Panama Tourism to Empower Local and Indigenous Communities

Inequity in distribution of tourism income is a major problem in much of Latin America, especially for indigenous communities. Now Panama is taking tangible steps to fix that, beginning with ten pilot projects and a focus on nature and tradition. Iván Eskildsen, the nation’s Minister of Tourism, explains.

Our National Plan Intends To Preserve and Regenerate Ecosystems and Ancestral Traditions

As Panama aspires to become a world-class sustainable tourism destination, local communities need to be considered at the very center of the tourism phenomenon, or sustainability will not be achieved. This philosophy is at the heart of Panama’s Sustainable Tourism Master Plan.

King of the Naso people, Reynaldo Alexis Santana, is said to be the last indigenous king in the Americas. [Photo courtesy of Panamá por Naturaleza]

Panama is a crossroads of extraordinary biological and cultural diversity, connecting the two American continents and two great oceans. Panama is also one of only three countries in the world that is “carbon negative,” absorbing more carbon than it emits. More than 30% of Panama’s land and marine territory is protected, and 7 indigenous, Afro-descendant and mestizo peoples protect the natural and cultural diversity of this international hub.

The Panama Sustainable Tourism Model has been launched by the Tourism Authority of Panama (ATP) to establish tourism as a powerful tool to empower local and indigenous communities, so they can preserve and regenerate Panama’s rich and diverse ecosystems, as well as Panama’s cultural heritage, including ancestral practices at risk of disappearing. Local communities need to be the true guardians of the earth, and of their ancestral traditions.

The Panamanian Foundation for Sustainable Tourism (APTSO) and the ATP, have established the Panama Alliance for Community Tourism (PACT) to work alongside local communities to implement this philosophy.

PACT: a Collaborative Effort

The PACT project is reaching the end of its first phase, working with 10 pilot communities that reflect the cultural diversity of Panama in its main expressions: Indigenous, Afro and mestizo (Spanish heritage): Mata Oscura, Achiote, Bonllik, Santa Fe, Jurutungo, Soloy, Rio Caña, Bastimentos (Bahía Honda), Isla Cañas, and La Pintada.

These communities were selected based on a series of objective criteria that recognized their tourism potential, as well as a sufficient level of preparation that would allow them to reach a “market ready” status in the shortest possible time. With these communities, a diagnosis of their current degree of development was carried out by the PACT team; they participated in training sessions and workshops, and a catalog was prepared with information on the most attractive tourist experiences offered by the 10 communities.

The Soloy Community, one of the 10 pilot communities, is the gateway to the mystical Ngäbe-Buglé indigenous region. [Photo courtesy of Panamá por Naturaleza]

The diagnosis identified both terrestrial and aquatic trails as well as activities that would highlight the communities’ nature and biodiversity. It also recommended improvements and investments needed for trails to join the ‘1000 km of Trails’ project, a national network of trails developed by the ATP to integrate local communities to tourism development.

Also, the diagnosis identified investments needed for the communities’ attractions to be better prepared for visitors. Some of these investments have already been made to improve the visitor experience; other community needs in infrastructure will be submitted to the government’s Social Cabinet. This includes needs for improvements in water systems, community lodging, energy efficiency, among other proposed improvements. These infrastructure needs will also be presented to NGOs and international organizations that have available funds focused on biodiversity protection, and empowerment of local communities, to achieve the outlined roadmap for the pilot communities.

Marketing Community Tourism

In parallel to the preparation of these local communities, marketing strategies are being worked with these local communities, especially through the integration of the communities’ experiences in the tourism catalogs of national and international tour operators.

To accelerate this integration process, a Community Tourism Experiences Innovation Contest was launched together with the United Nations World Tourism Organization (UNWTO), offering attractive prizes to the most innovative experiences in community tourism. As a part of the contest, we are facilitating alliances between community providers and tour operators, through different workshops and training sessions.

Panama Community leaders at ATTA’s AdventureNext Latin America 2022 Conference, hosted in Panama City. [Photo courtesy of Panamá por Naturaleza]

To position these community-based experiences in the international markets, Panama has been focusing in the adventure travel market. In February 2022, Panama hosted Adventure Next Latin America, with the theme: “Community-Climate-Connection”. In this event, the 10 representatives of the PACTO pilot communities held a leading role in promoting these community-based experiences directly to dozens of media representatives, international tour operators and businesses. Panama continues to engage with the Adventure Travel and Trade Association (ATTA), bidding to host other international events as a strategic priority to market these community-based experiences, targeting to attract the adventure travel market (valued at $683 billion in global spending per year according to the ATTA).

The Panama Sustainable Tourism Model as an Open-Source Template

In Latin America and many other parts of the world we share a common reality: we have incredible wealth when it comes to biodiversity and cultural diversity, but at the same time we have a terrible distribution of income. We see the Panama Sustainable Tourism Model as a great opportunity to improve the quality of life of rural communities, through the sustainable development of their natural and cultural resources.

Even though the work with local communities is just finalizing its first phase, we are starting to see positive results from the initiatives described above. Some national and international tour operators are integrating these community-based experiences to their catalogs, and are beginning to bring tourists to these communities. We are optimistic that these results will mature in time, and as this happens, we will be committed to share this Sustainable Tourism Model as an open-source template, which can be replicated in other countries committed to the development of local communities and the regeneration of the planet’s ethnic and biological diversity.

Repairing Tourism in Transylvania County, NC

Destination Stewardship Report – Vol. 3, No. 1 – Summer 2022

Another winner from the Top 100 – Every year, Green Destinations organizes the Top 100 Destination Sustainability Stories competition, which invites submissions from around the world – a vetted collection of stories spotlighting local and regional destinations that are making progress toward sustainable management of tourism and its impacts. This entry, from the winners announced last year, showcases how a popular North Carolina county created a locally supported program to clean up its tourism wear and tear. Synopsis by Supriya A. N.

The City of Brevard sits nestled amongst the mountains of Pigsah National Forest. [Photo courtesy of Green Destinations]

Top 100 submission by Lee McMinn, Transylvania Always.

In the Wake of Overcrowding, Eco-sensitive Transylvania County Mobilizes Stakeholders to Enhance Sustainability

The love of nature and desire to spend quality time outdoors has resulted in a spike in visitor numbers beyond the carrying capacity in Transylvania County, North Carolina. Not surprisingly, this was causing long-term damage to park resources with overcrowded trails, worsening water quality, increased litter, and even death and injury. The inconvenience caused by overcrowding led residents to question the positive effects of tourism as a vital contributor to the local economy.

Visitors cool off at a popular waterfall and swimming hole. [Photo courtesy of Green Destinations]

To establish the long-term sustainability of the region and restore balance to the natural environment, Transylvania County Tourism Development Authority created a subcommittee called Transylvania Always whose mission addresses the above issues. Transylvania Always partnered with various environmental agencies, non-profits, public land managers, volunteer organizations, and public relations firms to establish a sustainable natural environment for visitors’ safe and memorable enjoyment of the region and diversify the local economy with consistent tourism income.

Some of the steps that helped achieve their goals are:

Offering grants to agencies to improve the quality of the experience by repairing and rerouting trails, and improving river safety
Consulting with experts to study and develop a comprehensive river inventory to better implement safety strategies and any new activity near the water body
Trail maintenance is crucial for access to outdoor recreational activities. [Photo courtesy of Green Destinations]
Hiring agencies to develop materials to convey the message of trail etiquette, waterfall hazards, and organize campaigns like ‘Leave It Better’ motivating residents and visitors to pick up litter and keep the surroundings clean

With these measures, Transylvania Always changed the narrative of the county as an overcrowded destination to one that’s better managed through active and enthusiastic participation from various stakeholders.

Find the complete Good Practice Story (PDF) from Transylvania County and Brevard, North Carolina.

A Malaysian District Collaborates Lest Tourism Run Wild

Destination Stewardship Report – Vol. 3, No. 1 – Summer 2022

Why would a place with relatively manageable tourism create a sustainable travel destination coordination group? While many destinations around the world are reeling from the impacts of over-tourism, including environmental degradation, a few are heeding the warning and proactively putting a plan in place. One such is the Mersing District in the Malaysian state of Johor, just north of Singapore. Cher Chua-Lassalvy discusses what it took to rally the district’s numerous, varied stakeholders and create the collectively managed Sustainable Travel Mersing Destination Coordination Group.

Aerial view of small green island, with sand flowing into crystal blue-green water.

Aerial image of Pulau Goal, Mersing, one of Malaysia’s nearly 848 islands. [Photo courtesy of Mohd Farithrizal Bin Md Zain, Jurufotografi B19, MBIP]

Mersing? Where’s that?

I have a friend who goes by the name Mersing Guy on Facebook. He was born and bred in Mersing and runs the local recycling business in town. Mersing Guy (true to his name) loves showing his visiting friends the hidden gems in his beautiful home district. A few weeks ago, we stood in front of the gold-domed Masjid Jamek looking out across the charming coastal town and beyond to the coral-ringed islands that dot the emerald sea. Mersing Guy always says that he is truly lucky to call this place home. It is a sentiment I have heard echoed many times from locals and it is easy to understand why.

The stunning hilltop mosque, Masjid Jamek Bandar Mersing, illuminated at night. [Photo courtesy of Chan Hyunh Photography]

However, the natural beauty of the area is a double-edged sword. It attracts tourists like bees to honey, but the ecosystems in Mersing’s mainland and islands are also extremely fragile and susceptible to damage from human pressures. This biodiversity is not only the pride and joy of the local communities but also a key contributor to their livelihoods and well-being as a source of tourism revenues, employment, coastal protection, and food resource. Furthermore, an influx of tourists and unmanaged growth of tourism development could have an effect on the current, much-loved, laid-back way of life, cultural assets, and land use. Herein lies the often-seen challenge of balancing the benefits of tourism with the desire and need to protect these wonderful landscapes.

Mersing District is located along the east coast of peninsular Malaysia’s southernmost state of Johor. It is the third largest district in Johor and encompasses a land area of 2,838 square km (including the offshore islands). Mersing is most famous for its eco-diverse islands described in the Lonely Planet as:

“a constellation of some of Malaysia’s most beautiful islands. Of the cluster of 64 islands, most people only know of Pulau Tioman, the largest, which is actually a part of Pahang. This leaves the rest of the archipelago as far less-visited dots of tranquillity.” The Lonely Planet

Besides the islands, Mersing is host to other natural wonders including long stretches of untouched mainland coastal beaches, mangrove-lined rivers, and pristine and little-visited rainforest reserves. Endau-Rompin National Park in the north of the District is the second largest national park in Peninsular Malaysia, encompassing 870 square km and protecting the only remnant of native lowland tropical rain forest in southern peninsular Malaysia and mainland Asia.

Given its rich nature and biodiversity, Mersing attracts both domestic and international tourists. However, according to the Mersing District Council, Mersing remains comparatively undiscovered, with the District receiving approximately 250,000 tourists per year pre-Covid, a little lower than the 270,000 tourists registered annually at the better-known, single island of Pulau Tioman in nearby Pahang.

Why Does Mersing Need a Destination Coordination Group?

As Mersing sees relatively little tourism, one questions the need for the district to have a destination coordination group to focus on sustainable travel. Many local stakeholders including government, businesses, and residents nevertheless recognise that without guardianship and management, our fragile ecosystems risk being damaged. Many of us have seen how mass-tourism and over-tourism destroyed natural wonders in destinations close to us. We did not want this to happen on our own turf and wanted to put measures in place to manage tourism sustainably.

word cloud with words like beach, small town, food, relaxed, peaceful, tourist attraction. These words are used to describe the district of Mersing in Malaysia.

Word map based on the question asked via an online survey of Mersing’s community “What is your favourite thing about Mersing?” An exercise undertaken as part of Cultural and Bio-Asset Mapping of Mersing 2020. [Image courtesy of Majlis Daerah Mersing, Think City Malaysia and KakakTua Guesthouse & Community Space]

A study commissioned by the East Coast Economic Region Development Council on the Endau Rompin Park concluded that “a more holistic, landscape-scale approach should be adopted, with Endau Rompin forming part of a wider strategic economic zone based around sustainable tourism and land management”.

How Sustainable Travel Mersing Came About

In 2019, the idea of a mixed stakeholder sustainable destination working group was mooted to the Mersing District Council (Majlis Daerah Mersing) by several local stakeholders. The group would be led by the Council, and lined-up into the Malaysian Ministry of Tourism Arts and Culture’s National Ecotourism Plan 2016-2025 which proposes that Destination Coordination Groups (DCGs) be set-up across the 60 eco-tourism clusters across the country.

As a local stakeholder group composed of government, NGOs, private sector, and community leaders, our working group developed and took the proposal to set up a Mersing DCG to multiple meetings across government agencies at Federal, State, and District levels as well as to receive the blessing of the Johor Palace, which houses the royal Sultan of Johor.

In mid-2019, after six months of presentations, awareness-raising and persuasion, Sustainable Travel Mersing STM DCG was founded. Its aim is to support the development and growth of tourism that allows communities and businesses to thrive alongside healthy ecosystems. As a stakeholder group, STM uses the Global Sustainable Tourism Council Destination Criteria to guide its work. The goal for the destination is to become certified as a sustainable destination by 2025.

A group if people in side a guesthouse in Mersing District. People are on couches looking at their phones and on a screen out of the frame.

Launch of Cultural and Bio-Asset Mapping of Mersing 2020 Project by Majlis Daerah Mersing, Think City Malaysia and KakakTua Guesthouse & Community Space. [Photo courtesy of KakakTua Guesthouse]

The Work

STMDCG has since created work plans based on priorities guided by the four pillars of GSTC’s Destination Criteria. The on-ground work has included:

Development of a DCG and Secretariat with Terms of Reference in place
Scheduled monthly meetings to brainstorm strategy, work plans, apply for funding, and present work completed
Holding town halls and focus group discussions for local stakeholders and collecting input, thoughts and opinions on sustainable tourism in Mersing
Collating feedback and relevant available information, then using these to create priorities for STM
Co-writing the first iteration of a sustainable tourism strategy largely based on the GSTC’s Destination Criteria. The strategy is currently out for consultation.
Collectively applying for funding on a collaborative basis to meet the aims of STM.

In addition, individual government departments, NGOs and private sector participants also continuously push forward with individual projects around marine and terrestrial conservation, stakeholder engagement, up-skilling, capacity building, creating guidelines, and mapping, which collectively add to the goals of STM.

Whilst Covid has delayed outputs and progress of STM, the activities and advocacy so far have resulted in some subtle changes. For instance, the Malaysian government increasingly cites and labels Mersing district as an eco- / nature tourism hub within Malaysia. This has resulted in steps by various players, including a pilot project by Majlis Daerah Mersing in partnership with a local university for an online tourism registration, monitoring, and governance portal. Though still in its early stages, it highlights the government’s will and interest in managing tourism and its impacts.

There has also been increased interest in Mersing from external agencies and funders in supporting post-Covid economic recovery, in particular the development of resilient, sustainable, and community-led tourism in the District.

Challenges and Lessons Learned

STM’s progress was greatly hampered during the two years of Malaysian Covid lockdown. In addition to being unable to meet physically as a working committee, we were also set back because we could not conduct training and stakeholder consultations in a community uncomfortable with digital interfacing.

Besides the Covid years, the work across multiple stakeholders and varied geographical landscapes has posed various challenges. However, these challenges have provided us with some important learnings outlined below.

Ground-up initiatives can get off the ground if there is enough patience, perseverance and will.
Every location needs a different approach to sustainable tourism, but we can learn deeply from other destinations journeying on the same path.
We currently run STMDCG without a full-time project management team. All participants give their time voluntarily. To forge ahead in the journey towards certification, we feel that we need a funded full-time project team to truly propel the project forward. We feel that this needs to be led by a project manager with one or two junior officers.
Human connections are key. It is a top priority to have STM’s aims more widely disseminated to tourism operators, resort operators, owners, and other community stakeholders. We believe this is best done through a mix of more formal town halls and focus groups as well as small group informal meetings and coffee or “makan” (eating in Malay) sessions.
A diverse stakeholder engagement team is essential, as different ethnic or gender groups in communities feel more comfortable speaking to different members of the group.
Co-creation with multiple stakeholders can be a lengthy process requiring a lot of patience, however this leads to joint ownership of the project’s directions and is a worthwhile exercise.
The diverse mix of landscapes (islands, rainforest, mainland coast) creates challenges, and we are still grappling with how to best tackle them. For now, we include trips to remote small islands and indigenous communities (which can be costly) as well as mainland stakeholders.
Creating a recognised DCG working on sustainable tourism has amplified interest in Mersing as a sustainable tourism destination. This has brought increased funding and projects focused on biodiversity conservation and responsible tourism into the area.

Today as I finish off this article, we have come out of our first physical post-Covid STMDCG meeting here in Mersing. How wonderful to finally sit around a table, eat local snacks, connect on a human level, and physically put our heads together again. I look forward to post-Covid reopening with optimism and hope the work we are planning will make Mersing Guy proud.

——————–

Cher Chua-Lassalvy is Co-founder and Managing Director of Batu Batu – Pulau Tengah, a sustainably-minded off-grid island retreat in Malaysia with a focus on generating profits through tourism to create positive impacts in the local area. She is also the President and Founder of Tengah Island Conservation, a Malaysian non-profit biodiversity management NGO working within the Johor Marine Park. Batu Batu and TIC together were the proud winners of the World Travel Market Responsible Tourism Silver Award for Best in Conservation & Wildlife (2019).

Doing It Better: Big Bay, Michigan

[Above: Fall colors along a Big Bay road. All photos courtesy of CREST.]

Destination Stewardship Report – Vol. 2, No. 4 – Spring 2022

How does a low-population, outdoorsy locale go about convening a destination stewardship council after the extractive industries it once depended on have wound down? CREST’s Kelsey Frenkiel relates how remote Big Bay, Michigan, USA created their own council from scratch. Apparently, a good consultant can help. This is the ninth in the Destination Stewardship Center’s “Doing It Better” series on collaborative destination management in the spirit of GSTC’s Destination Criterion A1.

The Outdoors Unplugged: Building a Destination Stewardship Council on Michigan’s Upper Peninsula

Sven Gonstead came to Big Bay, Michigan, the way most people do: via County Road 550, the 30-mile expanse that links the town, as if by a thread, to the city of Marquette, Michigan. A driver can do a lot in 30 minutes. He can count the shades of gold and auburn that rise as if ablaze in the distance; he can tweak his mind’s radio dial until the static fades and clarity seeps in; he will almost certainly lose GPS signal by about mile marker 20.

For some, the distance is a deterrent. For locals, being at the precipice of one of America’s longest dead-end roads makes their town special. Says Sven, “On that drive was when I decided I was moving to Big Bay.”

Sven is the Chairman of the Big Bay Stewardship Council (BBSC), a non-profit that supports efforts to make Big Bay – a small town located in Powell Township – a wonderful place to live and visit. Sven and other community members, with the help of the Center for Responsible Travel (CREST), built the organization largely from scratch, with many lessons learned along the way.

About the Place

The name Big Bay seems to make an amusing comment on size, with only 800 residents scattered throughout the dense, partial old-growth forest. But what it does not have in population, it makes up for in personality, both culturally and in the natural landscape, with towering trees, booming waterfalls, and abundant wildlife. Its “biggest” asset by far is its location next to 31,000 square miles of Lake Superior; the town counters with almost 2,000 grand, watery acres of its own, interior Lake Independence. Big Bay, and the whole Upper Peninsula for that matter, does not show up on the hand that Michigan residents will raise to depict the shape of the state. The U.P. is a finger that points perpendicular to “downstate” (how UPers – “Yoopers” – refer to the rest of Michigan), and the landmass is actually connected to Wisconsin and nudges into Canada.

Some other things Big Bay has to its name: an infamous killing depicted in the black-and-white film Anatomy of a Murder, with two historic locations featured in the story still operating, the Thunder Bay Inn and the Lumberjack Tavern. It was an early vacation getaway for Henry Ford, who owned 313,000 acres of timberland and a sawmill that still looks out over Lake Independence. The town’s bar-goers are also the inspiration for the Big Bay Shuffle, a song and dance coined by actor and musician Jeff Daniels.

Snowmobiles park at the historic Thunder Bay Inn, seen in the film Anatomy of a Murder.

Residents can be impressively hardy and capable – entrepreneurs, artists looking for a backcountry muse, and Do It Yourself-ers, some of whom built their own homes or parts of them (sometimes with the intention of going off-grid). They also have a strong sense of community and family, Big Bay being the place where they can spend time with loved ones and truly get away from it all. “Camps,” or rustic dwellings, often without Wi-fi or other amenities, are used as second homes where people can recharge and reconnect with each other

About the Council

The Big Bay Stewardship Council is working hard to protect this unique sense of place, encouraging developments that are good for their micro-economy while also retaining the strength of their cultural and natural environment. This involved, in partnership with CREST, efforts to shepherd more responsible forms of travel. Tourism is already occurring in large numbers. Visitors share Big Bay’s trail systems, stay in short-term rentals or the hotels and motels, use boats and kayaks on the lakes, frequent local campgrounds, and take part in seemingly all types of year-round recreational activities, both motorized and non-motorized.

The BBSC focuses its work around six major goals:

Enhance Sense of Place
Expand Outreach & Partnerships
Support Infrastructure & Asset Enhancement
Provide Entrepreneurial Support
Support Authentic Experiences & Events
Measure What Matters

Organizational Development

Each year, the BBSC conducts planning sessions to determine what activities will be accomplished that year to achieve these goals. They currently have three committees and hope to establish more as they gain capacity: the Steering Committee for overall governance, the Marketing Committee to maintain their partnership with the destination marketing organization Travel Marquette in telling Big Bay’s story, and the Placemaking Committee to conduct on-the-ground projects. The BBSC recently achieved non-profit status through the IRS, which means they can accept tax-deductible donations and apply for grants more easily.

To support this project in the early stages and determine that a destination stewardship council was needed, CREST conducted a scoping study to understand the region’s opportunities and challenges and collected baseline data about the impact visitors were having on the economy, the environment, and resident quality of life. They also helped to develop a marketing brand, Discover Big Bay, with a logo and associated tagline, “the outdoors unplugged.” The Lundin Foundation and Eagle Mine also partnered on the project as part of their work to strengthen communities where they operate.

The initiative has already ticked the first box for sustainable management of tourism destinations, according to the Global Sustainable Tourism Council’s Destination Criterion A1: having “an effective organization, department, group, or committee responsible for a coordinated approach to sustainable tourism, with involvement by the private sector, public sector and civil society.” This type of cross-sector collaboration has been elusive for even the most developed tourism destinations. Sven explains how they got there:

Background

You’re not originally from Big Bay. What prompted you to move there, and what is so special about it?

Long story short, I came to participate in the first Noquemanon Ski Marathon in January of 1998. It was the first time I had spent any amount of time in Marquette County, and I found love. It was incredible. The day after the ski race, I drove County Road 550 from Marquette to Big Bay, and on that drive was when I decided I was moving to Big Bay. It had all the elements I was drawn to on the dead-end road. It was the people that were looking for an alternative to the normal existence in this country, I guess. People that are looking for something a little different… that are looking for more resonance with nature and the water. And of course, I love skiing in the winter. I moved in August 1998.

What is it about Big Bay that keeps people there?

A big part of it is the people. It draws folks that are independent and strong. That think of the world in a different way. And we’re obviously all drawn to the physical beauty. With Big Bay it doesn’t jump out at you right away when you pull in. You will see these places that are amazing after you arrive – Alder Falls, Black Rocks, Yellow Dog Plains, and the Yellow Dog River…. Both [my wife] Marcia and I have so many places we want to visit that we haven’t yet. A lot of hidden morsels.

Sunset highlights one of Big Bay’s many lakes.

What are some of the challenges the region faces economically, environmentally, or with tourism or quality of life?

That’s the ironic thing. A lot of the things that draw folks to Big Bay, they preclude economic development in the usual context. We’re at a dead-end road, it doesn’t really make sense for any manufacturing. It can also be hard to find healthy food in our community. So those things that draw people to Big Bay are the things that can make it difficult to live here. A micro-economy that is successful is a difficult dance. CREST was important in helping us determine that sustainable tourism could help us diversify our micro-economy.

Big Bay was a community that was developed through using natural resources like logging, mining… And some manufacturing thrown in there too. The Ford Mill, the Brunswick Mill. Our roots are in harvesting lumber. There’s a lot of environmental issues that have arisen through the years, and today there are significant threats to our natural and cultural resources. The dichotomy of development in the context of our natural environment is interesting. There’s a prospective spaceport that could be [here] in Powell Township, and of course there are issues environmentally with that. It feels like there is always pressure to keep developing. We have to figure out how to have a micro-economy that’s not going to threaten our way of life. It’s a real challenge to re-tool a little bit and look to the future in different ways.

How Big Bay Built Their Council

How did the Big Bay Stewardship Council get started?

Things got started when a few community members got together and started talking about what this community can do differently that can carry us into the future. As stated earlier Big Bay has been dependent on boom-and-bust industries, like mining. Thankfully, the Lundin Foundation and Eagle Mine recognize that their presence has the potential to initiate that cycle again. Fortunately, they’ve been great partners to help us figure out a way that we can buffer this boom-and-bust cycle that has occurred during the last 100 years. Working with CREST, we completed a scoping study and got some baseline data [such as number of people employed by tourism, trail user counts, and funding raised by existing events] to build off of.

What are some examples of projects that address the above challenges?

An issue is that we didn’t have a conduit for the community to communicate. That was one of the biggest challenges. Folks are doing their own thing, saying, “wouldn’t it be great to do this or do that”. Without a conduit, it was tough to have an organized effort to a) understand what the community wants as a whole and b) determine what it will take to accomplish those goals and c) follow through and finish them out. It’s pretty neat we have the structure [through the Big Bay Stewardship Council] now that we can look to. The Big Bay Fall Fest is a great example. It’s a representation of what the BBSC is all about: bringing in everybody from the community, the artists, the gunsmiths, farmers, non-profits, food vendors, and the people of all ages. It’s about just being together, initiating the conversation, and understanding that we’re in this together.

Tell us about the people of the BBSC. Who do you have on the Council and why?

It’s such a wonderful and diverse group. I’m excited for the future in that regard. The BBSC at its best is intended to be as diverse as possible. We’re doing a good job of that. We have a couple of nonprofits with the Yellow Dog Watershed Preserve, Bay Cliff Health Camp. Then we have for-profit businesses like the Thunder Bay Inn. And local government… It’s incredible to have something new for this community, where we can have a conversation about what’s a sustainable direction that preserves the character of Big Bay.

Accomplishments

What have been some of your greatest successes so far?

This diverse group that’s well-represented. We’re able to really communicate in a way that’s productive.

Another success, with CREST’s assistance, is the scoping study and the baseline data collection that we were able to do. In my opinion, [data collection] is one of the most important things that the BBSC is doing. By keeping tabs on what’s going on, we have a shield against any potential overtourism issues that pop up, to make the right decisions going into the future. We’re armored with this knowledge. It’s becoming more obvious to me how important it is as we progress. I don’t know any neighboring community our size that has the ability to do that right now. To collect resident input, and use that data to inform our activity planning.

And the Fall Fest. It was like a big old barbecue… It was so great to see everyone hanging out. To be able to support other businesses and people that are starting little projects or hobby businesses, to have a platform for them to try it out, even if it’s just a booth at our Fall Fest.

Lessons Learned

What are some of the most important lessons you’ve learned in the 1.5 years that the BBSC has been operating?

First, the importance of data collection. It’s absolutely critical.

Second, that we should always be thinking about our capacity and be reasonable [with our activity planning]. We have to always keep in mind what’s achievable. The biggest issue is that making a living in Big Bay… that’s a full-time job in itself. A lot of people have skill sets to help with what is needed to run an organization like this, but a lot of those people are retired. People come here to relax, to get away from it all, to fish and stuff. There’s a limited amount of folks that are willing to help and that can help. It makes it really difficult. But there’s a lot of untapped talent and potential in our community. As we grow and people understand the value [of the BBSC], we’ll see an uptick in membership and volunteer help. We’re thinking about launching a membership model, but we need to do preliminary projects to get people to understand the value of our work first. If they understand that, they’ll jump in.

Bar-goers hang out at the historic Lumberjack Tavern.

Being such a diverse group, a community that communicates together is going to see greater results. Other communities did not do as good a job communicating early on and they got overwhelmed [with tourism]. And that is a big lesson for us. With Marquette evolving as a tourism destination and the rate it’s growing, it’s very possible something could happen in Big Bay, and we could get rolled over beyond our capacity. It’s good to have data and communication so we can keep tabs on that and react as needed.

What are you most excited about tackling in the future?

First, working to expand the membership and the volunteer core, and watching the organization grow. It will be a slow but steady process.

I’m also really excited to actually tackle a larger project [like collaborative trail building or installation of streetlights] that we couldn’t begin to consider before the BBSC existed. We didn’t have the structure to even think about the bigger picture and tackle some things that people talked about that would improve our community.

I also think we can support the artists and musicians in our community more. We have many artists here, but there’s not a framework for them in the community. They’re living here but pursuing their work remotely. We hope to find ways to support them, maybe do an artists-in-residence project or gallery to create an environment that’s appealing for artists to live here.

I’m excited to see the Fall Fest grow and evolve.

Finally, I hope we will be able to assist Powell Township with large projects such as improving curb appeal, a community center, and building a Historical Trail. This will be a great opportunity to bring the community together in a way that embraces its past, helps its future, and provides practical improvements for residents and visitors alike.

You can support the Big Bay Stewardship Council by making a donation and following along with their work via their website, bigbaystewardship.org.

Ataúro Island Revives a Conservation Tradition

Another winner from the Top 100 – Green Destinations organizes the annual Top 100 Destination Sustainability Stories competition, which invites submissions from around the world – a vetted collection of stories spotlighting local and regional destinations that are making progress toward sustainable management of tourism and its impacts. From the winners announced last year, we’ve selected this one from Timor-Leste, which showcases how restoring and expanding an indigenous conservation tradition is helping one island restore its unique reefs, supported by responsible tourism. Submitted by Mario Gomes, President. Asosiasaun Turizmu Koleku Mahanak Ataúro (ATKOMA), the DMO for Ataúro Island. Synopsis by Jacqueline Elizabeth Harper.

Beneath the waves at Ataúro Island. Photos courtesy ATKOMA.

In Timor-Leste, Little Ataúro Island Makes Big Waves in Marine Conservation

At 25 square kilometres in area, what Ataúro Island lacks in size it makes up for in abundance of biodiversity. This micro island belonging to Timor-Leste lies in the Indonesian archipelago just north of the country’s capital, Dili, on the eastern portion of the island of Timor.

Ataúro is home to one of the most biodiverse reefs in the world and has the highest average of reef fish species on the planet. Controlling exploitation of these natural resources has been difficult. The majority of Ataúro inhabitants come from a long history of fishing livelihoods, but due to a limited number of police and forest guards, overfishing went largely unregulated. Cases of blast fishing have damaged several coral reefs around the island.

Ataúru Island, due north of Dili, capital of Timor-Leste. Credit: Google Maps.

Nevertheless, the abundant aquatic life has recently turned this island into a popular diving spot. Timor-Leste has had an 82 percent increase in international tourist arrivals since 2011. Yet tourism here is still in its relative infancy. The marine habitats have huge potential for responsible nature and adventure tourism, which can add economic value and offer economic diversification to the island. Ataúro Island is now focusing on nature protection and biodiversity conservation to foster growth in low-impact sustainable tourism.

A Traditional Code Revived

To protect natural assets and endangered areas, Ataúro has reemployed the traditional Timorese practice of tara bandu in recent years, pushing it into formal law. Tara bandu is being used as a code of behaviour and community ritual that uses local conservation knowledge and expands community cooperation. While the literal meaning of tara bandu is “prohibition by hanging,” today this traditional code for natural resources management is applied to any activity or behavior that may damage forests or marine resources and negatively impact the community. If a person is found guilty of violating tara bandu restrictions, they are not hanged, but fined money or by handing over assets to the community. Violators usually comply; to do otherwise would be essentially sacrilegious in local tradition.

Visit to an Ataúro reef.

Adoption of tara bandu has successfully established 13 Marine Managed Areas (MMAs) across the island. The community of Adara, located on the Western side of Ataúro, was the first to use tara bandu in 2016 with the purpose of creating a “no take” MMA to protect the reef habitat, to promote sustainable fisheries and food security, and to encourage marine ecotourism. Its success led to 12 more MMAs being established around the coastline between 2017 and 2018.

According to the Sustainable Management Plan for Ataúro Island, each of the MMA sites includes a core area that is ‘no take’ and it is surrounded by a buffer area. Activities permitted in these areas are governed by Suco regulation (pdf, p80), a written document explaining the rules pertaining to the area’s land and sea resources, ensuring future generations can access them (see poster below). In the no-take areas, all fishing and gleaning activities are forbidden, except in a few scenarios. In the buffer areas fishing is permitted only by using semi-traditional fishing techniques and during agreed-upon times. The regulations are the same for each site.

Tourism’s Contribution

To offset the loss of fishing income, there is now a $2 tourism fee paid to the local village council for every guest who swims, dives, or snorkels within the MMA. In 2018, the village of Beloi earned over $10,000 from this income stream. However, tourist visitation is not distributed equally across the island, so there are steps afoot to create a collective management system.

As Timor-Leste has only recently become independent, tara bandu is a way for locals to reclaim ownership of their natural resources and revive local traditions suppressed under the years of Indonesian occupation. Community support is important. Tara bandu will not work without complete support and buy-in from the local community. Through tara bandu and monitoring of the MMAs, biodiversity has improved in the no-take zones. Dr. Sylvia Earle, a famed ocean explorer, has recognized the people of Timor-Leste for their extraordinary commitment to ocean conservation.

Find the complete Good Practice Story from Ataúro Island, Timor-Leste here (pdf).

Indigenous Guyanese Tap Tourism to Save Their Huge Fish

Destination Stewardship Report – Vol. 2, No. 4 – Spring 2022

Another winner from the Top 100 – Every year, Green Destinations organizes the Top 100 Destination Sustainability Stories competition, which invites submissions from around the world – a vetted collection of stories spotlighting local and regional destinations that are making progress toward sustainable management of tourism and its impacts. From the winners announced last year, we’ve selected this one from Guyana, which showcases how indigenous traditions can help communities revive endangered natural habitats, supported by responsible tourism. Submitted by Carla James-Vantull, Director, Guyana Tourism Authority. Synopsis by Jacqueline Elizabeth Harper.

Traditional Reverence for Arapaima River Fish Powers Community-Led Tourism in Rewa, Guyana

The giant, powerful arapaima fish of the Guyana rainforest, also known as the pirarucú, can grow up to 15 feet and 440 pounds. Its armor of tough, heavy scales earns it the moniker “swimming dinosaur”. South America’s largest river fish, it was once so revered by Guyana’s indigenous communities that taking one was taboo. But outsider harvesting beginning in the 1970s broke down the traditional ban. By the turn of the century, the arapaima were endangered by overfishing. Villagers were becoming alarmed. Community-led tourism held promise for a solution, as the arapaima and its habitat suited both ecotouring and catch-and-release fly fishing.

A mid-size arapaima fish. Photo: Rewa Ecolodge

Around 250 small Indigenous communities dot the map of Guyana. In one of these communities, Rewa, lack of economic opportunity forced a mass exodus of nearly 80% of residents over the years, leaving behind neglected farmlands and families torn by absentee husbands and fathers. Compounding these social struggles, the decline of the culturally significant arapaima added ecological pressure.

All this began to change when community-led tourism developed in the region.

In 2018, the Guyana Tourism Authority (GTA) launched the Community Led and Owned Tourism (CLOT) framework and toolkit, an initiative that has been instrumental in creating a positive impact within the Indigenous communities. The CLOT framework centers around “any Indigenous tourism enterprise owned and operated by the host community.” Unlike traditional models, the Indigenous community is at the forefront of activities and engagement with travelers. What’s more, CLOT also focuses on creating livelihood opportunities for young people and women through tourism.

There are six activities or steps for creating a CLOT framework:

Readiness, Governance, & Action Planning: First, the community establishes a Tourism Committee, tasked with creating a tourism development action plan. It also includes raising community awareness, assessing community needs and visitor readiness, prioritizing Tourism Committee actions, and completing a market readiness diagnosis and market-product match.
Building Capacity through Centralized and Hands-On Training: In this stage, peer-to-peer and shadowing training focus on topics such as business accounting, management and marketing, reservations and bookings, food safety and catering, etc.
Developing Tourism Enterprises & Product: The community then determines what can and should be shared responsibly with visitors. From there, they develop and package tourism experiences that suit the local natural and tangible assets, as well as intangible cultural heritage angles.
Establishing Market Linkages: This stage establishes market linkages and integrates market-ready products into the tourism value chain. Emphasis is placed on developing peer-to-peer experiences – homestays, in-home dining, and insider cultural experiences for instance – and then securing market access through sharing economy platforms such as Airbnb, Airbnb Experiences, Viator, EatWith, and Travelling Spoon.
Marketing Community Tourism Offerings: After the community agrees on their products and offerings, this stage focuses on marketing strategic action plans and visitor-ready products, mainly through the Guyana Tourism Authority – posting on the GTA’s website and social media channels, planning fam trips, and so on.
Marketing & Communicating Outcomes: The goal of this last stage is to implement a system for measuring and reporting the outcomes on a regular basis. Establishing a marketing dashboard and monitoring system that tracks and reports tangible results ultimately helps to share transparency with the community.

Through this multi-step process, implementation of the CLOT framework and toolkit arms Guyana’s tourism sector with a way to help achieve national aspirations for becoming a green state, while simultaneously benefiting the local Rewa community and its future generations.

Rewa Ecolodge. Photo: Nicola Balram

Through the CLOT framework, the Rewa Eco Lodge was born. Even with the challenges of closed borders and travel restrictions for approximately 5 months due to the pandemic, the Rewa Eco Lodge managed to sustain their 45 staff. And across the community, many youth in the Rewa community have had the opportunity to attain higher education. It has also allowed for enough financial sustainability to work with the Indifly Foundation and international experts to conduct studies and create a management plan to save the arapaima, and today, the arapaima population has been restored to more than 4,000 within the area – a triumph for this community.

The proven success of this framework in the Rewa community has led GTA to scale CLOT to other indigenous communities throughout Guyana. What’s more, the CLOT model has the potential to benefit communities in destinations around the world. Find the complete Good Practice Story from Rewa, Guyana, here (pdf).

Svalbard Overheating

Destination Stewardship Report – Vol. 2, No. 4 – Spring 2022

With its coal mines now closing, Norway’s polar archipelago of Svalbard faces a unique set of threats: disrupted tourism, rising temperatures, and increased international vying for arctic control. Yet its extreme location also provides a unique set of opportunities for reviving tourism, according to this Communiqué from Arild Molstad.

Its camouflage useless, a polar bear treads snowless terrain in Svalbard. Photo: Marcus Westberg

Breaking News from the Island of the Polar Bears

The inhabitants of Spitsbergen – all two thousand of them – don’t have to pore over the United Nations’ climate change reports to feel that something’s not right.

On the only populated island in the Svalbard archipelago, a mere 90 minutes’ flight from the North Pole, bursts of rain are beginning to appear in February. Tourists who fly from distant continents to the “capital” of Longyearbyen to explore the majestic mountains on snowmobile under the Northern Lights may instead find themselves back in their hotel rooms, waiting for colder weather, watching sled-drivers return their frustrated howling huskies to camp. Midwinter rain is bad news all around in Spitsbergen: For dogs’ paws caught in slippery tracks; for reindeer trying to scratch their way through frozen surfaces to forage for edible moss and lichen; for surprised tour operators caught out by inaccessible slushy terrain.

Rising Temperatures

“This ain’t supposed to be happening,” sighs a tour guide, downing a pint of foamy Mack’s Beer in a popular bar, where some of his old drinking buddies are nowhere to be seen. As coal mining is being shut down permanently, their sooty, grimy, exhausted faces remain only as black and white photo portraits on the wall, mementos from a colorful history now fading away. Some of the gritty facades that once gave Longyearbyen its one-company-town atmosphere have yielded to erosion- and avalanche-proof housing.

The melting of Svalbard is not happening in a hurry. For decades the archipelago will remain a bucket-list destination for travellers looking for adventure, remoteness, and the spectacular, unforgettable beauty of the black granite mountains topped by glittering ice, their glaciers sloping towards fjords and valleys like bridal veils.

Svalbard tour guide trainee. Photo: Arild Molstad

But the metrics are scary. The archipelago is the fastest-melting place on earth: Since 1971 the temperature has risen by 4 degrees Celsius, five times higher than the world average. In winter the increase is 7 degrees. An astounding +22°C was recorded last summer.

Which means that ecotourism, which in the last decades was seen as Svalbard’s sure-fire alternative to a doomed coal mining industry, is facing an uncertain future. This comes at a time when this distant destination has been struggling with a post-pandemic decline in visitors, who even prior to 2019 didn’t stay long, most of them cruise passengers doing short day excursions.

Tourism Goes Greener

That is why Ronny Brunvoll is burning the midnight oil these days. As the leader of Visit Svalbard, he is in charge of an expert team updating the Svalbard Tourism Master Plan. It is important work, fraught with challenges, many of them political. The 1920 Svalbard Treaty was based on compromises between eight nations, one of them a weakened Russia in the aftermath of WWII.

The treaty conferred sovereignty upon Norway , but declared the archipelago a visa-free zone, meaning anybody willing to work is welcome. Local laws are dictated by the arctic weather, safety, and environmental concerns. Now, against the background of rapid climate change and – until the pandemic struck – growing tourism, Norway’s government in Oslo is prescribing a strict regimen that curbs visitors’ movement anywhere on the islands.

Above all, that regimen will hit cruise tourism hardest, imposing a ceiling on the number of passengers per vessel. No final decision has been made yet, but the limit will likely be set to between 200 and 500 passengers, effectively putting a stop to conventional, polluting large-cruise-ship traffic. What will be allowed: expedition-class motor vessels. But even they will face strict rules as to where and when they can organize shore excursions.

Dog sledders pass beneath a shrinking glacier. Photo: Arild Molstad

“We must find ways to keep them here longer,” says Mr. Brunvoll , who is conscious not only of the per capita CO2 emissions burned during the long journey from the mainland by ship or plane, but of the need to find employment for Norwegian citizens. One way to do so is making it compulsory to hire locally trained guides who are familiar with the terrain – and armed for protection against polar bears looking for food scraps as their traditional habitat is threatened by shrinking ice. No ice means no place from which bears can catch seals. “The bears are easier to spot now,” a wildlife guide told me. “But remember, they’ll spot you long before you see them.”

Global Safety Vaults as Attractions

The tourism challenge is a delicate balancing act. Recently, more visitors have been drawn to Spitsbergen’s Global Seed Vault – a repository of seeds from mostly developing nations, should they face a famine, natural catastrophe or acts of war. Nearby another vault has recently been dug into the permafrost – the Arctic World Archive. Here nations’ institutions are depositing rare, invaluable artifacts, data, documents, and art, digitalized on tape guaranteed to last for 1,000 years.

The Arctic World Archive is built into the permafrost. Photo: Copyright AWA

Now there is talk about building a visitor center to welcome visitors to both vaults. If that happens, it would likely be an attraction that could prolong the average tourist’s stay. The center would function as a drawing card for narrating the colorful, exciting story of Svalbard, from the early 17th century arrival of fearless trappers and fisher folk to the transformation into a tight-knit community, situated in a place once considered remote, but now caught in the middle of a modern version of the colonial powers’ “Great Game.” Today ambitious nations are jockeying for position and access to oil and gas, precious minerals and huge fish stocks, as the Arctic Sea soon will become ice-free.

Cooperation on Jeju Island

Seonheul village on Jeju Island has undergone several transformations throughout its history, but in the last ten years, community-based tourism has become a mainstay — bolstering conservation, the local economy, and the social fabric of the village. Dr. Mihee Kang and Jeryang Ko explain how stakeholders came together to establish a social cooperative that changed the future of the village.

Power of Working Together: A Lesson from a Ramsar Wetland Village in Jeju, South Korea

Many government-supported rural development schemes focus too heavily on infrastructure; many villagers don’t know how to run a business. By contrast, the Korean village of Seonheul on Jeju Island has established a local business that would ensure economic sustainability even without government financial support. The goals were for all stakeholders to participate, with the village as the leader, and for profits to be distributed widely. This ‘social cooperative’ was just one feature of the area’s communal conservation and ecotourism development, which has been underway for years.

Residents of all ages participate in roundtable meetings, where they can share resources, concerns, and ideas. [All photos courtesy of Seonheul Village]

Seonheul lies inland on Jeju Island. This southernmost and largest island of South Korea has a population of around 670,000. It was formed by the eruption of an underwater volcano about 2 million years ago. Today, there are nine inhabited islands and 55 uninhabited islands in its administrative boundary. Jeju Island has been designated as a UNESCO World Natural Heritage Site, a Biosphere Reserve, and a Geopark.

Seonheul is an agricultural village with about 900 residents in 2021. It is one of 29 Korean ecotourism destinations designated by the Korean Ministry of Environment that are designed to protect nature and support community-based ecotourism development.

Hikers pause to admire the local tree species during a guided ecotour in Dongbaekdongsan.

A key site in the village is a gotjawal (rocky lava) volcanic forest called Dongbaekdongsan (or Camelia Hill), which is included in the biosphere reserve and the geopark. It is surrounded by an evergreen forest with a relatively warm climate at an elevation of less than 100m. Dongbaekdongsan was formed by lava as thin as tomato juice, which formed a plate at the base of the forest, eventually creating the wetlands of today.

Around 0.59 km2 of those wetlands, centered on ‘Meunmulkak’, have been designated a Ramsar Wetland. Dongbaekdongsan is rich in biodiversity; 13 of its more than 370 types of plants and 900 animal species are protected. There are more than 100 freshwater springs that are used for sacred prayers, drinking water for residents and animals, as well as for bathing water.

Forming a Committee with Stakeholders

Residents’ participation in the conservation and ecotourism development of Dongbaekdongsan (Camelia Hill) can be divided into three stages: (i) before 1981, (ii) after 1981, and (iii) after 2010. Until the early 1980s, Dongbaekdongsan was used as a village communal ranch and for water. There was a village forestry club that oversaw decision-making and enforced the rules of how the forest was used. This changed in 1981, when it was designated a Jeju Special-Governing Province Monument No.10 by the national government, due to its unique location as a natural forest in the center of the mountainous regions of Jeju. By this time, residents no longer depended on its resources. Water, wood, and charcoal were not the main necessities since sources for fuel changed, and a public water supply was introduced to the village, ultimately changing the village lifestyle.

In 2010, the Ministry of the Environment designated Dongbaekdongsan as a Protected Wetland and implemented capacity-building programs for the residents to protect its resources. From this point on, ecotourism and eco-education became the focus of the residents as a vehicle for conservation and a wise use of the resources through participation.

The following year, in 2011, the Village Council (VC) formed Dongbaekdongsan Conservation and Management Council (DCMC) , inviting stakeholders surrounding Dongbaekdongsan to join, such as provincial and municipal governments, environmental NGOs, experts, research institutes, and other related organizations. The Village Council leader is also the president of the DCMC. The DCMC meets every quarter to bring together outside stakeholders to discuss issues related to conservation and ecotourism development of the Dongbaekdongsan. However, the final decision is made at the village general assembly.

Learning Together, Sharing Responsibility, and Making Decision s Collectively

The VC internally holds resident meetings three times a year for residents to share information, prevent alienation, discuss responsibilities, and share benefits together. Once a year, a roundtable meeting is held for all residents to discuss the vision for the village.

The first roundtable meeting was held in February 2014. At least 100 -130 residents from all age groups attended the roundtable meeting. Each year, one table is saved for village children of all ages that allows them to proudly participate in village discussions and in the decision-making process as members of the village.

Members of the Village Council come together to discuss tourism strategies and divide up leadership responsibilities amongst each other.

Resident-led Conservation, Restoration, Monitoring, and Documentation

The VC also organizes capacity building training sessions for its residents regularly so the residents can take leadership in conservation and tourism development. Ecological monitoring by a group of residents is an important part of the ongoing training programs.

The ecological monitoring group consists of about 10 people including 5-6 residents, one expert, and 2-3 people from ecotourism associations and/or advisory groups. Since 2011, the group surveys ecological resources and monitors ecological changes monthly in Dongbaekdongsan. Based on the results of their activities, restoration of endangered species is continued by the village and/or the environmental agencies. The village also has a monitoring program engaging local students led by the village eco-teachers combined with the advice of a local professional organization. Currently, a few books about camellia trees, local grasses, and ferns of Dongbaekdongsan have been published by the VC in collaboration with resident monitoring groups and experts, and a book about mushrooms will be published soon.

Building a Village Enterprise — the ‘Social Cooperative Seonheulgot’

Rather than relying on government subsidies, the village worked to establish a business that would ensure economic sustainability even after government subsidies stop. The business structure was to ensure that all stakeholders would participate, with the village as the primary leader, and that the profit from the business would be distributed widely.

An example of village ecotourism promotional material.

After discussion and deliberation for many years on the type of business required, a collective decision was made during a roundtable discussion with 130 residents in attendance: To create the ‘Social Cooperative Seonheulgot.’ Its objective was ‘conservation of Dongbaekdongsan and residents’ happiness’.

Resident concerns and satisfaction are monitored regularly. Currently, Seonheulgot manages the Dongbaekdongsan Wetland Center and operates ecotours, local product sales, interpretation service, and community eco-education programs. Their two ecotour products are certified as low-carbon tours by the Korean Ministry of Environment.

All Age Groups Participate in Ecotourism Development

Older residents engage in literary and artistic activities, drawing, writing, and producing books that are sold as souvenirs.

A plastic-free event lunch box.

Residents in their 40s and 50s typically take the role of planning and leading ecotourism programs, while there are women’s groups in their 50s to 70s that conduct food-experience programs to provide tourists with local specialties. There are even teenagers who serve as eco-guides, and men in their 70s serving as “uncle” eco-guides. In addition, the annual village festival is a plastic-free event.

Residents Teach Nature and Culture at Schools, Drawing Outside Students

The Seonheul elementary school invites village eco-guides to its regular environmental classes. These trained village eco-teachers deliver classes for the students every week, teaching not only ecology but also traditional knowledge and cultural values of the village. In 2014, this elementary school nearly closed with only 20 students enrolled, but the popularity of this program has led students to transfer in from other provinces. Today, the school has over 110 students, 90% of which are transfer students.

The Power of a Cooperative Network and Intermediate Supporting Organization

Seonheul is regarded as a good case of community-based ecotourism development in Korea because the VC engaged with different stakeholders and it took a democratic process in the decision making. Support from Jeju Ecotourism Association and Jeju Ecotourism Center provided advice from the start of the village ecotourism development.

In Korea, there have been hundreds of rural village tourism development projects supported by the relevant government agencies. Many are government-led projects that focus too heavily on infrastructure development, and/or the villagers lacked the capacity to establish a sustainable tourism business structure. Only handful of cases can be considered successful community-based tourism examples. But when the roles of each stakeholder are clear and when the local community takes primary responsibility, then sustainable community-based tourism is possible.

This is not to say that the Seonheul Village case is perfect. Conflicts between residents and/or stakeholders still exist, there is a risk of overtourism, and the community has experienced difficulties in operating a business that is economically sustainable. However, the future is certainly positive. This village has learned over the past 10 years to communicate and solve its problems together.

The Nisga’a Offer an Indigenous Tourism Model

How to present an indigenous culture “written in the land” to tourists? Along with Laura Hope, communications manager at Coast Funds, Bert Mercer, economic development manager for Nisg̱a’a Lisims Government, describes the process of tying together a culturally sensitive tourism experience for visitors to the Nisga’a First Nation in British Columbia, Canada.

Nisga’a chiefs, elders, matriarchs, youth, and guests celebrate the raising of a Pts’aan (totem pole) in Gitwinksihlkw. Photo by Gary Fiegehen, courtesy of Nisga’a Lisims Government.

Written on the Land—Weaving Together a Cultural Tourism Story

The Nisg̲a’a Highway, running through the heart of our Nation’s lands in Canada’s rugged northwest coast, was given the numeric designation 113. The number was not chosen arbitrarily; between 1887, when Nisg̲a’a chiefs travelled to Victoria to demand recognition of Title, and 2000, when the Nisg̲a’a Treaty was ratified and the Nisg̱a’a Lisims Government passed its first law, exactly 113 years had passed. Over the next five years, our government extended and upgraded the highway, connecting the four Nisg̱a’a villages and inviting the world to visit.

The lands and waters of my First Nation, encompassing 200,000 hectares from the K’alii Aksim Lisims (the Nass River) to the Hazelton Mountains is astounding in its beauty. It is a place of aquamarine waters, soaring snow-capped mountains, and an enormous lava field. The story of our people is written on the land, so visitors to our lands are offered more than breathtaking scenery—they are offered the opportunity to experience Nisg̱a’a culture.

The plentiful resources of the Nass Valley have supported Nisg̱a’a citizens for millennia. Photo: Gary Fiegehen, courtesy of Nisga’a Lisims Government.

Bringing Cultural Tourism to the Nass Valley
Visitors to the Nass Valley are greeted by Txeemsim, a super-natural being who brought light to the Nass River in a time when Nisg̲a’a lived in semi-darkness. His image is the centrepiece of the Nisg̱a’a cultural marketing and tourism initiative. The initiative was expanded and enhanced to develop an auto-tour route along the Nisg̲a’a Highway, in addition to a brochure to guide visitors along the route and a website devoted solely to tourism in Nisg̲a’a lands. The project and the partnerships that developed as a result have boosted tourism in the Nass Valley, raised the profile of entrepreneurs in the four Nisg̲a’a villages, and reinforced the sovereignty and culture of the Nisg̲a’a Nation.

Nisg̱a’a lands have been dramatically shaped by the volcanic eruption of Tseax Cone. The eruption 263 years ago – Canada’s most recent – irrevocably moulded the surrounding landscape and lives of the Nisg̱a’a people. The lava traveled into the nearby Tseax River, damming it and forming Sii T’ax (Lava Lake). It traveled 11 kilometres north to the Nass River filling the valley floor for a further 10 kilometres. Two villages were destroyed, and 2000 people perished.

The land, with its storied and scenic landscape, is a perfect fit for a tourism initiative. And tourism, with its many cultural and economic benefits, is an ideal undertaking to pursue.

As economic development manager for the Nisg̱a’a Lisims Government, it has been my job to develop our tourism industry. According to a 2019 report, the Indigenous tourism sector is outpacing Canadian tourism activity overall. The direct economic benefits of the Indigenous tourism sector was valued at $1.7 billion in 2017, having grown 23% over the previous three years.

The whole idea of the cultural tourism initiative was to draw people into the Nass Valley. We had a number of tourism elements in place throughout the valley—a volcano tour, the Nisg̱a’a Museum, our hot springs, and a unique and culturally rich landscape—we just had to package everything together.

The centrepiece of the initiative, an 18-stop auto-tour along 100 kilometres of the Nass Valley, takes visitors to culturally significant stops, all within an easy walk of the Nisg̱a’a Highway. The auto-tour signs create driver awareness by improving wayfinding, stimulating interest in our culture, and providing visitors with cultural, social, and geographic interpretations of our lands.

Bert Mercer, economic development manager for the Nisg̱a’a Lisims Government stands in front of the newly opened Vetter Falls Lodge. Photo by Laura Hope.

By tying all the attractions together in this way, we can welcome visitors to stay longer. We can point them to local accommodations—like Vetter Falls Lodge—and local places of significance. We want visitors to get to know, and fall in love with, Nisg̱a’a lands.

The Nisg̱a’a tourism and marketing initiative exemplifies Indigenous cultural tourism, the symbiotic relationship between visitors who want to have an authentic cultural experience and First Nations like ours, who want to share and strengthen our culture.

Lessons Learned

Government Dynamics: I’m proud of the work I’ve done for our government in developing the cultural tourism initiative to bring visitors into the Nass Valley, but the project has faced its share of challenges along the way.

One of the more challenging aspects was working to ensure that the initiative reflected the vision of each of the four Nisg̱a’a villages. Though I work for our central Nisg̱a’a Lisims Government, early on I began working closely with the governments of the four villages to develop and approve the auto-tour and brochure.

Tourists outside of Bonnie Stanley’s U See Food U Eat it restaurant in Gingolx. The restaurant is gaining international recognition; visitors are starting to return each summer from Europe. Photo: Laura Hope

One of the keys to success has been developing a steering committee consisting of representatives from Nisg̱a’a Lisims Government and each of the four villages. We developed a terms of reference for the committee that clearly outlined its scope, what kind of recommendations it can provide to leadership, and what types of projects it can become involved in.

If I were starting this project over again, I’d put my steering committee in place right from the very beginning, even before planning with a consultant. They are the stakeholders and can help overcome the siloed nature of government structures.

Importance of Branding: In order to establish Nisg̱a’a Tourism as an international-quality product, I worked closely to follow the established brand guidelines of our government. The government designer, Jim Skipp, always reinforced that following brand guidelines is of the utmost importance and can really lend strength to a tourism initiative.

Cultural Sensitivities: I also worked closely with our elders to ensure the Nisg̱a’a language was responsibly incorporated. Though the process took time, it was so important to include the language and cultural interpretations into the auto-tour. Providing wider access to culturally significant sites like the hot springs, and the lava bed memorial park required careful thought and planning.

The hot springs are increasingly becoming a destination for outside visitors and we have to manage that impact with a desire to protect our cultural sites.

Allowing Room for Growth: The auto-tour and brochure were purposefully designed to allow for growth of tourism in the region. We knew we’d be opening Vetter Falls Lodge—owned and operated by the Nisg̱a’a Lisims Government—and wanted to make sure we could add that to the printing of the auto-tour brochure.

The COVID-19 pandemic has paused tourism across the world. Here in the Nass Valley we are using this time to thoughtfully prepare for local tourism in the coming year when our Nation is ready again for visitors. We look forward to a time in the near future when we can once again welcome the world to our home.

Learn more about the Nisg̱a’a Cultural Tourism Initiative at coastfunds.ca

Doing It Better: ≠Khoadi-//Hôas, Namibia

Klip River Valley, #Khoadi-//Hoas conservancy, Namibia. All photos by Jonathan Tourtellot.

Namibia’s award-winning ≠Khoadi-//Hôas conservancy has often been cited as a success story in both conservation and community benefit. Destination Stewardship Report editor Jonathan Tourtellot takes a tourist-eye view of this community-run destination – part of our ongoing project to profile places with an effective method for holistic management in the spirit of GSTC’s Destination Criterion A1. This is the fifth in a series being assembled by the Destination Stewardship Center.

A Tourist Visits a Model Destination Stewardship Conservancy

19 May 2019 – It has taken 10 hours for our van to drive north and then west from Windhoek, first on excellent paved highways, then on broad gravel roads. As daylight fades, we pass a nondescript sign reading ≠KHOADI-//HÔAS CONSERVANCY. (The unusual characters represent different clicks in the local Damara language.)

A long drive up a mountain ridge and into growing darkness brings us to Grootberg Pass, elevation 1,540 meters, and a rustic parking area. Eventually a LandCruiser appears. It takes us grinding up a steep rocky track that would challenge a mule. We crest a rise, and behold, fairylandlike, the lights of the Grootberg Lodge.

Reputed to be one of the best in Namibia, the ≠Khoadi-//Hôas conservancy (pdf) is a repeat winner of destination accolades, including placement in the Sustainable Destinations Top 100. The conservancy constitution describes its mission: “To provide an incentive to rural people to conserve wildlife and other natural resources through shared decision-making and financial benefit.”

The community owns and helps run the Grootberg Lodge. In a normal year, wildlife tourism is the conservancy’s prime tourism moneymaker, at more than 75% of community revenue. Unlike many tourist accommodations among Namibia’s 86 conservancies operated on a joint venture agreement, Grootberg Lodge is 100% owned by the conservancy, and a contracted management company manages the Lodge on behalf of the conservancy community.

With about one person for each of its 3,300 square kilometers, the conservancy is roomy – larger than Luxembourg or the U.S. state of Rhode Island. The land is divided into various areas dedicated to settlement, agriculture, wildlife tourism (Grootberg and surrounds), and wildlife hunting, or combinations of these.

The staff treats us to a welcome drink on a deck that seems to hang over an inky abyss. We dine and retire, taken by guides with flashlights each to our own thatched bungalow.

Next morning, the seeming abyss reveals itself: The dramatic Klip River valley, scooped out of a semiarid plateau landscape. Its cliffs and mesas are painted in morning pastels, inviting exploration. The lodge was sited way up here for good reason.

Grootberg Lodge guest bungalows, made from local materials.

Context: How It Began, and Why
Led by the local Grootberg Farmers Union – itself formed in 1990 – ≠Khoadi-//Hôas formed in 1998 as part of Namibia’s program to help communal area residents benefit from wildlife and tourism by forming conservancies. With foreign assistance, the Grootberg Lodge was built soon thereafter, opening in 2005. It was Namibia’s first lodge to be fully owned by the community. The conservancy constitution describes the purpose: “To link conservation with rural development by enabling communal farmers to derive a direct financial income from the sustainable use of wildlife and tourism.”

Governance: Who’s in Charge?
A Management Committee elected by community members oversees tourism activities throughout the conservancy, along with ecological issues and wildlife management. Of the 3,500 or so conservancy residents 2,500 are voting members. Membership eligibility requires a minimum age of 18 and at least two years in residence. Management Committee members serve 5-year terms, limited to two consecutive terms. An Executive Committee handles day-to-day decisions, with the “Traditional Authority”– ethnic chiefs and their staffs – advising.

Not all Namibian conservancies are so well run, and some have fallen prey to corruption. By contrast, ≠Khoadi-//Hôas is consistently ranked one of the best managed. Why? “Total transparency, no matter how bad the situation might be,” says conservancy Manager Lorna Dax. Everything is audited, and the reports are public. In general, the conservancy strives to adhere to the central government’s five conditions for good conservancy governance:

Hold Annual General Meetings.
Properly elect the Conservancy Management Committee.
Produce annual financial statements.
Disburse as per the Benefit Distribution Plan.
Manage wildlife according to a game usage plan, reporting annually.

The Management Committee works with the Namibian Ministry of Environment, Forestry, and Tourism and several NGOs, including the World Wide Fund for Nature, the Grootberg Farmers Union, the Namibia Association of CBNRM Support Organization, and others. The conservancy contracts with Journeys Namibia to run and market the Grootberg Lodge, but most of the staff is local, including assistant managers.

Many of the carefully trained staff and guides are from the local community. I might imagine it, but I detect a distinct sense of pride and ownership in their bearing and attitude. They don’t manage the lodge yet – that still falls to the joint-venture management company, Journeys Namibia – but one guide told me he thinks they are ready to take over in a year or two. Maybe so.

Funding: Who Pays?
In comparison to other, still somewhat impoverished rural areas, management reports funding as adequate. Community residents each receive benefits from the lodge, a campground, and a newly acquired smaller lodge, channeled through the conservancy.

According to Manager Dax, the conservancy during a normal year does not get financial support from the government or NGOs, mostly just technical support and a bit of funding to compensate farmers that lose livestock through human-wildlife conflict. “During the Covid-19 pandemic,” she adds, “we have relied heavily on the grants from the government’s Covid relief fund, which help us to cover operational costs and natural resource management. Without these grants most of the conservancies would have closed their doors by now.”

How Conservation Works
Among local wildlife, the conservancy website lists “desert-adapted elephant, black rhino, giraffe, mountain zebra, eland, kudu, gemsbok, black-faced impala, springbok, duiker, steenbok, klipspringer, warthog, ostrich and baboon. Predators include lion, leopard, cheetah, jackal, spotted and brown hyaena.”

Zebras browse the conservancy’s rocky Etendeka Plateau.

Different areas of the conservancy are set aside for wildlife watching, local hunting, and tourist trophy hunting. (A 2020 podcast discusses that last controversial activity from the African point of view.)

Eight “Environmental Shepherds” hired by the conservancy act as game rangers and ecological watchdogs, overseen by a Co-ordinator who is also employed by the conservancy. The shepherds ensure that any hunting is legal and any claims for livestock losses to predators are legitimate. Payment for livestock loss through predation is based on on-site inspection of the carcass.

My wife, Sally, signed up for a 6-hour rhino tracking excursion. “It was not just a tour,” she told me on her return, looking suitably trail-weary. “They were really tracking an animal. I’ve never experienced anything like that. This was not easy! We spent hours trying to find a rhinoceros.” Then she described something you cannot do in a national park. “When the trackers finally spotted one, we left the Land Cruiser and went scrambling over rocks to finally see it. A young male, suspicious but patient enough to let us look at it.” In the parks, tourists must generally stay in the vehicles.

Land Use
Community-endorsed zonation delineates areas dedicated to settlement, agriculture, livestock grazing, wildlife tourism (where we were), and wildlife hunting, or combinations of these.

This arrangement works only as long as it works. When I asked what would happen if a mining company showed up with an attractive offer in exchange for starting a mining operation with concomitant pollution, the answer came back, “The community would probably go for it, but all required channels should be followed and all stakeholders involved.”

Time for the sundowner.

Community Engagement
The Lodge gives preference to residents for buying local firewood, vegetables, etc. In addition to electing the Management Committee, residents have priority in applying for Lodge & campground job openings. Conservancy members also participate in game counts for conservation management, and attend an Annual General Meeting to participate in the conservancy’s decision-making process. The conservancy, for instance, uses earnings from the lodge for such things as stationery and supplies for schools, community projects, scholarships, soccer tournaments, and funeral assistance.

We take a sunset game drive around the Etendeka Plateau behind the Lodge, a barren-looking tableland strewn with red rocks that nevertheless supports a variety of wildlife. We see lots of zebra, an oryx, and a lone jackal. And then, of course, comes the customary gin-and-tonic sundowner.

At dinner, Sally mentions her discomfort with enjoying our first-world affluence amid the hard-scrabble reality of rural life in Namibia: “I feel guilty.” I can only point out that we are paying fair prices to a business that earns money for the community and incentivizes wildlife protection, including that rhino. In that sense, we are a useful part of the ecosystem.

After dinner, a surprise. The staff and kitchen crew come out and perform songs and a couple of dance routines. They’re good at it, a product of the enthusiastic singing competitions organized among the staffs of Namibia’s various joint-venture conservatories. Post-dinner singing has become a custom – and a lagniappe for guests. How often do you get serenaded by your chef?

Diners watch after-dinner singing at Grootberg Lodge.

The Measures of Success
The metrics for evaluating progress are simple: tourism revenues and game counts. If both are steady or increasing, that’s a good sign, provided the revenues are distributed fairly and species of game don’t exceed sustainable levels.

≠Khoadi-//Hôas in the Time of Covid
With the Grootberg Lodge being heavily dependent on long-haul tourism, the pandemic of 2020 brought a severe test to ≠Khoadi-//Hôas. “As most if not all conservancies in Namibia depend on tourism and conservation hunting as the only source of income, their operations were crippled by the sudden outbreak of Covid-19. The conservancy had to stop all benefits going to the community, as there was no income,” reports Manager Dax. “Regular meetings could not be held due to restrictions imposed by the government, and this caused uncertainty among community members. Staff at the lodges were sent home with salary cuts, and poverty increased in the conservancy area.”

In Africa’s conservancies, that’s apparently what happens when tourism goes away.

Commentary
Despite its vulnerability to a sudden tourism drop-off, the ≠Khoadi-//Hôas model is one of the best anywhere in our “A1” search for destinations that come close to meeting the GSTC’s Criterion A1 for holistic destination management. “KH” has good community benefit and participation, good conservation of natural resources, appropriate land use, and at least some cultural benefit.

But this model is most likely limited to places with community-held land, or with land held in trust for the community (as in Namibia), or with what could be called a “commons ethic,” a cultural predisposition to see land as a communal asset rather than in terms of transactional ownership. It’s hard, for instance, to picture a collection of cantankerous, U.S.-style individual landowners all agreeing to the communitarian structure. The existence of the Grootberg Farmers Union also helped prepare the ground, setting a community precedent for a cooperative undertaking. Destinations with thriving producer cooperatives might consider building on that approach.

All that said, the democratic Conservancy Management Committee approach is one that could well be adapted to smaller destinations anywhere, as it marries tourism management with community benefit and conservation of destination assets – mainly wildlife, in this case.

If other conservancies in Africa and elsewhere can begin measuring up to the same standard, this seems like one of the best possible ways to combine conservation with benefits to local people, funded by responsible tourism. Enlightened leadership and “total transparency” seem to be keystones of success.

On the morning of our third day, we bid a reluctant goodbye to the enthusiastic staff of the Grootberg Lodge and descend their improbably steep access track down to the parking area, where we clamber back into the van and wind our way off into the flatlands and famed Etosha National Park. There I would see a difference: Etosha would offer many wonderful moments, and the lodge employees, working for a national park management company, were capable enough, but they acted like, well, employees. It wasn’t Grootberg.

~ ~ ~

Thanks to Martha Mulokoshi and Omagano Shooya for assistance with this report. Portions of my visiting-tourist account previously appeared in the former National Geographic Open Explorers platform.

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