deal with an influx in
tourists. Local cultures can find the practices and conduct of the visitors offensive. For
example the resort town of Mumbasa, Kenya, a Muslim community, has seen a dramatic
rise of tourism in the last decade. As is the case of many Muslim communities, Mumbasa
is a dry community that follows strict Muslim practices. However, the Mumbasa tourism
industry is based on sun and sand tourism and alcohol has an important part within this
sector. The resorts have been allowed to ignore Muslim laws but the results of this have
had serious social effects on the local population. Prostitution is rampant, drug use is on
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the rise as well as a high level of alcohol use amongst teenagers. (Ceballos Lascurain,
1996) Martha Honey in her book Ecotourism and Certification argues that when
tourists are isolated from the local population in guarded enclaves they will often prey
upon them for sexual and other services or contribute otherwise to degradation of local
health and culture. (Honey, 1994, p.103)
Issues also arise out of resorts taking over a communitys most scenic areas and the
establishment of parks, which control the type of land usage that will occur. Local
people will often not have access to their own lands or do so in a restricted manner.
(Honey, 1994) The resulting lack of involvement of local people can cause friction
between tourists and locals. With regards to parks, a failure to have local stakeholders
involvement, can result in the degradation of the parks through poaching, poor
agricultural practices on adjoining lands and illegal deforestation. (Ceballos-Lascurain,
1996)
2.3TourismInDecline
The lack of sustainability of tourism, as discussed above, led to a large surge in back lash
and animosity towards this industry. The environmental movement of the 1960s and
70s was leading towards a desire for more socially responsible tourism. Citizens and
governments of less developed regions in Africa, Asia and Latin America were becoming
disillusioned by the industrys leakage of tourist dollars. Community and church groups,
particularly in Thailand, began to form campaigns against the ills of mass tourism,
particularly child prostitution. At the same time there was a global outcry from the
destruction of habitat and species in Africa and Asia. Emerging from this was the idea
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that protected areas could only work if local people saw a direct benefit from tourism.
(Honey, 1994)
The World Bank, which had been heavily subsidizing tourism development in the
third world, came to view mass tourism as a poor development strategy and began pulling
funding. As well trends in the tourism industry were showing people moving away from
traditional mass tourism activities such as sand and sun vacations and cruises. They were
beginning to search out more exotic, smaller scale, and non-mainstream vacations. What
began to emerge was an interest in so-called sustainable tourism. (Ibid)
2.4SustainableTourism
Likesustainabledevelopmentthetermsustainabletourismisstillwidelydebated.
(Butler, 1999) Butler (1999) argues that the essence of sustainable tourism is
simplytourismwhichisinaformwhichcanmaintainitsviabilityinanareaforan
infiniteperiod of time. (Butler, 1993; p.29) E.g. Niagara Falls, Paris, London or
Rome.(Ibid)However,hegoesontoarguethatthisisnotusuallywhatisimplied
bytheterm,butrather:
Tourism which is developed and maintained in an area (community,
environment)insuchamannerandatsuchascalethatitremainsviableoveraninfiniteperiodanddoesnotdegradeoraltertheenvironment(humanand
physical) inwhich it exists to such adegree that itprohibits the successful
developmentandwellbeingof other activities and processes. (Butler1993;p.29)
Masstourismbyitsverynaturehasdifficultyinfulfillingthisdefinition.Howeverso
too do a variety of forms of tourism, which are often linked to sustainable
development. These are often associated with so called alternative or green
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tourismconcepts.(SmithandEadington,1992)Butler(1999)arguesthatitisnave
tobelievethatsimplybecausesomethingisnaturefocuseddoesnotmeanthatitis
automaticallysustainableorwillhavefewerimpactsthanlargescaledevelopments.
Heargues thatmany formsofalternative tourism, such asecotourism, are often
locatedonenvironmentallysensitiveareasandwhichlackinfrastructureorcapacity
todealwithanyformofdevelopment.(Butler,1999)Whilethismaybetruefor
manyalternativetourismconcepts,theessenceofEcotourismwasderivedtomeet
theneedsofthebasicelementsofsustainabledevelopment.ThoughButlerisoften
right with regards to the current practice of ecotourism often degrading the
environmentwhichitwasaimingtoprotect, Iwouldarguethatthisisduetothe
blurringof the definitionofecotourism (whichwill be discussed inthe following
chapter)andthelackofcapacitytoproperlyrunecotourismbusinesseswhichisthe
cruxofthispaper.
2.5BirthOfEcotourism
The origin of Ecotourism is widely debated. Most agree that its definition spawned from
the work of Ceballos-Lascurain in the early 1980s (Fennell, 1999). What is clear is that
ecotourism was a response to the demand for more socially responsible tourism. David
Fennell in his book Ecotourism: An Introduction, sums this movement up best when he
states, It arose from a dissatisfaction with conventional tourism, which ignored social
and ecological elements of foreign regions in favor of a more anthropocentric and strictly
profit centered approach to the delivery of tourism products. (Fennell, 2008; p.30)
Ceballos-Lascurain defined ecotourism as travelling to relatively undisturbed or
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uncontaminated natural areas with the specific objective of studying, admiring, and
enjoying the scenery and its wild plants and animals as well as any existing cultural
manifestations found in these areas. (Ceballos-Lascurain, 1996) But it has evolved into
more than this. Ceballos-Lascurains definition does not take into account the social and
ecological benefits that ecotourism should provide. The International Ecotourism
Society, one of ecotourisms leading NGOs promoting the support and promulgation of
ecotourism, defines ecotourism as "Responsible travel to natural areas that conserves the
environment and improves the well-being of local people." (TIES, 1990) Goodwin,
1996 defines ecotourism as low impact nature tourism which contributes to the
maintenance of species and habitats either directly through a contribution to conservation
and/or indirectly by providing revenue to the local community sufficient for local people
to value, and therefore protect, their heritage area as a source of income. (Goodwin,
19996; p.288)
Ecotourism represents a solution to a great deal of the sustainability problems that
mass tourism presents. In its purest sense the definition brings together the 3 levels of
sustainability: economic, social, and environmental. This next section will brake down
the benefits of ecotourism to all three of these areas of sustainability.
Economic
The nature of ecotourisms encouragement of small-scale operations allows for smaller
grass roots tourism operations. Mass tourism had a huge barrier to entry, namely capital
investment and the knowledge and expertise to run it. However smaller scale operations,
allows for very little barriers to entry and smaller isolated communities have the ability to
create their own industries.
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Another problem with mass tourism is that travel trends often change and when that
happens massive scale resorts can become empty almost instantaneously. What happens
to the infrastructure when such a thing occurs? Smaller scale tourism does two things:
First, it limits the risk of this occurring by lowering the over head associated with start up
and thus the risk associated. Second, by limiting the supply you allow for the demand to
stay high.
Environmental
One of the driving factors towards ecotourism is its potential to help in the protection of
wilderness and wildlife both directly and indirectly. By enabling local communities to
gain direct benefits from tourism it encourages locals to value wildlife and wilderness
and be apart of its protection and stewardship. Poaching, poor agricultural practices and
deforestation will only hinder their own economic benefits. (Honey, 1994) Active
involvement of the community is a far more effective and cost reducing form of
wilderness protection and management.
An essential part of ecotourism is the nature of the facility: how it is built, designed
and operated. Buildings must not only have minimal impact when being constructed but
also once they are operating. A key part of certification programs (see chapter on
certification) is the facility. Much criteria and checklists are associated with how the site
was built, the materials used (e.g. local, recycled, etc.), how much energy and water is
used, how the site drainage works, how waste is disposed of, how much waste is created,
is there recycling, etc. The idea is to be low impact in size but also in practice.
A key aspect of ecotourism philosophy is its encouragement of education. This is
primarily to do with ecological education; the plants, wildlife, and geology as well as
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cultural but it is also environmental. Ecotourism encourages the education of
environmental issues and practices to mitigate these. (Honey, 1994) By staying in an
ecolodge, an accommodation that would have systems in place to minimize its impact
on the surrounding environment1, one can learn how to live alternatively. It sends an
example for future development. In fact ecotourism as a philosophy is an example of
how humans will have to live in order to mitigate and adapt to the changes brought about
by climate change.
Social
This small scale and grass roots type of tourism allows the local population to be apart of
the process and the results. In doing so locals become stake-holders and have a vested
interest in the businesss success. They will not feel as though foreign invaders have
come and taken their best land and altered their way of life. Instead it is they who will
invite outsiders in and share their lands with a small group of fortunate tourists. Because
of the nature of small-scale development it will not take away as much from the local
communitys existing life style. They will not see a massive change in their day-to-day
lifestyle in culture that would occur in the mass tourism model.
Because ecotourism educates the traveler on local culture and customs, the tourists
will ideally be more respectful to the local community and act accordingly.
1Thiscouldincludealternativeenergysources,passivesolar,useoflocalorrecycledmaterials,
systemstoharnessrainwaterandreusegreywater,useoflocalfoods,etc.)
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skills and arts and crafts, revitalizing traditions and knowledge previously thought
unimportant but it also threatens to give ownership to those skills and designs and the
ways of thoughts of which they are an expression. (Ryan, 2005) It will bring about a re-
emergence of culture but it will commodify that culture and turn it into a profit making
business. (Ibid, 2005) It aims to protect land but in doing so can hinder those indigenous
peoples livelihoods who rely on resource gathering. (Goodwin, 2005)
McKercher argues that there are certain consequences in establishing a tourism
development in a region that must be addressed and communities must be made aware of
these consequences before development is established (McKercher, 1993). Many scholars
argue that for any type of economic development to occur there is a need for Community
Empowerment. (Bell, 1999; Zeppel, 1998; Notzke, 1999) Indeed at the core of the
literature on Aboriginal Community Development is the argument that self-determination
is the foundation for sustained community development. (Cornell and Kalt, 1990, 1998;
Elias, 1991, 1997; Bell, 1999)
However self-determination requires the capacity to understand the direction that
needs to be taken. With regards to developing industry, capacity has to be achieved in
the form of understanding the nature of the industry and how to implement it. Most
indigenous communities severely lack any capacity for tourism, especially ecotourism.
The gaining of capacity for tourism development takes the form of education of
ecotourism for the community in order to determine how it is to be implemented and the
direction it will take; but it is also is in the form of training those that will participate in
the front end delivery of the product.
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2.7PublicParticipationInTourismDevelopment
Public participation is critical to achieving a healthy tourism product in any community,
but it is an even more important element in indigenous tourism development in remote
areas that lack capacity for tourism development. In that public participation will help
with community support of the development but more importantly it will serve as a tool
for capacity building enabling them to control and manage their own industry. Moreover
as this lack of capacity will require consultants, experts and external support to develop
the initial program, without public participation the community will not feel any
ownership over the end result, even if in the end they would control it.
For any tourism initiative to be sustainable over the long term it needs buy in from
the local community, as these are the people that will ultimately live with the tourism
development. (Rosenow and Pulsipher, 1979) Go (1992) refers to this as resident
responsive tourism. Public participation gives stakeholders a seat at the decision making
table so that they are involved in tourist development outcomes. Haywood (1988) argues
that public participation can legitimize tourism development. He suggests that,
Community participation in tourism planning is a process of involving all relevantand interested parties (local government officials, local citizens, architects,developers, business people, and planners) in such a way that decision making isshared. (Haywood, 1988; 106)
Not including residents in the planning process has been argued to be one of the major
contributors of tourism destinations failure. (Murphy, 1985; Getz, 1983) Murphy (1985)
states that a tourism destination requires:
the goodwill and cooperation of host communities it is the citizen who will livewith the cumulative outcome of such a development needs to have a greater inputinto how his community is packaged and sold as a tourist product.
Community residents are often seen as the essential element in the hospitality
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participation can take many forms. Arnsteins (1969) Ladder of Citizen Participation
(Figure 1) shows the various levels of citizen participation and argues the further down
his ladder the participation is deemed to be, the more the participation is a token
effort.
Osaki (2009) argues that communities need to move up through the various stages of the
ladder, as they develop the capacity and confidence to become more important players.
In that, a community cannot begin with citizen control or partnership in a tourism
development, especially in remote indigenous communities, they have to develop
capacity to understand and operate within the industry before they can ultimately run it
Figure2.2:ArnsteinsLadderofPublicParticipation
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and control it.
DevelopingAnEcotourismProduct______________________________________________________________________
The principles of ecotourism are important in understanding the end goal of the product
development. Ecotourism policy is important for helping governments to determine how
to protect lands and promote ecotourism. However the main tenant of ecotourism is the
creation of significant benefits to the local community primarily through ownership and
involvement, therefore the most critical aspect of ecotourism development should be on
how to develop capacity for ecotourism within a destination community. Empowerment
comes from ownership and control, but as mentioned above the communities that stand to
gain the most from ecotourism usually lack the ability to implement and operate it. The
planning, training, development and implementation of an ecotourism product is key to
the creation and perpetuation of this concept. Perhaps in many places in the world where
ecotourism is burgeoning, the development of the product is a given it is easy to
accomplish. However, in many places this is not the case, most of which, for this reason
they have not yet developed an ecotourism industry. This is especially true in Canadas
North. There ecotourism development is constricted by remoteness, extreme weather,
and lack of education. As well, in a country lacking certification programs and any
formal governing body, the implementation of an ecotourism product that actually
follows the principles laid out in its original format, is also not a given. Therefore, it is
important to understand how to develop an ecotourism program in communities that lack
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3.1BACKGROUND OF PROJECT
________________________________________________________________________
3.1.1Arviat
The Nunavut government, through the assistance of The Tourism Company reviewed a
number of communities within the 3 regions of Nunavut for tourism development
viability. This review was based on a number of criteria including: physical access to
Market (flying time / price, Arviat), infrastructure, product potential, capacity for tourism
operations, etc. The Government Of Nunavut determined that it would select 1
destination in each of the 3 regions of Nunavut and begin to fund tourism development
programs. The different communities would have a different focus based upon the
product focus. For instance Cape Dorset was selected for its art. Funding is scheduled to
be provided for infrastructure development, primarily for a building to house and sell the
vast amount of art that is and has been created in that community. Arviat was selected
for its accessibility to the south, its proximity to Churchill (a major center for tourism), its
abundant amount of wildlife including a massive Polar Bear migration in the fall and a
rich intact Inuit culture with a central focus on music.
Arviat is the southern most community in Nunavut, Canada. It is located 400 km
north of Churchill, Manitoba on the coast of Hudson Bay. According to 2006 Statscan
census information, the Hamlet consists of 2050 people and is predominantly Inuit in
composition (96%). It has the highest birthrate in Canada and currently consists of more
children (under 15) than adults. The employment rate is 43.3 and the unemployment rate
is 13. The primary industry is government work, both Hamlet and Territorial, followed
by educational services, health care and social services.
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(http://www12.statcan.gc.ca/census-recensement/2006/dp-pd/prof/92-
591/details/page.cfm?Lang=E&Geo1=CSD&Code1=6205015&Geo2=PR&Code2=62&
Data=Count&SearchText=Arviat&SearchType=Begins&SearchPR=62&B1=All&Custo
m= )
Arviat is still a very traditional community. There is a great many people that still
rely on country food harvesting for survival. With extremely high cost of grocery store
foods even those not engaged in daily hunting rely on country food to off set food costs.
Inuktitut is the first language. In the elementary school teaching is conducted 80/20
Inuktitut/English, in the high school level it is 60/40. Most young children and elders do
not speak English. There is a rich heritage and artistic culture; the community has
exported a few notable musicians including Susan Aglukark. There are a number of
drum dances that occur regularly both informally, in peoples homes, and formally in the
community center. There is a music festival that happens annually. There are a great
number of talented artists including: carvers, clothing makers, wall hanging creators and
print makers. There are a few people that make traditional clothing and tools at this point
primarily just to perpetuate their culture. Many still hunt and travel with dog sled teams.
Arviat also has a rich natural heritage. The community is directly on the
migratory paths of a number of species including: a variety of bird species, caribou,
beluga whales and Polar Bears. The fall season (September - November) has always
seen large amounts of Polar Bears moving North from Churchill waiting to go out on the
sea ice. Recently, due to a warming climate, more and more bears are spending their
summers farther north than in previous years. Many elders believe that Churchill will
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eventually loose its bear population and Arviat will in turn become closer in proximity to
polar bear summering grounds.
The concept of ecotourism was quite foreign to this community. They understood
tourism through small exposure to day-trippers from Churchill in the late 80s and sport
hunters. The sport hunting tourism was a simple concept as it fell in line with their own
culture, however the concept of going to simply view birds and animals, of catching fish
and releasing them, of going for a hike just for the sake of it and of looking at plant and
fauna life is a completely foreign concept.
3.1.2TheACEInitiative
A team of tourism product and marketing specialists (The Tourism Company team) was
retained by Nunavut Tunngavik Inc (NTI) in October 2009 to begin implementing the
Arviat Community Ecotourism Initiative (ACE). Funding for the team of specialists
involved in implementing this program is being provided in large part from the
Conservation Areas Inuit Impact and Benefit Agreement (CA IIBA). The team of
specialists provide expertise in areas such as hospitality, marketing, guide training,
community tourism program development, and community consultation. In each of these
areas the intent is for the specialists to work with local trainees to begin to develop the
necessary capacities within the community to sustain the program once it is up and
running as a viable community owned and operated ecotourism enterprise.
The Arviat ecotourism project presents an opportunity to develop an
internationally competitive and unique wildlife viewing and Inuit cultural experience that
does not exist in the marketplace. It presents an opportunity to create a true community-
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based tourism enterprise that maximizes local involvement, employment and control. It
represents an opportunity to create a product from the ground up that will instill the
values that ecotourism espouses. The Arviat ecotourism project could be a success model
for Northern tourism by 2013.
The central idea is to attach this community cultural program/experience to as
many land-based and wildlife-viewing programs as possible to create week long and
possibly multi-week programs and packages (as illustrated in the following diagram). The
program has identified a variety of interested stakeholders and potential operators. These
were identified through calls for interest (using a variety of methods that will be
discussed later on in this paper), field research, key informative interviews and providing
hours for drop-ins. The end goal is to identify and develop a variety of products
including: accommodations, food services, tours, and cultural performances in order to
create a market ready product for packaging and sales. The program has begun to mentor
and assist a variety of individuals involved and/or interested in being involved with these
products with training, business start up / planning and funding applications. The
program will also identify areas for improvement to existing infrastructure including
accommodations, signage, visitors center, walking / interpretive trails, and community
beautification and assist with planning, acquisition of funding and implementation. Once
it is determined that the product is ready The Tourism Company will implement a
comprehensive marketing plan that includes: web presence (links to web site through:
Facebook, Twitter, Youtube and other media sites), partnerships with outbound operators
and training members of the community to attend and market at trade shows. Table 4
shows the relationship with external outbound operators to local inbound operators.
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Figure 3.1: Relationship Between Outbound and Inbound Operators
3.1.3TheMarket
In the initial development of this project it was important to assess the viability of
tourism in Arviat. One cannot begin to plan for tourism with out the understanding of
what that tourism, if any will consist of. It is critical to understand an areas viability.
Once that is proven, the next step is understanding the nature of the target market and
how the products should be geared towards those interests.
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Arviat is located in close proximity to Churchill, which sees a significant number
of annual visitors from May through to November. Churchill operators have expressed a
desire from their clients to experience more authentic cultural Inuit experiences than the
Churchill operators can provide. Many are keen to bring their clients to Arviat to achieve
this. This is an obvious avenue for entry of Arviat into the tourism industry. (The
Tourism Company
Arviat is also one of the most southern Nunavut communities and is thus more
accessible than other arctic locations. The following is an overview of the markets being
targeted through the ACE initiative. Table 3.1 illustrates the numbers of Canadian
overnight pleasure travelers in 2004/05 that participated in relevant wildlife viewing and
Aboriginal cultural experiences. They clearly show the larger market interest in wildlife
viewing, but still very sizeable markets with an interest in both wildlife viewing and
cultural experiences. The Canadian market for Arviat product would be a sub segment of
these interest markets. Approximately 2.5% of the wildlife travelers stayed in a remote
fly-in wilderness lodge. These travelers have a higher than typical propensity for active
outdoor activities like hiking, boating, paddling, wilderness activities and snowmobiling
and ATVing. If we assume the broad market pool of Canadian travelers is those
interested in wildlife viewing and staying at a remote wilderness lodge the market size
would be close to 200,000 people, or close to 90,000 interested in an Aboriginal cultural
experience and staying at a remote wilderness lodge.
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Table 3.1
Source: http://www.statcan.gc.ca/bsolc/olc-cel/olc-cel?lang=eng&catno=87M0015X
Table 3.2 shows the comparative figures for the US overnight pleasure traveler market.
Once again wildlife viewing is of larger market interest but the size of the segment with
an interest in Aboriginal cultural experiences is large in absolute terms. If we assume the
market opportunity for Arviat is the US travelers with an interest in wildlife viewing and
staying in a remote wilderness lodge the number is close to 900,000 people, while the
equivalent number for those interested in Aboriginal cultural experiences and staying in
remote wilderness lodges is close to 700,000. (http://www.statcan.gc.ca/bsolc/olc-
cel/olc-cel?lang=eng&catno=87M0015X)
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Table 3.2
Source: http://www.statcan.gc.ca/bsolc/olc-cel/olc-cel?lang=eng&catno=87M0015X
The CTC (Canadian Tourism Commission) Explorer Quotient market segments provide
further insight into the product/experience interests of US, Canadian and overseas
pleasure travelers that could be interested in the Arviat experience. The two segments
most relevant from a marketing perspective are Authentic Experiences (representing 12%
of the Canadian travel market, 13% of the US and 14% of the German markets) and
Cultural Explorers (representing 12% of Canadian, 13% of US and 14% of German
traveler markets). The following are short product interest profiles of these Explorer
types.
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Authentic Experiences
o Like to integrate into local cultures, eat authentic foods and learn
the language, learn all they can about cultures
o Seeking to live as authentically as locals
o Travel is about personal development
o Most highly educated and affluent segment
o Look for outdoor adventures beautiful landscapes, wildlife,
historical/cultural sites
o Website is the gateway to a business for this market
o Into ethical consumption and understated travel
Cultural Explorers
o
Seek authentic experiences
o Educated and fairly affluent
o Not afraid to venture into the unknown
o Travel is a journey not a destination
o Interest in Aboriginal culture
o Aside from hiking and walking not into outdoor activities
(http://en-
corporate.canada.travel/Corporate/Flyout.page?id=294&fid=648)
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Interest in Arctic and Antarctic tourism is growing. At present Norway (Svalbard
Islands), Greenland, Antarctica, Alaska and certain areas in Canada are the main
destinations for tourists looking to experience arctic activities and northern wildlife. It is
estimated there are over 20,000 people who visit Churchill every year to view wildlife.
From interviews with operators running tours into Churchill it is evident that a proportion
of this market has an interest in venturing further north and having a more intimate
experience with wildlife, as well as experiencing the Inuit culture. (Polar Tourism Market
Research Report, 2008 The Tourism Company)
3.2COMMUNITY CONSULTATION
________________________________________________________________________
Once it was determined that Arviat was a viable tourism destination the next step was to
determine whether the community was interested in developing tourism and in what
capacity. The Tourism Company conducted a community consultation for the Arviat
tourism initiative over an 8-day period beginning in late October 2009. The consultation
built on the initial community work conducted back in January 2009. Consultation
techniques employed included a radio
show, drop-ins at a local hotel, the
Visitors Centre, and group and individual
meetings. Judging from the response to
the various consultation techniques used
in Arviat, there is strong interest and
support for some type of tourismFigure3.2:MaryThompsonRadioHost.My
Arviatmother,doingherweeklyradio
program.
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development, particularly if it is community based and will benefit many community
members. At no time were there expressed concerns about having tourists come to the
community, or any kind of desire not to have tourism in Arviat. There is some
experience with sport hunting and staging cultural performances in Churchill. There is
also experience in tourism dating back to the 1980s when Arviat first developed a
tourism program through the efforts of a single operator, who, though living in the
community, was not Inuit. This experience has resulted in mixed feelings from various
members of the community. On one hand, some of those that were involved in some
capacity were disappointed that it ended and enjoyed the nature of their work and the
added income. Others felt that it showed how tourism is not sustainable and that to try
again to bring it into the community again is not realistic. Some were resentful of the
nature of the tourism, as for the most part they were just day trips from Churchill, some
felt that the outbound operators were taking advantage of Arviat. (Arviat Community
Consultation Summary, 2009)
Arviat has a high unemployment rate and an extremely high amount of children.
The people of Arviat realize that there will be a severe lack of jobs and opportunity for
their children in the next couple of years. To many in the community, tourism represents
added job and opportunities for the youth. However, there is little understanding of
tourism and little knowledge of the negative impacts of tourism. Unfortunately, the sad
reality is that this will take a back seat when it comes to developing opportunities for the
community. The key element that is expressed from community members is community
control. Community control will empower the community to respond to negative
situations as they appear. Also it is important to point out that due to the geographic
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location of the community, the enormous expense of travel to it, and the nature of the
community this will never be a mass tourism industry. As well, also due to the nature of
the community and the conflict that may arise between hunting and ecotourism much of
the tourism activities will be well outside of the community.
In conducting the community consultation it became clear that Arviat is a very
traditional community with many traditional skills still in use. There was expressed
interest in the tourism initiative from a range of locals with diverse skills such as:
Drum dancing;
Traditional games;
Storytelling;
Traditional garment making;
Land skills;
Arts and crafts;
Local history;
Guides sport hunters and cultural programs;
Computers and the internet;
Small businesses.
3.2.1Trainingneeds
It was recognized that there would be a need for a range of training and mentoring
initiatives to begin to develop the human resource capacity for the tourism program.
Some of the comments made by locals in this regard are listed below:
The High School would like to add a tourism and hospitality curriculum;
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People generally would like to know what is expected for tourists;
Hunters/guides need training in working with tourists, especially eco-tourists;
People generally want to know how to treat the tourists;
Young people can be careless, they need to learn appropriate behavior;
Need lots of time for training and practice;
Need a town cleanup every year just before the tourists come.
3.2.2Communityyouth
There were a number of young people that expressed an interest in getting involved in
tourism. The entire Grade 11 language class came to the drop in session at the Visitor
Centre, with many students expressing an interest in tourism opportunities. The High
School expressed a strong interest in getting
involved in the tourism initiative i.e.
catering a lunch of traditional foods in the
gym, providing tours of the jewelry and
carving shops, and staging a cultural
performance in the gym.
3.2.3OtherComplementaryInitiatives
There are a number of other tourism concepts being considered in the community that
could be complementary to this Ecotourism Initiative. For example the Hunters and
Trappers Organization (HTO) have developed a concept for a lodge adjacent to the
Figure3.3:AbrahamEetak,.
Accomplishedjewelerandartist.
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McConnell River Bird Sanctuary, which lies just to the south of the community. They
have hired a consultant to complete a feasibility assessment on the lodge. If this or any of
the other lodges being considered in and around Arviat are developed to market-ready
standards they would be incorporated into the community tourism initiative.
3.2.4GettingCommunityInvolvement
The secondary part of the consultation program was also the beginning of the
development stage. It was necessary to determine who would be interested in getting
involved in tourism development but also it was key to encourage involvement. It is
important to the program to have as many interested and involved people as possible.
The same techniques were used to get participation ideally in the initial form of coming
out to a series of workshops. An additional technique was the use of posters around the
community to explain the tenants of ecotourism, the ACE Initiative and advertise the
workshops (see appendix 2). The workshops would introduce them to ecotourism and the
components of the ACE Initiative, begin training and through their input begin to
document the assets of the community and develop a product.
It became quite evident from the onset that this was a community with a great
deal of apathy. It was very difficult to get turn outs for any type of public information
meetings. Radio became an important outlet as this was widely listened to in the
community. ACE was forced early on to realize that any type of workshop or training
program needed to be paid. This is a sad reality of the North and indeed many of the
reserves that I have worked and visited across the country.
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3.2.5CommunityParticipationandArnsteinsLadderofParticipation
After analysis of this community participation program set up by the ACE Initiative, I
would argue that the community is currently in the consultation phase of Arsteins ladder
(1969). Arnstein argues that this is considered tokenism that the community doesnt truly
have any power, and that those with power, though they are going through the motions of
public consultation, are not actually relinquishing any power. (Arnstein, 1969) Indeed
the consulting firm and the government of Nunavut who are funding the program possess
much of the power at this stage. It is up to them how the program is conducted, the
format that it takes, and who is paid for various services. The community is asked to
participate and asked many questions about how and what they wish to develop but
ultimately the decision making at this point lies outside of the community.
According to Osaki (2009) communities need to progress through Arnsteins
ladder of participation from lowest to highest gaining empowerment and capacity for
control as they go through the process. Indeed this is the theory that the ACE Initiative is
ultimately following. One cannot relinquish full power at the beginning of any
community development project, as, based on their need for development, the community
lacks the capacity to do so. The ACE Initiative begins with tokenism in public
consultation but it is the end goal to end with citizen power. The objective is to build
capacity in the form of: understanding ecotourism, understanding the market and their
potential clients, understanding risks associated with tourism, understanding hospitality,
developing small businesses and training business owners in order to be sustainable in
their business development. The more capacity for tourism development and operations
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a community achieves the more they will naturally take control and ownership of the
products and processes within.
This project differs from many other tourism development initiatives as it is not
based on a partnership between foreign investment or external investment and members
of a local community. Though the consultants are external, and though they currently
control the process, their end goal is to walk away and leave the community with a
sustainable long-term program. However, in any business venture there will always be
successful businesses and those that fail. Therefore there will always be some members
of the community possessing more power and control over the industry than others. That
is the reality of business, however, ultimately power and control will rest within the
community.
3.3BUILDING CAPACITY
________________________________________________________________________
I spent 6 weeks in Arviat this summer (2010) implementing the beginning stages of
capacity development within the community for tourism. This primarily took the form of
developing human capacity but also physical capacity in the form of some infrastructure
recommendations. At the same time I was developing the products that the program
would eventually sell. There was very little division or distinction between capacity
development and product development. The product is the people; what skills they
possess what knowledge they have of the land, their culture and history. My role was not
to come in with answers of how they should run a tourism program. My role was to offer
insight and perspective as to what tourists will expect and want to do here. I offered the
southern perspective; whats interesting, what will sell. I sought out various pieces of
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interest within the community, people with unique skills, or business ideas, areas of
interest that would be of value to a tourist and began to seam them together to eventually
build a package for tourist operators to buy. I acted as a facilitator to bring people and
ideas together to coach out partnerships and business ideas. This was primarily done
through workshops, which introduced the concepts of ecotourism and packaging. It was
also done through mentoring small business startups, interviews with key people in the
community, exploration of assets in and around the community, and research into aspects
of the communitys history and culture.
3.3.1WorkShops
Workshops were divided into 3 main categories: Artists which included both visual and
performance; Hosts / Storytellers which was comprised of both young people and
elders and was designed to train people for community tours, interpreting cultural sites,
history within
the community,
and developing
some of the
historical and
cultural assets in
and around the
community; and
Small
Businesses Figure3.4:HostWorkshop.JeffBarrettfacilitatingIglooExercise.
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which was geared at people that wanted or had already developed a small tourism
business. In October of 2010 there will be a two-week eco-guide training course and in
November of the same year there will be a one-week introduction course to hospitality.
Each workshop consisted of 3, 3-hour sessions. We put 20 people through all 3
workshops (approx. 7 people per group). These workshops acted as an introduction to
ecotourism and laid some solid foundations in terms of developing products and
establishing personnel. It was a great way for a lot of people and myself to get
introduced to the program and provided a great basis for the future development of the
program in terms of trust and respect.
The value of these workshops was only in an introductory manner. The
communitys understanding of ecotourism and their current capacity for hosting tourists
is extremely limited. These were not detailed training workshops. The participants were
exposed to the various aspects and principles of ecotourism and through teaching, group
work and exercises they gained an understanding and helped to develop ideas of what
ecotourism is, what the principles are that they must adhere to, what they should expect
from hosting visitors, what visitors will expect while they are here, why people would
want to come to Arviat, what the community could offer, what visitors might want to do
in the community, what opportunities could be presented, as well as some specific
concepts related to their areas of interest. The next step will be in the form of more
detailed job/role specific workshops.
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Artists Workshop
These workshops varied greatly in type of craft and skill level. Their primary motivation
was to be able to sell more of their products. The main value of these workshops will be
in establishing the appropriateness in approaching tourists in the selling of their art
(however it is rarely the gifted artist that approaches tourists on the street) and
determining ideas of where and how to sell their art. One of the better ideas that emerged
was the concept of art markets. Another suggestion was creating alternative reasons for
people coming to a space, such as story telling or music and selling art at those events.
Figure3.5:GraduatesOfArtistsWorkshop
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Hosts Workshop
The primary focus of this workshop was for storytellers and hosts they are to be people
who would interpret the culture, history and
geography of the community and surrounding
area. Few people who were part of this group
really had any understanding of what they were
signing up for. That said. it was one of the
more engaging groups, possessing a lot of good
ideas. They were given the same first two
workshops as the other two groups, but the third
had a more direct focus on community hosting, including: public speaking skills,
interpretation skills, providing unique experiences, and story telling. We focused on
what is interesting to visitors and why, where to find information, etc. I ran a few
exercises involving the participants presenting and interpreting various points of interest
in the community. Figure 6 shows a map of the community taped out on the ground.
Participants were asked to identify various point of interest within the community. Later
they were asked to pick one point and present what it is, why it is interesting and relate a
story that ties into the theme of that place.
Figure3.6:CommunityMapTaped
OnFloor.
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Small Business Workshop
This was a small group of people, two of whom were Peter and Mary who have 8 years
of experience in small business start up. The others were Marc and Angie, who are
starting a B&B, and Angie
Curley who wants to start a
clothing manufacturing
business. It was quite a
small group but also a
diverse group in terms of
experience. It was somewhat
difficult to deliver a
curriculum that spoke to all
of these elements. They all
benefited from the explanations of what ecotourism was and what this market consisted
of. The hosting workshop was very beneficial for those just starting a business and
perhaps a good reminder for the experienced operators. In the final workshop I reviewed
the components of a business plan. The purpose of it was more in the understanding of
the elements of running and operating a business. There was a large focus on marketing
and how the tourism industry works.
Future Workshops
There will obviously need to be a large focus on hospitality training. The eco-guide
training program that is being conducted in the fall, will be beneficial for a lot of people.
Figure3.7:GraduatesOfTheSmallBusinessWorkshop.
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This workshop will focus on some of the bread and butter of guiding people and
specifically focus on being more ecologically minded when doing so. The main theme is
how to hunt with a camera instead of a gun, which seems simple, but to a hunting focused
community there are many issues involved.
Another focus of the program will be in how to
create and develop an interpretive program a
good curriculum will be very important for this
community. Other workshops should focus in
on specific programs. E.g. a workshop to teach
a few artists how to deliver a workshop to
tourists, identify storytellers and work with them on their program, more on interpretation
taking a handful of hosts around the community and actually have them interpreting the
sites and developing the curriculum. A workshop on small business accounting would be
very beneficial to people. An entire workshop on marketing would also be extremely
valuable for the longevity of the program.
3.3.2MentoringSmallBusinesses
I also spent a considerable amount of time working with small business start-ups. These
were people in the community that already had a concept of starting a tourism business -
or in the case of one business, was already operational - and needed help in either
flushing the idea out or translating it into a business plan to gain funding. These
businesses were varying in nature as was the level of my involvement, which was
dictated by the requests from the individuals concerned.
Figure3.8:MaryOkatsiakAndJeff
Barrett
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The process varied depending on the individual, but at the route of it was business
planning. I would informally ask them various questions that a typical business plan
would consist of. This
would enable me to
identify and coach
them through areas that
they were not clear on
or that needed
improvement, such as
aspects of
programming,
logistics/operations,
risk management, sustainability, marketing, financials, etc. By talking through their
business concept using a business plan model as a guide they were able to better
understand how to run their business and what the steps were that they needed to
complete in order to begin operations. I was able to better understand their business and
how it might fit into the program. I was able to get a good sense of their cost of sales,
which enabled me to begin costing out packages to sell to operators, which we have
already had requests to do.
I was then able to take this information and develop business plans. Besides
being a valuable learning and development tool, these business plans will be used as
manuals or guides to help keep the businesses on track but also for immediate funding
applications. Applicants were requesting funds for a variety of items including ski doos,
Figure3.9:PeterMikeeunneak.Showingtraditionaltoolsto
clientsathistraditionalcamp.
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ATVs, vans, training dollars, safety / communication equipment, and renovations. The
business plans will provide a better chance for gaining access to this funding. They can
also be used later on for additional applications for funding. It is important for those
becoming involved in the ACE Initiative as well as people in the community to see
progress occurring. For small businesses to begin to see immediate benefits such as
funding will immediately boost our credibility as consultants, as well as tourism
developments credibility as a whole. There are many skeptics in the community, so to
begin to start seeing results in the community in the initial years of the program will be of
great benefit for the long-term success.
3.3.3TourismDevelopmentOfficer
Another part of my work was to mentor a tourism development officer. This person was
to essentially pick up where I left off. It is an essential role in this program as it will
ensure the sustainability of it. They would be the point of contact for operators wishing
to bring groups into the community, they would coordinate the various components and
operations within the community and be responsible for booking and organizing the
program. They would ensure that operations are running smoothly and trouble shoot
problems that may arise in operations. Appendix 3 shows a job description for this role.
In the off-season their role would switch to that of a marketing director and they would
be responsible for marketing the community and all the businesses within it.
This role is essential for the development of this program. For one it creates a key
player that consultants can focus training and mentoring on. This person in turn becomes
the glue that keeps the program running and provides a reliable point of contact for
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outbound operators wishing to bring groups into the community. A reliable and capable
tourism development officer will breed confidence in both the inbound and outbound
operators allowing for more bookings and smooth operations of them. They would be
successful in bringing in more business to the community and perpetuate and build a
program.
In meeting with the Hamlet economic development committee it was determined
that they did not want to fund this position and that it should be a privately owned and
operated business. There is a business model to support this as a viable enterprise,
however it would take time and a commitment for the long term. The Hamlet posted the
opportunity and selected a couple who were interested in taking this on. There was
funding to support them and even pay for their time and they would essentially be handed
a fully functioning business without any investment or risk. Unfortunately they could not
see the immediate benefits of the business and felt that it was more hassle than it was
worth and so opted out at the last minute. Therefore there was no one for me to mentor
upon my arrival into the community. This was a large set back.
The Hamlet has since realized the importance of this position to Tourism
development and has agreed to help fund the position. It makes far more sense to have a
community-funded coordinator at this early stage, until such time as it becomes a viable
business. At that point the Hamlet could sell the business or give it to a viable candidate.
Unfortunately it was too late for me to offer any mentoring to this individual and at this
point that person has not yet been hired nor has the Hamlet secured any funding for it.
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3.3.4AssetMapping
Another project that I engaged in was mapping and building databases of the
considerable amount of tourism assets within and around the community. This involved
a personnel database that listed various necessary people possessing skills and trades for
tourism operations. For example: graphic designers, cooks, house keeping, transportation
services, accountants, guides, boat owners, videographers, photographers, dog mushers,
historians, artists, performers, etc. It was important to determine skill level, experience,
training and training needs, contact information, rates, etc. This information will be used
for future program development and implementation.
Another database was built on historical and cultural assets. This included;
historical places / points of interest and their histories, artifacts in the community, and
stories / legends. My intent is to develop a guidebook for guides and hosts to help
develop their curriculum for their various programs that they will present for. For
example someone guiding a trip to Sentry Island will be able to access a history of the
island and some interesting stories and legends. The next step will be to do this for the
flora and fauna and the wildlife that will likely be seen at the various destinations around
the community.
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4.0S.W.O.T.(Strengths,Weaknesses,OpportunitiesandThreats)For
TourismDevelopmentInArviat________________________________________________________________________
4.1Strengths
The road to a successful tourism program in Arviat will be a long one. There is no
question there is a great amount of potential in this community. The Polar Bear
migration alone makes it a very
viable tourism destination and
this, combined with the unique
culture of the community, would
make for an exceptional
experience. There is also the
caribou migration in April, bird
migrations in May and June, the
Beluga whale migration in July,
fantastic fishing, and abundant
animal, fauna and flora life all summer long. There is enough to offer in and around the
community to run tourism programs 6 8 months of the year. The Inuit culture is unlike
any on this planet, and many people from around the world have been exposed to its
existence in some capacity. There is a large potential market of people that want to learn
and experience Inuit culture and traditions. (http://www.statcan.gc.ca/bsolc/olc-cel/olc-
cel?lang=eng&catno=87M0015X ) Arviat still possesses and practices many of those
traditional skills and there are many youth that are eager to learn them; tourism could be
the catalyst to encourage that.
Figure4.1:TraditionalCamp
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generally completely disrespecting the animal. They are constantly vandalizing things
including the visitor center and outdoor displays. This type of behavior will be in direct
conflict with tourism.
Like many communities in the North, Arviat relies heavily on social welfare. It
has created a system where it is difficult to motivate anyone to work. To get anyone to
show up to any form of training or education you must pay the participants. It is
extremely difficult to get people to show up on time and if there are whales or caribou in
the area forget about people showing up at all. It will be extremely difficult to shift this
type of thinking and way of life.
4.3Opportunities
Many communities have dealt with similar issues of garbage and neglect. If this
community is serious about tourism it needs to deal with this problem head on. The
community must engage in a beautification program. This would include community
wide garbage pick-ups, the Hamlet employing people to clean up larger industrial areas,
painting, and signage promoting a clean Arviat and Community pride. There needs to be
bi-laws drawn up to deal with littering, dumping, junk on properties, etc. There needs to
be better facilities for dealing with garbage such as cans that close and better perimeter
fences around the dump. Beautification needs to enter into the school system through
curriculum, promoting and encouraging pride and love of the land. As well the Hamlet
needs to figure out how to solve the gravel problem. There has been talk of using hydro
grass, which is used on the highways in the south, but something needs to be done to
eliminate the dust and lessen the communitys appearance of a giant parking lot.
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Youth are a problem in
many communities. The
problem in Arviat is complex in
that it goes all the way to the
fibers of how Inuit raise their
children. However a large part
of the problem is with complete
boredom, there is very little for
the youth to do. Tourism
represents a viable opportunity
for the youth: Tourism jobs are often seasonal which fits into the schedule of a student,
there are many jobs within the industry that youth would be good at and it can be fun. If
the community could begin to engage some of the youth, they would feel like they are
part of the process and therefore would be less likely to want to harm it and more likely
to defend it. Tourism also needs to be incorporated into the education system so that
youth have a better understanding of the opportunities within it and the importance of it
for the community.
The Inuit way of life is both a blessing and a curse. The peoples laid back, down
to earth, friendly attitude is always well received. The people just need to realize that if
they want to be successful in tourism, which they seem to want, there are certain things
that need to be done. This will take time to develop, ideally we will initially base the
program around a couple of key individuals that will lead the way and set the standards
for the rest. It will also be important to educate people on Inuit culture so that they have
Figure4.3:Grade1ClassDoingSpringCleanup.
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a better understanding of how things are done in the north. But it is definitely a balance:
you cannot have a group of tourists waiting around for a half day for their guide to show
up.
4.4Threats
The largest threat that tourism in Arviat possesses is to the Inuit culture and way of life.
Hunting will instantly come into conflict with ecotourism and will have to be resolved
before operations can commence. Always, in any remote community, there is the threat
of external influences watering down the existing culture. However, in Arviat that
culture is watered down with every new generation that is born and the outside influences
have been knocking on the door for decades. Tourism, in my opinion, will only help to
promote the Inuit culture within the community.
Another threat will be competition within the community. There is usually
resentment in native communities when one person is more successful than others and
this seems to be especially true here. There will be the copycat syndrome where people
see one type of business being successful and will copy it. Inevitably there will be
businesses that will fail and this will cause some animosity within the community. Also
there is a great deal of nepotism within this community and this will only be strengthened
by tourism. This also threatens to weaken the overall product as people in Arviat are
more likely to give business to their family regardless of competency.
There is a threat of local people partnering with external partners for the purpose
of expertise and capital. This would cause a loss of ownership and control of the
program, which would both harm the end product but also tarnish the programs
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popularity and support amongst the community. It will also create more leakage of
capital outside of the community, so that the people of Arviat will see less of the benefits
of tourism.
The concept of this initiative failing is also a great threat to the community. Too
many people have too much staked, both emotionally and financially, into this and a
failure of the program to launch or be sustainable will tarnish any future tourism program
in this community.
5.0Conclusion________________________________________________________________________
In its purest form ecotourism represents an industry that has th