tourism and protected areas tnc 2007

8/10/2019 Tourism and Protected Areas TNC 2007

1/90

TOURISM, PROTECTED AREAS AND COMMUNITIES:Case studies and lessons learned from

the Parks in Peril Program2002 2007

Cartagena de Indias, Colombia

February 14-16, 2007

South America Conservation RegionExternal Affairs Technical Publication No. 1

FROM THE AMERICAN PEOPLE


2/90


3/90

3 TOURI SM, PR OTECTE D ARE AS AN D COMM UNIT IES Case stud ies and les sons lea rned from The Park s in Peril Program, 2002 - 2007

TABLE OF CONTENTS

Preface

1) Overview of Lessons Learned and Recommended Approaches for Managing Tourism to Bene tConservation and Communities7

2) Lessons Learned in the Oyacachi Ecotourism Project, Cayambe-Coca Ecological ReseBioreserve, Ecuador by Jorge Luis Campaa and Saskia Flores, EcoCiencia

3) Community Tourism Experiences of Rumbo al Dorado in the Yanayacu Pucate WatPacaya- Samiria National Reserve, Iquitos, Peru by Maria Elena Lau and Sandra Isola, The NatureConservancy

4) Ecotourism, Indigenous Communities and Environmental Services: Case Studies in the E Amazon: Achuar and Huaorani Communities by Arnaldo Rodriguez, Green Consulting

5) Municipal Regional Parks: A Model of Sustainable Community Development Implem Atitlan Lake Watershed Multiple-Use Reserve, Guatemala by Marlon J. Caldern Barrios, AsociacinVivamos Mejor

6) Three Case Studies of Community-Based Ecotourism: Amistad-Bocas del Toro, Costa Atitlan Volcanoes, Guatemala; Pacaya-Samiria National Reserve, Peru by Holly M. Jones, EplerWoodInternational

7) Economic Analysis of Tourism in Ecuadors National System of Protected Areas by Arnaldo Rodrguez, Green Consulting

8) Concessions for Ecotourism Services in National Natural Parks of Colombia by Andrs Guerrero-Alvarado, Fundacin Natura

9) Sustainable Finance for Protected Areas: Tourism Entrance Fees in Eduardo Avaroa R

Bolivia by Andy Drumm, The Nature Conservancy; Kreg Lindberg, Oregon State University; Juan Alcoba Meriles, SNV; and lvaro Baez, SERNAP

10) Use Fees and Financial Sustainability of National System of Conservation Areas of CbySandra Jimnez, SINAC; and Irene Surez, The Nature Conservancy


4/90

4 TOURI SM, PR OTECTE D ARE AS AND COMM UNITI ES Case studi es and les sons lear ned from The Park s in Peril Program, 2 002 - 2007


5/90


PREFACE

The Nature Conservancy (TNC) has anorganizational goal -By 2015, The NatureConservancy will work with others to ensure the effectiveconservation of places that represent at least 10% ofevery Major Habitat Type on Earth.While this is anambitious goal, we are not starting from scratchat least 5 percent of the Earths surface currentlyfalls within a protected area, and we may be morethan halfway to the Goal already for a majorityof the habitat types. However, we recognizethat while some natural areas may be protectedon paper, in reality many lack the managementcapacity and resources necessary to really beable to count them as effectively conserved, orconsolidated .

The Parks in Peril (PiP) Program a Conservancypartnership with USAID has been working toconsolidate Latin Americas protected areas since1990. Parks in Peril 2000 is a ve year extension ofthe original program, and concluded in mid-2007. As its core strategy, PIP strengthens local partnerorganizations at these sites, building a sustainable

capacity to achieve enduring conservation ofbiological diversity. PIP helps consolidate the tools,infrastructure, staff, institutional and technicalcapacity, local support, and nancing necessaryto conserve and manage these protected areas.This effort includes engaging local communitiesin management decisions, conservation activities,and alternative economic activities, fosteringsupport for the protection of these areas. Working with partner organizations to promote importantpolicy changes that make successful long-termconservation possible is an important part of thePIP agenda.

The ecotourism and tourism component ofPiP 2000 focused on working with partners,including conservation organizations,communities, the private sector, and protectedareas managers around Latin America to advancetourism that:

Contributes to the nancial sustainability ofprotected areas;

Reduces threats to protected areas; Supports rural communities living in and

around protected areas with opportunitiesdevelop sustainable businesses.

More speci cally, the PiP tourism componentsupported ecotourism planning and developmin Central and South America at 10 project si(out of 12 sites total supported by PiP 2000),and numerous system level initiatives, while

providing coordination between projects andtraining.

While this publication often utilizes the broadterm tourism because it addresses all visitatioin protected areas, the concept of sustainabiliand the development of ecotourism with its kadditional components of intrinsic communitbene ts and visitor education, are at the heartof our objective to maximize the potential ofpark visitation as a signi cant contributor to

conservation.In February 2007, as the PiP program nearedcompletion, the Conservancy organized aconference in Cartagena, Colombia to examiresults, challenges and lessons learned. Theoverall conference theme was Ecosystem Serand one of the three tracks was Tourism andEcotourism. Twelve presenters offered casestudies (including three that were not a part othe PiP program but were thematically relateand seven were written up as chapters for thibook. Another chapter (Chapter 6) provides results of interviews of three tourism case stu within the PiP program.

The Parks in Peril 2000 program, with a smalportion of its total 5-year investment, hasproduced a diversity of ecotourism experiencthroughout Latin America and the Caribbean


6/90


These experiences have focused on developingthe booming demand for visitation to protectedareas as an effective strategy for conservationand human well-being. There have been somenotable successes, while the primary value ofsome others may have been the development

of experience and learning. As a result ofthis investment, millions of dollars of newrevenue for protected area conservationhave been generated. Thousands of parkmanagers, tourism professionals and students,conservation NGO staff, government technicalstaff, and community members have benefitedfrom training and learning from courses andpublications. Policies have been influenced atcommunity, local, national, and internationallevels. Whats more, the lessons learned

from Parks in Perils tourism and ecotourisminvestments have been shared well beyond theoriginal Latin America and Caribbean focus tocontribute to conservation globally.

Acknowledgements

The authors would like to express theirappreciation for the multiple authors and editors who made this publication possible, includingJuan Alcoba Meriles, lvaro Baez, MarlonCaldern-Barrios, Jorge Luis Campaa, JaimeCavelier, Megan EplerWood, Saskia Flores, Andrs Guerrero-Alvarado, Sandra Isola, SandraJimnez, Holly Jones, Maria Elena Lau, ArnaldoRodriguez, Arnaldo Rodrguez, Abi Rome, andIrene Surez, as well as to Rosario Calderon,Martha Uriona, and Jose Yunis.


7/90


This chapter summarizes the mainaccomplishments and lessons learned from thetourism and ecotourism components of the PiP2000 program as presented at the February, 2007,Payment for Ecosystem Services and Tourismconference in Cartagena, Colombia. The chapterpresents new approaches and strategies that theConservancy has developed as a result of tourism

work during the ve years of PiP 2000 support.It offers new insights on how to most effectivelyensure that tourism in protected areas bene tsconservation and communities over the long-term.

Tourism and Conservation

The Nature Conservancy promotes ecotourismas a strategy for realizing the long-termconservation of biodiversity and maintenanceof healthy ecosystems. Tourism in protectedareas, when successful from a market perspectiveand sustainably-operated, provides revenuefor management. It also generates income forcommunities and institutions with an interestin conserving natural and cultural resources.The projects that comprise the PiP tourismcomponent were designed to build tourismmanagement capacity in protected areas andcreate and support ecotourism operations

managed by local communities or privatebusinesses utilizing, and contributing to,protected areas. Findings are presented underthe two major headings of strengthening localcommunities to manage sustainable tourismoperations; and developing nancial strategiesfor protected areas.

Strengthening Local Communities toManage Tourism Operations

Community-based ecotourism is a popularstrategy adopted by conservation NGOs withthe aim of both reducing threats to protectedareas and improving the well-being of localcommunities. Its scope of impacts extends fa

beyond individual protected areas, in uencingregional and national economies and policies well a countrys international image. The PiPprograms focus on creating and strengtheninlocal organizations and businesses to managetourism in and around protected areas and to work closely with park managers produced a variety of successful outcomes.

Accomplishments

In Peru, program interventions included creata consortium of non-governmental organizat(NGOs) and communities to develop and maecotourism in Pacaya-Samiria Reserve. TheConsortium improved tourism infrastructure,trained local providers in guiding, tourismmanagement and administration, and developmarketing strategies and relationships with tooperators. One of the most valued outcomesthe creation of a group of committed stakehocollaborating successfully as a result of teambuilding and training exercises.

In Guatemala, the PiP program helped develoa system of regional municipal parks in theLake Atitlan watershed. Using the San Pedro

OVERVIEW OF LESSONS LEARNED ANDRECOMMENDED APPROACHES FOR MANAGINGTOURISM TO BENEFIT CONSERVATION ANDCOMMUNITIES


8/90


Municipal Park as a model, measures were takento of cially declare a municipal conservationarea, develop a management plan and marketingstrategy for promoting natural and culturalresource conservation through ecotourism, anddesign and implement an ecotourism program

around speci c natural, cultural and agriculturalresources. Increased access to the national forestincentives program also provided income andincentives for conservation. By establishing acommunity tourism network which includes localNGOs, government protected areas managers,and national tourism operators, and creatingmechanisms for co-administration of the reserve,residents committed themselves to ensuringprotection of the protected area while providingbene ts to the community through ecotourism.

In the bi-national Amistad Biosphere Reserve,comprising protected areas in both Costa Ricaand Panama, the focus was on developing andstrengthening local tourism networks. Training was provided in tourism planning, language,

nance management, eld interpretation,and above all, institutional strengthening.Mechanisms were developed to ensure that thecommunity-based organizations communicate andcoordinate effectively with other institutions. Asa result, community members and organizationsreport feeling empowered and more invested inthe conservation of their diverse territories andcultures. In addition, a site assessment was usedto measure the impacts of visitation on the siteto produce recommendations for more effectivetourism management.

In Oyacachi, Ecuador, the recent completion ofan ecotourism feasibility study and business plan

served to guide a series of community-basedtourism interventions in Cayambe-Coca reserve,part of the Condor BioReserve. This empoweredthe communitys Ecotourism Committee tocreate mechanisms ensuring that tourism revenuecontributes to the maintenance of tourisminfrastructure and services. The group workedto evaluate and redesign tourist services andattractions based on market and nancial analyses,improve signage and infrastructure, market the

destination to speci c market segments, and formalliances with other institutions for training andimplementation of best practices. The result wasthe creation and implementation of a tourismbusiness model that provides more diverseand rewarding opportunities for visitors and

community members, alike.Lessons Learned

Increasing Local Collaboration and Awareness A number of common themes and lessonsemerged from these projects and the discussionsthat took place in Cartagena. First and foremostis that thecreation of networks and alliances which integrate community organizations,protected areas managers, local governmentrepresentatives and tourism operators is a keyfactor for long term success. In other wordsthere is a need to strengthen the integrationof the tourism value chain both horizontally(local businesses with each other) and vertically(local businesses with national and internationaloperators) and buildtourism clusters aroundfocal attractions in protected areas. The activeparticipation of a range of interested stakeholderbuilds commitment to both the developmentprocess and the results of tourism programs.By establishing common objectives and usingparticipatory planning techniques, communitiescan begin to take ownership of and responsibilitfor tourism operations which bene t conservationas well as local economic development. Atthe same time protected areas managers andconservation NGOs can focus on managingnatural resources and facilitating research,education, training and advocacy.

A participatory approach to tourism planning anmanagement entails the satisfaction of certainprerequisites. These include goodcoordinationand open communication . For instance, thetourism consortium in Pacaya-Samiria realizedthe value of hiring a tourism specialist whounderstood the environment and culture ofthe Amazon and who traveled throughout thearea to provide communication, outreach andcoordination services. And, in Oyacachi ensurin


9/90


the transparency of tourism committee activities was an important factor for success. Participatoryplanning and management of tourism in protectedareas offers a much-needed sense of openness andtrust between communities and area managers.

Capacity building fordeveloping technical skillsin tourism management , as well as managerial,administrative and nancial capabilities,empowers community members to establishtourism businesses. It also serves to expandopportunities for local populations, preparingthem to work with local governmental and non-governmental institutions, as well as in a varietyof businesses complementary to ecotourism.While tourism operations are designed tobecome sustainable, the tourism committee inOyacachi realized the need to develop and utilizefundraising skills to continue to improve theiroperations after the end of the PiP program. Also evident was the need for ongoing trainingto improve the quality of tourism services withincommunity-run businesses and to ensure effectivemanagement over the long term.

Continual education and outreach to communitymembers and other stakeholders regardingthe bene ts of conservation and thelinks between tourism and conservation is essential.Government authorities, in particular, andespecially in Guatemala and Peru, neededto be courted to ensure their approval andparticipation on issues requiring of cial approval.In Guatemala, community members who hadpreviously enjoyed unfettered access to the newprotected area were most resistant to change,requiring additional attention and awareness-raising.

While effective monitoring was lacking in mostof the projects, the need was evident and there was a strong desire among tourism committeesand networks to establish impact monitoringsystems as soon as there was suf cient capacity

and nancing to do so. The reality is that oftenprojects do not budget adequately in the feasior planning stage to ensure that funds are avafor this activity.

At the same time, in order to reduce the risk

of creating economic instability, tourism musnot be considered the only means of providinlivelihood or for affecting conservation of naand cultural resources. Additional economicalternatives need to be developed to diversifylocal economies as well as to ensure sustainaThese include handicrafts development,agriculture, transport services, culturalinstitutions, etc. In Oyacachi in particular, thEcotourism Committee made a concerted effto develop new products, offer relevant trainiand market products and services under a grseal. This resulted in expanding the marketbeyond their traditional one of hot springsenthusiasts, thereby increasing tourism bene ts.

Improving Business Planning and Administration Sk Another common theme was the fundamentaimportance of business planning . It is essentialthat tourism businesses, including communitowned tourism businesses, be based on adeqfeasibility studies which identify costs, identmarkets and project revenues as realistically possible, prior to making the decision to proceedThis critical step has often been overlookedby conservation NGOs seeking to supportcommunity business development which canconsequently dash hopes and expectations ansquander scarce resources on business ventuthat lack solid nancial grounding. The plan itselfalso provides a framework for guiding busineactivities and identifying responsibilities.

One of the functions of the plan is to identifyrevenue might be distributed among stakeholIn Oyacachi, transparency in business planniand committee activities was important tomaintain the trust and participation of commmembers.


10/90


Lessons Learned in Community-Based Tourism

Tourism planning and management in protected areas should involve multi-stakeholdalliances of community organizations, protected areas managers, local governmentrepresentatives and tourism operators.

Coordination and open communication are critical and necessary elements of theparticipatory process.

Capacity building for developing technical skills in tourism management, as well asmanagerial, administrative and nancial capabilities, is needed to empower communitymembers to establish tourism businesses.

Ongoing education and outreach to local stakeholders regarding the bene ts ofconservation and the links between tourism and conservation are essential.

Additional economic alternatives to tourism also need to be developed to diversify loeconomies as well as to ensure sustainability.

Preparing a business plan is an essential precursor to investing in tourism businesses

Ecotourism infrastructure, including healthy and diverse natural areas, must bemaintained in high quality conditions. The costs of investment and operation need toincluded in the initial business planning.

Developing strong relationships with national and international tour operators facilitaand expands marketing and sales opportunities as well as management expertise.

A thorough understanding of indigenous peoples priorities and interests is essential when engaging in tourism programs with indigenous communities.

The experience and training offered by PiP have given local peoples a wide range oftransferable skills which can be used to establish other conservation-oriented businesand programs.

Business plans need to include all investmentand operational costs includingmaintenanceof ecotourism infrastructure and impactmonitoring. For example, the tourism councilin Pacaya-Samiria correctly set aside some ofthe tourism revenue for maintenance purposes,thereby contributing to the long-term nancialsustainability of the project. Finally, businessplanning must also consider the impacts of

tourism on protected areas and identify ways tonance the minimization of negative in uences.

Marketing of any tourism product is fundamenta yet so often it is neglected in community-basedtourism projects. Many fail to budget adequatelyfor it and consequently fail due to a lack ofmarketing. This is likely because their sponsorsare conservation NGOs who are not familiar witthe rigors of business development. The tourism


11/90


councils found it helpful to develop strongrelationships with national and internationaltour operators to carry out marketing andmanage sales. In Oyacachi, it was useful to conducta market analysis and develop new products andservices geared speci cally to desired ecotourism

markets. The creation and diffusion of marketingmaterials brochures, yers, websites, etc. wasanother important marketing step they took tofurther increase visitation to their site.

While not funded by the PiP program, theexperience of two community-based tourismoperations in the Ecuadorian Amazon provides valuable relevant lessons, especially for working with indigenous peoples. The case studies ofecotourism partnerships between private touroperators and Huaorani and Achuar indigenouspeoples, respectively, indicate that while theamount of money generated by ecotourism issmall relative to average local salaries, ecotourismhas provided signi cant bene ts to thesepopulations and to conservation. These bene tsmust be examined within the context and an understanding of the priorities of manyindigenous peoples.

In the Huaorani community, as well as in otherindigenous Amazonian populations, money isnot a major indicator of well-being. Accordingto the chapter by Rodriguez in this publication,the ve most important elements for living well are education for ones children, time tobe with family, good health, access to nature,and having suf cient food. Money is seen to beuseful to provide education to youngsters and tobuy medicine or access health services in case ofemergencies. It is not, in itself, a sign of success or

happiness. While engagement in tourism impliesmore limited time to spend with family members,these Huaorani and Achuar communities havefound that their ecotourism ventures do resultin improved educational opportunities andhealthcare.

Another signi cant bene t of ecotourismdevelopment support in the Amazoniancommunities is increased capacity in business

planning and management. Traditionally, moindigenous peoples have had little experiencebusiness. They have lacked the administrativ

nancial management, and communication skillsneeded to operate businesses that can functioon national and international scales. The sup

provided through ecotourism partnerships,funded by donor programs such as the PiPprogram, and/or with NGOs has allowed locpeoples to gain a wide range of transferableskills. In fact, as a result of the training andexperience Achuar community members recethrough working in tourism, many are develoadditional complementary revenue-generatinactivities. Tourism development has thereforhad a multiplier effect by extending conservaand monetary bene ts to larger segments of the

population.

In addition, by engaging in community-basedecotourism, indigenous people are now betterable to interact in an equitable fashion with thmainstream economy. They understand the linbetween successful ecotourism programs andconservation, and are adjusting some traditionpractices accordingly. For instance, the Huaorare aware of which forest species are touristattractions and have reduced hunting of theseanimals. The more recent trend to go work fomining or timber companies is also changing ecotourism is seen as an alternative to these sodisruptive and environmentally destructive revgenerating practices. Instead, the Achuar and indigenous groups such as the Cofan Indians (in Ecuador) have turned to tourism. They are to have jobs and to develop professional skillsindustry that requires protection of their naturand cultural resources.

Developing Financial Strategies forProtected Areas

While there is much discourse con rming thattourism in and around protected areas hasbene ted conservation, local communities andthe tourism industry, the costs to biodiversityresulting from insuf cient tourism management


12/90


are often not clear, nor accounted for. Typically,government and private funding for managementof national parks and reserves is insuf cient tomanage tourism impacts, especially as touristnumbers increase. There are signi cantopportunities for tourism to contribute more

effectively to protected area management costs.PiP tourism activities have included working with protected area systems in creating andimplementing revenue generation mechanisms,including entrance fee and donation programs.

Accomplishments

In Costa Rica, the PiP program supporteddeveloping a nancial sustainability strategy forthe national system of protected areas. Previousresearch had indicated that existing entrance feesystems were not re ective of the value of servicesprovided, nor of user willingness-to-pay. And,income raised from tourism was not reinvestedsuf ciently into the areas where it was generatedand where the need was greatest. Therefore,the PiP program developed a methodology toevaluate entrance and other user fees on a case bycase basis, and to train local managers to apply itin their particular protected areas. To facilitatebuy-in, the process for creating and applying theeconomic valuations was consultative, bringingin park managers, community members, tourismbusinesses, and government institutions.

In Ecuadors protected areas system, as in manyothers in Latin America, there is a disconnectbetween the real costs of tourism managementand the generation and reinvestment of tourismrevenues. A study of the economic value oftourism in protected areas was conducted in orderto elucidate, with hard nancial data, the realityof this relationship. The study identi ed theminimum investment needed to cover the costs ofmanaging tourism ( the threshold of sustainability ) andhighlightedcomplimentary opportunities that couldprovide revenue while improving the quality ofthe tourism experience and creating opportunities

for the tourism industry and communities.Results indicated that both the natural capital ofthe park system and tourism demand are sufferindue to insuf cient investment in tourismmanagement and that revision of fee collectionand reinvestment is needed. But critically, the

study also demonstrates the market was preparedto pay more for the privilege of visiting Ecuadorprotected areas. This methodology developedfor Ecuador has generated great interestinternationally, and is currently being applied in similar fashion in Perus protected area system.

In Bolivia, an evaluation of the pilot entrancefee program that was previously established withPiP support at the Eduardo Avaroa Reserve(REA) examined fee levels and structure, revenucollection and management, and the perceptionsof stakeholders. The program generated$750,000 over six years. Recommendations fromthis evaluation were broadly shared and discusseat a major workshop in September, 2005, inCochabamba with the Park system director andmanagement, as well as representatives fromthe 12 most-visited Bolivian protected areasand others. The workshop was a watershed intourism management in Bolivian protectedareas, resulting in a commitment to implementthe lessons learned from the REA evaluation atinitially eight additional protected areas, and tomake the necessary policy changes at nationallevel to facilitate this. Due to the resulting effor within three months a presidential decree waspromulgated, creating the legal framework for thpolicy initiative.

Another project which sheds light on tourismnancing for protected areas, though not funded

by the PiP program, was a study conducted inColombia on concessions for environmentalservices in national parks. It examined the legainstitutional, economic and environmentalaspects of introducing concessionaires, as well as stakeholder impacts. A pilot projectimplemented in Amacayacu National Park


13/90


indicated that concessions can increase park visitation, improve tourism services andinfrastructure, and create opportunities fortraining community members and thus expandeconomic opportunities. An equally important

nding was the need to raise public awareness

about concession systems to assure park serviceof cials and community members that theprivate concessionaires were not going to takeaway managers jobs, restrict park access oreliminate bene ts to local stakeholders.

In Guatemala, the generation of revenue forRegional Municipal Parks via park entrance feesallowed for investment in tourism infrastructure(visitor centers and a museum) and to hire parkrangers and directors. The development ofthese tourism resources was preceded by carefulassessment of the distinct attractions of each site. As a result, a variety of tourism opportunitiesbecame available for different stakeholders. At thesame time, improvements in park infrastructureprompted local residents to take pride in theirparks and to value conservation of nature as well as their own cultures. Decisions about thedistribution and management of visitor fees weremade in collaboration with many stakeholdersincluding business owners, the guide organization,artisans, tour operators, local governmentand park staff. This ensured a commonunderstanding, resulting in fewer con icts and anincreased desire to invest in the future of the park.

Lessons Learned

Several important lessons were learned fromthese studies and pilot projects. First andforemost, it was clear, especially in Eduardo

Avaroa Reserve and in Colombia, that theimplementation and management of user feesprograms can generate significant revenue formanaging protected areas and tourism impacts.The growing number of tourists, especially fromindustrialized nations, who visit Latin Americasprotected areas creates an excellent opportunity,

currently not properly exploited, for signifirevenue generation for conservation.However, in addition to implementing moreeffective, technically based revenue generamechanisms, it is critical to ensure resultinrevenue is invested in the sites generating

income in order to, at a minimum, cover thecosts of meeting the threshold of sustainabiTo fail to do so is to condemn the nationsnatural capital, especially its natural tourismattractions, to ruin, with the consequence oreducing its revenue generating potential frtourism. Some parks are already experiencithis decline.

It is important to establish the legal framewofor instituting user fees and that stakeholdersare aware of how fees are collected and appli Additional tourism-based mechanisms including concessions, donations and annualoperating license fees for tour operators, are recommended. Laws and regulations are neeto be able to ensure they are applied ef cientlyand equitably. This includes having tiered tarto distinguish between national and developecountry visitors.

In Ecuador, as well as in Colombia, it was fouthat the collection and management of userfees is best delegated to third party entities trained in nancial and tourism administration.However, to succeed there must be a clearunderstanding of the purpose of the fees andthe process used for collection and distributiIt is important to promote participation,especially of the tourism industry, throughouprocess of evaluating and developing user fesystems.Implementation requires consensus

and political support from all stakeholders politicians, protected areas managers andinstitutions, communities, indigenous peopletourism businesses, etc. Ongoing educationis needed to allay fears that the presence ofconcessionaires or outside entities leads to tprivatization of parks.


14/90


The Ecotourism Conservation SupportProgram (CSP)

While a range of projects were implemented byConservancy staff and partners at site and systemlevel around Latin America, the EcotourismConservation Support Program also providedoverall guidance and support. This supportincluded providing training and producingpublications to share lessons learned. Most

important among the publications is the two- volume book entitledEcotourism Development: A Manual for Conservation Planners and Managers.The manual was distributed in English, Spanish,French and Portuguese versions to approximately10,000 conservation and tourism professionalsand also updated in a 2nd edition. Thousandsmore have been downloaded from www.nature.org/ecotourism and have contributed to makingthat website among the most popular of all

Conservancy websites. A special print run ofthe manual was also nanced by the UNDPfor distribution through their own networks.Training courses globally have included the WorEcotourism Summit, Quebec, as part of the UNInternational Year of Ecotourism, 2002, TheWorld Parks Congress in Durban, 2003, TheWorld Conservation Congress in Bangkok, 2004 At a regional level in Miami, Jamaica, Panama aEcuador (Quito and Galapagos) and at a nationallevel in Bolivia. Other publications, case studiesand reports are listed at the end of this chapter.

Conclusion

As described over the course of this chapter, eacof the projects and case studies included in thispublication generated a series of valuable lessonlearned. Yet while many common conclusions

Lessons Learned in Tourism and Financial Sustainability of Protected Areas

Tourism revenues should be reinvested in the area where they are generated tominimally recover the costs of tourism management and ensure thethreshold of sustainability.

A range of tourism-based mechanisms including entrance fees, concessions,donations and annual operating license fees for tour operators, are available andrecommended as part of a comprehensive revenue generation program.

Collection and management of user fees may be better outsourced to third partyentities trained in nancial and tourism administration, thus liberating park staff tofocus on conservation management.

The development and implementation of revenue generation systems must counton the participation and support of a wide range of stakeholders including systemand site level park managers, the tourism ministry, local government and the tourisindustry.

Ongoing education and outreach with local stakeholders is recommended to avoidmisunderstandings about the collection and use of fees.

Economic and market-based evaluations of tourism in protected areas are needed tdevelop effective revenue generation systems.


15/90


from project experiences and research ndings were presented (refer also to the boxes above which summarize the lessons learned), there arealso broader and more over-arching conclusionsthat can be made.

Many of the lessons became evident as eldexperiences have been examined from aprogrammatic perspective. Through the processof adaptive management e.g. planning andimplementing programs based on researchand existing knowledge, continually assessingprogress, and making adjustments as needed modi cations were made over the course ofthe PiP Program which produced more effectivemethodologies and practices. This sectionidenti es conclusions and recommendations at

the programmatic level, offering strategies andapproaches for future investment in protectedarea tourism development going forward.

Consistent with the focus of PiP tourismactivities, lessons relate to the following themes:

Community-based tourism which ful llsobjectives of local stakeholders whilesupporting conservation;

Conservation nance that ensures tourism inprotected generates economic resources forprotected area management and surroundingcommunities; and

Monitoring and evaluation of tourism impactsto measure program effectiveness andgenerate broadly applicable lessons.

Community-based tourism

Over the life of the project, the approach

to supporting community-based tourism inthe program has evolved. While initial PiPinvestments in infrastructure, training and thecreation of joint ventures with communities- e.g. in Pacaya-Samiria National Park in Peruand the Oyacachi sector of Cayambe-CocaNational Park in Ecuador - have created neweconomic opportunities based on protectedarea conservation, the long term viability of

this project model once donor funding ends iless certain. The lessons gained through thesexperiences point to three essential elementsneeded for success in the future:

An increased focus on setting more realis

business expectations coupled with greateinvestment in business planning. Capacity building in marketing and increa

attention to the demand side of tourismrather than the supply-side. Private tourisoperators are essential partners to ensuremarket success.

Recognition that in some cases the bene ts ofcommunity-based tourism on the local-levmay be non-monetary and social.

The focus of more recent projects is to suppcommunities in their own efforts to createbusiness-oriented ventures. Greater emphasis placed on developing sound businessexpectations among the members of commubased tourism alliances, on providing traininin marketing and business planning, and onencouraging and facilitating links with privatourism companies.

Ecotourism Development: A Manual for ConservatioPlanners and Managers, Volume 2provides detailedguidance for developing tourism programs with both an effective conservation as well asolid business foundation. It recommends thedevelopment of two types of plans: an ecotomanagement plan which identi es where andhow tourism will be managed in a protected and a business plan which examines economfeasibility, markets and revenue outcomes. Fi1 below graphically depicts this comprehensi

step by step approach towards tourism andconservation planning.

In addition to evolving a more business-orienapproach to tourism in protected areas, the Piprogram has also demonstrated the importannon-monetary measures of sustainable tourisFor example, when considering tourism bene tsto local populations, it must be recognized th


16/90


for many rural communities money, per se, maynot be the most important priority. Rather,local concerns may revolve around health,education, conservation of natural and culturalresources, and family or community well-being.When tourism contributes toward these ends,

community members may be satis ed even whenlarger monetary gains do not result. These lessquanti able values were reported among theresults of many of the community-based tourismprojects which the PiP program supported.However, these situations should be carefullyevaluated prior to investment if these non- nancialgoals are in fact the primary objective rather thana secondary outcome. It will also be necessary toaddress the long-term nancial viability of suchan approach and to compare this with potentiallyalternative ways of achieving the same outcomes,e.g. making direct payments for conservation.

It is equally important to note that throughecotourism, community members have becomeempowered with transferable skills and as strongadvocates for conservation. Through engagementin tourism, they are supporting their families,providing education and health bene ts to their

children, developing new business opportunities,and affecting change in their communities. Atthe same time, they are committed to conservingthe natural and cultural resources that are part oftheir heritage. They are becoming conservationsstrongest supporters, and are developing skillsto work with protected areas managers, localgovernments, businesses and other members ofcivil society to assure that tourism creates value fthemselves and protected areas. In some cases,this includes applying their newly-acquired skills closely associated with conservation values - toother places and enterprises beyond tourism.

Figure 1: Diagram of the Ecotourism Management and Development Planning Process

This diagram summarizes the steps involved in the ecotourism management and development planning process. At sites where tourism is not developed, but has been identi ed as a potential strategy, the process begins witha preliminary site evaluation. In cases where existing tourism has been identi ed as a threat, the process isundertaken to determine how ecotourism can be managed as a conservation strategy.


17/90


Financial Sustainability

Within the area of conservation nance, theemphasis has shifted from working at the levelof individual protected areas to the national orsystem-wide level while also examining a broader

range of income opportunities. The creation ofmodels for implementing entrance fees systems inBolivia, based on the work done at Eduardo AvaroaReserve, or on concession systems in Colombia e.g. at Amacayacu National Park - informed theimplementation of user fee programs across entirenational protected areas systems. In addition, thestudies focusing on the tourism revenues and costsof the Ecuadorian protected area system, and onentrance fees in the Costa Rican protected areasystem, provide nancial data and methodologies

for designing and implementing effective system- wide income generation programs.

To provide recommendations for how tourismcan contribute to the financial sustainabilityof protected areas, economic valuations andsome business planning need to be conductedto determine market demand, appropriate feelevels, and revenue collection policies, protocoland distribution. They must be guided by the

following underlying principles: The threshold of sustainability of each

protected area must be met. That is, aminimum level of investment is neededto cover the cost of tourism managementin protected areas that provides theinfrastructure, training, and services neededfor visitors to have a positive experience- without compromising the ability ofmanagers to protect the area.

Complimentary services, sanctioned byprotected area management plans, shouldbe offered. These include lodging, food,and rental of equipment which enhance visitor experiences and create economicopportunities for local communities andbusinesses.

When conducting such analyses, it is importato work with multi-stakeholder groups so thaappropriate organizations from both private apublic sectors are informed and strengthenedto implement fee collection and usage. At thsame time, close communication with comm

members is recommended to ensure they toosupport the system and can bene t from it.

Monitoring and Evaluation

Monitoring and evaluation of tourism impactachievements and challenges is a critical pracoften left unimplemented. It is essential not oto ensure that project objectives are met, but to generate lessons learned. Once indicators

success and criteria for their measurement ardeveloped, project results can be better descrmeasured and analyzed. This assessment ofoutcomes becomes a useful resource for theadaptive management of existing projects as as for informing and improving the design anmanagement of other projects.

Therefore, future investments in developingtourism to protected areas will establish aset of common indicators and criteria whichcan be used for monitoring and evaluationand applying lessons learned. It will includesystem of established formats for measuringrecording results. At the outset of individuaprojects, environmental, and socio-economidata will be collected to develop baselineinformation on relevant natural and culturalfactors. Methodologies will then be developde ne clear, measurable objectives and a processfor assessing their achievement. Findings anlessons learned will be shared at forums togenerate discussion among project stakeholdand be put in writing and disseminated to wider audiences. In this way, the value of onthe-ground experiences in implementing newapproaches to generating tourism revenue anempowering local populations through touri will be enhanced and will serve to guide futprogram activities.


18/90


The Future

In addition to the educational value of monitoringand evaluation for improving conservation andtourism practices, there can be economic andpolitical value to the data gathering process. By

quantifying the contribution that protectedarea tourism makes to the local and nationaleconomies, the opportunity exists to build astronger public constituency for conservationthrough tourism, and to pursue signi cant publicand private funding opportunities to realize this vision based on this economic justi cation.

The revenue generated through theseinvestments in tourism to protected areas - forthe protected areas system and national tax base,as well as for communities and businesses and- must be evaluated, disseminated and leveragedfor conservation purposes. Such analyses canlend strong support for increasing public andprivate investment in protected areas. Actionplans which ensure the effective management oftourism in protected areas offer opportunitiesfor income generation on a national level, as well as the mobilization of donor fundingfor supporting the long term value of thisincome source for local people and biodiversityconservation.

Tourism and Ecotourism Publicationsof the PiP 2000 Program

The following publications may be downloadedfree of charge from www.nature.org/ecotourism:

Ecotourism Development - A Manual for ConservationPlanners and Managers

Volume I - An Introduction to Ecotourism Planning,First and Second Edition,Drumm, A. and Moore, A., 2002, 2005.

Volume II - The Business of Ecotourism Developmeand Management,Drumm, A., et. al. 2004.

Ecotourism Impacts Monitoring: A Review of Methodoloand Recommendations for Developing MonitoringPrograms in Latin America,Rome, A., 1999.

The Conservation Finance Guide: Toursim-Based UserFees, The Conservation Finance Alliance,2004.

Tourism Impact Monitoring and Management inProtected Areas - Workshop CD,Drumm, A., JimWurz, Abi Rome, et. al., 2003.

Sustainable Finance for Protected Areas: TourismEntrance Fees at the Eduardo Avaroa Reserve, Bolivia,Drumm, A., 2004.

Sustainable Finance for Protected Areas: Visitor Donatioat the Islas del Golfo Reserve, Mexico,Drumm, A.,Terborgh, J., 2005. Visitor Use Fees and Concession Systems in Protected Areas: Galapagos National Park Case Study,Silvia P.Benitez, 2001. Visitor Use Fees in Protected Areas: Synthesis of theNorth American, Costa Rican and Belizean Experience, Brown, C.R., 2001.


19/90


1. DESCRIPTION OF THE CASESTUDY

The Kichwa (or Quechua) community ofOyacachi is located at an altitude of 3,200meters above sea level in the Eastern spurs ofthe Andes, in the province of Napo, Ecuador.The territory covers 44,600 hectares and is partof the CayambeCoca Environmental Reserve(RECAY). Oyacachi is inhabited by around 10families totaling about 500 individuals. Livestockand the raising of domestic animals are among themain economic activities. Inhabitants also engagein subsistence agriculture and the production ofhandicrafts. Since 1997, local stores have beenselling basic staples, and some people work indrinking water projects, sh farming, conservation,and tourism.

Since the Thermal Waters Complex in Oyacachi was built in 1999, tourism has developed inan almost spontaneous manner. The sector isbased on the recreational and medicinal use ofthe thermal waters, the scenic landscape, theconservation areas, and local culture.

Ecotourism businesses are mostly community-and family-based, and are seen as a conservationstrategy for the territory and particularly theRECAY, as well as an income-generating activThe role of ecotourism in the local economy issignicant; agriculture is largely aimed at localconsumption, and livestock is diminishing inimportance.

LESSONS LEARNED FROM THE ECOTOURISMPROJECT IN OYACACHI, CAYAMBE-COCAENVIRONMENTAL RESERVE, CONDORBIO-RESERVE, ECUADOR

Jorge L. Campaa and Saskia Flores, EcoCien

SUMMARY

This paper describes the activities andachievements of an ecotourism project in the

Oyacachi Thermal Waters Complex, which is part ofthe Cayambe-Coca Reserve in Ecuador. In 2000, thecommunity of Oyacachi developed a managementplan as a tool for promoting development withoutdamaging natural resources. The plan included afeasibility study, a tourism plan, an architecturalplan, and a capacity-building and training program.The feasibility study revealed that one of thegreatest weaknesses of the project was its lackof a reinvestment strategy, which threatened thesustainability of the ecotourism initiative. Thatassessment led to the drafting of a business planfor the nancial and programmatic managementof the ecotourism initiative. The project establishednew ecotourism products such as guided walksand visits to the Maucallacta ruins, providedtraining to the Ecotourism Committee, updatedthe operations manual, published disseminationmaterials, arranged with a tour operator to promotethe location, designed and set up signposts in thetourism site and along the trails, and built a smallstructure at the entrance to the hot springs toencourage visitors to the pools to purchase other

products in addition to visiting the hot springs. Infuture, the plan is to expand the tourism operationto new market segments, establish a closerrapport with organizations that provide trainingand technical assistance, and identify new sourcesof funding to support the consolidation of theecotourism project and promote the participation ofa larger number of local stakeholders.


20/90


2. PROJECT ACTIVITIES

In 2000, Oyacachi prepared a managementplan to promote community development without damaging natural resources. Since2001, with the support of several organizations,

the community has been working to improvesome aspects of the plan. The Parks in PerilProgram (PIP) at the Condor Bio-Reserveis among the entities that have supportedthe community in the implementation of itsmanagement plan, particularly the ecotourismproject. The following activities have beencarried out:

1. A feasibility study was carried out on

promoting ecotourism in Oyacachi.It included a market study, a financialassessment, a social assessment, and a studyon the areas carrying capacity and potentialtourist sites.

2. A tourism plan was developed. It identifiedand evaluated tourist attractions in the area,including scenic routes, and designed andbuilt nature trails.

3. An architectural plan was devised, basedon an evaluation of the existing localinfrastructure (the Thermal WatersComplex). It led to a proposal to remodelthe Complex, and included the design of alodging area, a restaurant, changing rooms,and other facilities.

4. A capacity-building and training program was devised and implemented that includedan assessment of tourism-related trainingneeds in the community, as well as trainingactivities in various other fields.

3. PRELIMINARY RESULTS DESIGN AND IMPLEMENTATION OF AREINVESTMENT STRATEGY

One of the greatest weaknesses detectedduring the strategic planning and economicanalysis of ecotourism in the area was the lackof a reinvestment strategy. Only a minimalpercentage of the income generated by tourism was being reinvested in the maintenance orimprovement of infrastructure and services.This threatened the sustainability of theecotourism initiative.

The technical team of the Parks in Peril Programtogether with the local Ecotourism Committee,proposed an investment strategy that wouldallocate a percentage of the pro ts derived fromthe hot springs to such activities as improvingthe infrastructure of the Thermal WatersComplex, maintaining the scenic routes, andcontinuing with the training of the eld teams.

In workshops involving the EcotourismCommittee and local authorities, it was decideto develop a business plan. This document,

which was much more ambitious than asimple reinvestment strategy, included thefollowing: (a) the products to be offered by theEcotourism Committee, (b) a demand analysisbased on surveys of foreign tourists in Otavaloand potential national tourists in Quito, (c) anestimate of the costs involved, (d) a marketingstrategy and (e) a financial plan. Many ofthese elements had already been defined bythe Ecotourism Committee as part of its PIP

Program. However, they were greatly refinedand expanded in the Business Plan, which willserve as implementation guidelines for theCommittee.


21/90


DEVELOPMENT OF NEW PRODUCTS AND A SALES STRATEGY

The bottleneck that often obstructs the successof many ecotourism projects is the inefcientmarketing of the product. To a certain extent,

that is what happened in Oyacachi with some ofthe trails that were designed and built earlier.Products were designed that were not targetedat the tourists that visited the community.Meanwhile, no efforts were made to place thosenew products in the market to attract the people who might have been interested in them.

In this phase, new products were designed basedon a market analysis and nancial study (as

contained in the Business Plan), increasing thelikelihood that marketing would be successfuland it would nally be possible to consolidateOyacachis green image, sell products otherthan the hot springs, and attract a more upscaleeconomic segment more attuned to conservationand indigenous cultures. The new products werethe following:

1. Visits to the Maucallacta Ruins2. A Wetlands Trail around the RECAY lake

system.3. An Enchanted Walk to Laguna Encantada

(Enchanted Lagoon).4. Los Yumbos Trail between Oyacachi and El

Chaco.

Two sections of the Business Plan outlinedthe sales plan. The rst dealt with promotion(which is discussed in greater detail below inthe section on Project Promotion); the secocontained the marketing strategy. This strategy, which determines how and where sales will

be pursued, proposed establishing an alliance with an ecotourism operator to secure a greaterinow of visitors. The Ecotourism Committeehas come to a verbal agreement with a Quito-based operator called Tropic. According to theagreement, Tropic must take charge of promotingthe new products while the community willhandle the local operation. The agreement willbe implemented informally over a trial period,after which it will be formalized through a

written contract.SUPPORT FOR THE CONSOLIDATION OFINFRASTRUCTURE AND SERVICES

Offering appropriate infrastructure and servicesis critical for any ecotourism project. Eventhough the Oyacachi initiative had been inoperation for several years, many improvements were needed. Since the PIP Program did nothave funds to invest in infrastructure, the actionsimplemented were managed by the EcotourismCommittee, funded by the Municipal Council,and often supported by the community with volunteer labor.

An idea that had always been on the agendaof the Ecotourism Committee and the PIPProgram was to set up a small tourism ofce where the community could offer their productsand provide information to visitors. This wasnally accomplished and the Committee,together with the Municipal Council, builta small structure at the entrance to the hotsprings to attract visitors and encourage themto purchase other products in addition to thehot springs. The ofce will distribute all thepromotional material that has been produced,

Sales and Marketing Materials


22/90


such as ecotourism lea ets, brochures, andinstitutional information packages.

Providing signposts was another priority,particularly to meet the needs of rst-time visitors to Oyacachi. With support fromthe PIP Program, the following signs weredesigned and set up: three road signs on theLarcachaca-Oyacachi road, a welcome sign,signs providing historical information on theruins and facts about the hot springs (such asthe chemical composition of the water and itshealth benefits), a sign detailing the rules that visitors to the hot springs must follow, twocorporate signs (one for the Tourism Office andanother for the Handicrafts Center), as well asa sign along the Maucallacta trail indicating thelocation of the ruins. These signs complementedthe ones set up in the community restaurantsand stores.

Another aspect of the project involved thedesign of a tourist promenade. This was carriedout by an architecture student, Paola Meneses,as part of her graduation thesis. The proposal was to build a handicrafts market with a well

defined personality along the road to the hotsprings, using local materials, where handicraft-makers and food sellers could operate. Ms.Meneses also provided technical advice to thehotel owners on how to improve their facilities.

With regard to training, a strategic alliance was established with the Esquel Foundation, which provided the Ecotourism Committee with training based on an interesting approachthat always resulted in a concrete product.For example, while learning about planningissues, the Committee updated its mission, vision, and strategy documents. Other morepractical courses included cooking and bestenvironmental practices.

Within the framework of the PIP Program,training in action was provided to theEcotourism Committee tour guides along thenew trails designed for the hiking products. Ateam of 14 individuals walked along these trai(Papallacta-Oyacachi, Oyacachi-El Chaco) in

the company of an expert on trail tourism whoprovided them with new skills such as how toattend to tourists in difficult conditions, howto prepare meals en route, how to organizethe logistics of the trip, and what type ofinformation to provide to tourists.

FOLLOW-UP AND MONITORING SYSTEM

In an ecotourism project, the implementationof best practices is essential. The Rainforest Alliances Guide for Sustainable Tourism BestPractices,a guide for small and medium-sizedbusinesses, was incorporated into similarmaterial prepared earlier, and adapted to theneeds of the Oyacachi project.

Personalized work was carried out with eachof the services associated with the Ecotourismproject in order to design and produce operation

manuals that would help improve services while providing guidelines for a socially andenvironmentally responsible operation. Thefollowing handbooks were produced:

1. Operations manual for the OyacachiEcotourism Committee

2. Operations manual for the tour guides3. Operations manual for restaurants

4. Operations manual for hotels5. A brochure on the code of conduct that visitors must adhere to, which will behanded to the tourists when they visit theTourism Office


23/90


24/90


It is important to strengthen the EcotourismCommittee. Closer links should be established with organizations that provide training andtechnical assistance in order to contribute toongoing capacity-building and training of thecommittees members.

Given that the activities of the Parks in PerilProgram in the Condor Bio-reserve are comingto an end, the Ecotourism Committee and thecommunity in general must identify new sourcesof funding to support the consolidation of theecotourism project and promote the participationof a larger number of local stakeholders.

5. LESSONS LEARNED

The consolidation of the ecotourism project,by formalizing the sale of products throughstrategic partners, is crucial to improving incomegeneration in the community and compensatingfor the economic losses caused by the so-calledbear-cattle con ict (in which Andean bearsattack cattle that stray into their territory). It isalso essential to strengthen the links betweenecotourism and conservation, which are not verysolid in practice (Flores, 2007)

Transparent management strengthensparticipation. From the beginning, when theEcotourism Group was established by anagreement of the Community Council, the latterhas supported the Groups activities.

New ideas and approaches are also requiredto produce signi cant change. The people ofOyacachi have realized that for ecotourism toexpand there is a need for new products andservices.

Another lesson learned involves the distributionof the bene ts. In the process of designing theBusiness Plan and other management tools, itbecame clear that the larger the number of locaplayers taking part in the ecotourism project, thgreater its sustainability.

Oyacachi residents are increasingly awarethat promotion is a key factor to expand theecotourism business. The new products that hav

been developed recently, together with thoseexisting previously, must be promoted with aclear idea of which market segments are beingtargeted, and which media should be used fortargeting them.

6. REFERENCES

Drumm, A. and A. Moore, 2002.EcotourismDevelopment, A Manual for Conservation Plannersand Managers, Volume 1 An Introduction toEcotourism Planning. The Nature Conservancy, Arlington.

Flores, S. 2007.Informe nal Proyecto Oyacachi, EcoCiencia, Quito.


25/90


TH E RUMBO AL DORADO COMMUNITYTOURISM EXPERIENCE IN THE YANAYACUPUCATE WATERSHED OF THE PACAYASAMIRIAIQUITOS NATIONAL RESER VE, PERU

SUMMARY

This paper presents the results of the Rumboal Dorado (RaD) community tourism project inPacaya-Samiria (RNPS) National Reserve, Peru. Thepurpose of the project was to lay the foundations for

developing ecotourism as an economic supplementto the biodiversity conservation activities carriedout by the local population. In order to meet thisobjective, it was considered necessary to developtourism management capacity, enhance localinfrastructure, and promote tourism operations. In2001, in coordination with the National Institute forNatural Resources (INRENA), three tourist ledgeswere built along the Yanayacu Pucate watershedor drainage basin. In addition, associations wereestablished for the implementation of tourismactivities. During 2003-2004, a training plan wasdevised that emphasized basic concepts. A secondtraining module was implemented in 2005, focusingon such aspects as tour guiding, interpreting,and tourism management. In 2006, the prioritywas to integrate Rumbo al Dorado into the local,regional, national and international tourism markets.Agreements were made with tour operators abroad,bank accounts were opened, and a publicitycampaign was launched. Between 2002 and 2007,the project was implemented with the assistance andparticipation of several NGOs and national nancial

institutions. In the medium term, the most signicantchallenges are the management of the operationby the local associations (which already own 90 percent of the property), greater participation by localcommunities in tourism activities at the RaD, andgreater participation by local, regional and nationalauthorities in community tourism as an economicalternative for the communities and as a mechanismfor biodiversity conservation.


The Pacaya Samiria National Reserve (RNPS)is located in the region of Loreto, in PerusNortheastern Amazon region, and comprises theprovinces of Alto Amazonas, Loreto, Ucayali andRequena. It is bordered by the Maraon River the north and the Ucayali River to the south. Treserve, covering an area of 1,478,790 hectares, was established in 1972 with the aim of protectingbiological diversity and managing naturalresources for the benet of the local population.In 1982, its area was expanded to 2,080,000hectares, covering 6 per cent of the Loreto Reand 1.5 per cent of the national territory.

The RNPS is classied as a Humid TropicalForest Area, with high temperatures (20.1C t33.1C) and high levels of rainfall (2,000mm t3,000mm), humidity and evapotranspiration.(INRENA, 2000.) These conditions translateinto a great diversity of wildlife: 439 bird species,102 mammal species, 69 reptile species, 58amphibians, 256 sh species and 1,026 plantspecies, both wild and cultivated (Rodrguezet al.,1995). Three watersheds or river basins crisscross

the RNPS: Samiria, Pacaya and Yanayacu PucaThese watersheds are characterized by highlypronounced hydrological cycles or ow variationsthat determine local ecological dynamics andthe populations various economic activities. TRNPS is of major importance for conservationgiven its high diversity of wild ora and fauna. Thearea also has a great wealth of hydro-biologicalresources, which play an essential role in variousecological processes and provide a source of

Mary Elena Lau, ProNaturaleza, and Sandra IsolThe Nature Conservancy


26/90


27/90


PENDING MATTERS

1. A Tourism Operation Plan. An operational planalready exists, with information about tourismcircuits, plans of the visitor lodges, carryingcapacity, plans for ora and fauna sampling,

and an environmental impact statement.However, it is necessary to update theinformation in line with current demand andthe services that RaD is able to provide.

2. An Impact Monitoring Plan. At the start ofits operations, RaD produced an ImpactMonitoring Plan. Unfortunately, it has notbeen implemented due to the lack of localcapacity and nancial resources.

3. A Management Monitoring Plan. Every year,RaD members agree upon a work plan. Theplan is analyzed at the end of each year todetermine whether the goals were met, and topropose strategies with to deal with obstaclesencountered along the way. However, it is stillnecessary to design a long-term monitoringplan.

CONSTRAINTS

The main constraints included the following:

1. Many local community members lacked I.D.and other documents necessary to obtaincorporate status and operate as a business.

2. No advice was available on ways toredistribute accommodations to providegreater comfort while adhering to theconstruction area limits decreed by localauthorities.

3. Lack of commitment by local inhabitants inproviding their labor for the constructiontasks required in the eld.

4. Basic capabilities among the population wereinadequate; this meant applying differentmethodologies and searching for specializedinstructors.

TIMELINE

Initially, control of the project was distributedas follows: 34 per cent ProNaturaleza, 33 percent Green Life, and 11 per cent for each locassociation. It was agreed that these percenta

would be readjusted over three years, until p was achieved among all the members (20 peeach). Since 2005, the local associations hav90 per cent of the controlling shares, and thremaining organizations account for remainin10 per cent. During the annual meeting in 20it was agreed that by 2009 the local associati would have full control of the property.

In the rst few years, the focus was on capacity

building, assisting the local organizations tobecome legally constituted, consolidating thetourism operations, and promoting RaD. Muthis work was accomplished, but certain aspetraining and the market insertion of RaD are pending.

Recent efforts have concentrated on capacitybuilding and the transfer of management (saland services) to local associations is underwa

Promotion and market insertion of Rumbo alDorado in national and international markets also been a priority.

3. PRELIMINARY RESULTS

FORMALIZING THE RUMBO ALDORADO INITIATIVE

1. RaD was formally registered with theRegional Tourism Directorate and PromPethe highest governmental authoritiesresponsible for regional and national tourrespectively.

2. Registration and certi cation of the operationby the Regional Tourism Directorate, thehighest regional tourism authority.


28/90


3. Agreements were made with travel agenciesto promote the product nationally andinternationally. For example,Rumbos Travel will sell tour packages in the United States,Germany, Spain and Japan.

4. Current accounts were opened in local andforeign currencies.

INFRASTRUCTURE MAINTENANCE

Although some of the pro ts were reinvestedin maintaining infrastructure and equipment,these were minimal during the rst few years ofoperation. In addition, there was no culture ofsaving among the local associations, which alsolimited reinvestment of pro ts in infrastructureimprovements.

During the following years, efforts were not onlynecessary to increase the number of tourists butalso to raise awareness among local associationsregarding the importance of reinvesting part oftheir pro ts to improve the facilities and services.It is only in the last two years that the localassociations have understood the importanceof reinvesting in infrastructure and equipmentand have set aside part of their pro ts for thatpurpose.

SERVICES

NGOs agreed to provide advice and training tothe local associations in order to improve thequality of the services they provide. Training hasfocused on aspects such as hospitality services,the role of local guides and the provision of food. Awareness has also been raised regarding theimportance of ongoing staff training in orderto remain competitive in the tourism market,and local associations will need to reinvest partof their pro ts for this purpose in the future.However, improvements in the services providedhave already made it possible to establishpartnerships with public and private tourismbusinesses.

MANAGEMENT

The RaD property has been shared among thelocal associations and the participating NGOsaccording to percentages established during theannual meetings. However, the nal objective is to

transfer control entirely to the local associations At present, NGOs control 5%, while the localassociations together control 90%.

PROMOTION

1. A PR campaign in the print and audiovisualmedia, at the regional and national level.

2. Coordination with PromPer to provideadvisory services to local communities, andpromote the RNPS as a tourist destination.PromPer has recognized the quality of theservices provided and has offered to includethe RNPS within a broader promotionalcampaign featuring the Peruvian Northeast,and entitledIquitos and its surroundings as atourist destination.

FACTORS THAT ENABLED THE PROJECT TO ACHIEVE THE INTENDED RESULTS

1. The presence of a eld coordinator incharge of implementing activities jointly with the local associations, enabling thelatter to improve their services, promotion,and market insertion, and facilitatingcommunication between the local associationand the board of directors.

2. Increased commitment and awareness amon

members of the local associations regardingthe projects importance. This enabled thelocal associations to use their time moreeffectively and assume greater responsibilityfor their activities.

3. Training was adapted to local needs andcircumstances, thanks to the instructors skilin modifying courses in the eld and to the


29/90


good will of the local associations and theirinterest in increasing their knowledg e inorder to provide better services.

4. CURRENT CHALLENGES AND PROPOSED SOLUTIONS

The main challenges in the medium term are thefollowing:

1. The administration of the Rumbo al Doradooperation by local associations. Each association will select two individuals who will betrained by the coordinator. They will beresponsible for handling all operations,from pre-sale (tourism informationservices) to the production of financialinformation. At the end of the trainingprocess, the associations will select theindividual with the greatest capacity tomanage RaD. It is expected that this will be achieved in 18 months. However,it is possible that the local associationsmight not obtain sufficient revenue fromtourism to provide training and assume themanagement of RaD.

2. Greater participation by the communities in RaDtourism activities. Previously, communitiesbenefited indirectly from the sale ofregional food products,tagua woodhandicrafts, and laundry and cookingservices. Currently, school students arebeing trained to put on traditional danceshows for tourists, providing additionalfunding for schools to improve educationalfacilities, contributing to the recovery of

traditional customs, educating childrenabout the benefits of ecotourism andpromoting their participation in thatactivity in the future. Coordinationefforts are underway with a variety of localorganizations to support this initiativeand provide the schools with traditionalcostumes. However, the local authoritiesdo not appear to be all that interested in

promoting improvements in education oreviving traditional customs.

3. Greater participation by local, regional andnational authorities in community tourism as aeconomic alternative for communities and as a

mechanism for biodiversity conservation. Afterthe recent election of a new MunicipalCouncil, whose members appear to bemore committed to local development aconservation, meetings were arranged wseveral of the new local authorities and with the regional president. Arrangemenhave also been made for them to visit thRaD so that they can promote it in theregion.

5. LESSONS LEARNED

FEASIBILITY FACTORS

From the outset, the project was based on thefollowing assumptions:

1. The country would remain politically,economically, and socially stable.

2. National policy would continue to focus on

the development of sustainable tourism.3. A good relationship with the communities would be maintained.

4. No policies or concessions would be promoted that might jeopardizeconservation and the ecotourism-orientedmanagement of the RNPS.

5. Community con icts would remain atmanageable levels.

In general, these assumptions have held up,making it possible to implement the project ief cient, participatory and environmentally viablemanner. In legal terms, this was a new experifor the country; no clearly de ned mechanismfor such an operation had been contemplatedthis regard, RaD has gone through various stas needs changed over time and legal gaps w

lled. At present, since the local associations arethe majority shareholders, they have reque


30/90


Manejo de paiche

Uso de semillas

an operation permit and not a concession, as was initially agreed upon. These changes havebeen possible thanks to the capacity of the NGOs

that form part of the RaD to coordinate with thecentral ofce of the appropriate authorities.

COMMITMENTS

The participation of various stakeholders asmembers of RaD has allowed each group tocontribute its own experiences and expertise.However, as in all group efforts, it took time,patience, and goodwill to agree on common goals with a view to obtaining the maximum benetfor all members. Fluid communication and theactive participation of all parties have been keyfactors in achieving a good level of understandingamong the RaD members, the local communities,and the relevant authorities. Communicationimproved signicantly with the recruitment ofthe coordinator (responsible for implementing

activities in the eld and acting as liaison betweenlocal associations and the projects board ofdirectors).

SELF-SUFFICIENCY AND LONG-TERMCONTINUITY

Initial support for the projects implementation was of great importance, since it facilitated joint work in the eld with local associations, on acommunity tourism proposal that would benetall the parties involved in the RaD. The initialfunding made it possible to build operational andnancial capabilities among the local associations,as well as to set up legal mechanisms to ll theexisting gaps in the legislation.

The nancial capacity of the local associations will be strengthened by the increase in tourismactivities in the watershed. To support this effort,promotional material such as brochures, press

Conservationof nature

Disseminationof naturalhistory

Well being of localcultures and an

improved quality oflife (not necessarily ahigher economic way

of life)

Sustainabledevelopment for

present and futuregenerations.

Lessons Learned:

Raising awareness of ecotourism: The local population understands thatecotourism is an additional economic opportunity that signicantly contributesto the conservation of natural resources through the effective management ofprotected areas.


31/90


releases, and a Web site have been produced,and strategic alliances have been forged with theprivate tourism sector for purposes of marketingthe product in international markets.

COMMUNICATION NEEDS ANDSTRATEGIES

Initially, brochures were produced to publicize theRaD operation. When it was felt that it had thecapacity to provide quality services, contacts weremade with the media to promote it more widely.Print and audiovisual features have been producedat the regional and national level, and the projectis now working with PromPer on a nationalcampaign featuring the Peruvian Northeast, whichincludes the RNPS as a tourism destination.

Based on this experience, we would emphasizethe need to provide continuous training to ensurethat the available services remain competitive inthe tourism market. Alliances with private businessmust also be maintained for the bene t of thelocal associations. In addition, the local population

must be constantly reminded of the importanceecotourism as a complementary activity, stressconservation and the sustainable management natural resources within a protected area. Finalrecommend using tools to assess the contributiof ecotourism to conservation, the managemenprotected areas, the role of local associations (Rand the bene ts that should accrue to the localpopulation, based on an appropriate costs struc

6. REFERENCES

National Institute of Natural Resources INRENA. 2000.Plan Maestro para la conservacinde la diversidad biolgica y el desarrollo sostenible la Reserva Nacional Pacaya Samiria y su zona deamortiguamiento. Lima.

Rodrguez, F., M. Rodrguez, & Vsquez. 19Realidad y perspectivas: La Reserva Nacional PacaySamiria. Fundacin Peruana para la Conservacin deNaturaleza, USAID and The Nature Conservanc(TNC). Lima.


32/90


33/90


ECOTOURISM, INDIGENOUS COMMUNITIES ANDENVIRONMENTAL SERVICES: A STUDY OF TWOCASES IN THE ECUADORIAN AMAZON:THE ACHUAR AND THE HUAORANI

Arnaldo Rodrguez, Green Consultin

SUMMARY

This paper presents the cases of the Achuar and theHuaorani nations, two indigenous communities inEcuador that have used ecotourism as a mechanismto obtain the funds needed to cover their presentneeds, as an outcome of their insertion into themarket economy. The Huaorani case reects theexperience of community-based tourism in analliance between four Huaorani communities settledalong the banks of the Shiripuno River and a privatetour operator (Tropic Journeys in Nature), the builderand owner of the Huao Lodge. Construction ofthe infrastructure took several years and includedefforts to establish suitable conditions for theecotourism operation, organize the communitiesinvolved, create a legal framework, train personneland promote the area as a tourist destination. All thestudies and project processes were carried out in a

participatory manner with the Huaorani communities.The summary of the Achuar case describes theexperience of one community in establishing a lodgewith the tourism rm Canodros S.A., as a strategyfor conservation and development. The lodge hasspace for 38 guests, has received several mentionsand international awards, and has adopted a strictsocial code to minimize the negative impacts oftourism. This alliance between an indigenousorganization and a private company has producedsignicant outcomes through the implementationof an economic activity as a mechanism for sound

natural resource management and for the nancialsustainability of the organization. Although thenancial contributions to the families involved intourism are low in absolute terms, the familiesthemselves consider them as major benets to theireconomy. These benets translate into incentives forconservation, demonstrating that tourism is a validcompensation mechanism for environmental servicesfor communities in the Amazon region.


Most of the indigenous groups in the Ecuadorian Amazon possess large territories with highbiodiversity, capable of providing differentenvironmental services. However, traditionaleconomies, lack of technical capacity in theindigenous organizations and internal politicsmake the effective implementation of large-scaleenvironmental service compensation programsdifcult. Community-based tourism, despiteits operational limitations (e.g. accessibility andprotability, etc.), could provide a compensationmechanism for environmental services.

Two case studies illustrate this point: one in the Achuar nation and the other in the Huaoranination. The rst population inhabits a territoryof 787,000 hectares in the southern Amazonregion of Ecuador, where potential threats includeoil exploitation and cattle-ranching. The secondgroup has a territory of 1,000,000 hectares inthe central Amazon region of Ecuador, where themain threats include logging and oil exploitation.

Agnes Kiss (Kiss 2004) argues that thecontribution of community-based tourism to thedevelopment of local economies and conservationis constrained by factors such as the small numberof people involved, low earnings, questionablebenets to biodiversity, limited commercialsuccess as well as the competitive and specializednature of tourism. She concludes that suchinitiatives have resulted in small contributionsthat have not signicantly improved the quality oflife of the host communities (which continue to


34/90


Gift economy Market economy

Non-monetary Monetary

Favors social organization Favors individualism

Economy for the common good Economy for individual good

Strengthens social cohesion Reduces social cohesion

Unlimited access to resources Limited access to resources

Patrimony is a common good Patrimony is exploited for individualbenet

Promotes dispersed settlements Promotes settlement centers

Has mechanisms to avoid wealthaccumulation Promotes the accumulation of wealth

be dependent on external support for long periodsor, in many cases, for an inde nite period), andhave not achieved conservation objectives.

Kiss conclusions are perfectly valid from amarket economy point of view. Given the lack of

connectivity between Amazonian communities formarketing other products (such as cacao, peanutsor annatto), economic opportunities for humangroups in the Amazon are limited. Therefore, what is the alternative? And if tourism is part ofthe solution, what is its impact on conservationand poverty?

Before attempting to respond to these questionsan important concept must be introduced: that of

the Gift Economy. This economy is based on thedeferred exchange of goods. The essence of thegift economy (which maintains a ow of goodsbetween giver and receiver), is the obligation toreciprocate (Gauss 1990, Smith & Wray 1999).

By creating a perpetual cycle of exchange, the geconomy unites all members of the community.

There is a dichotomy between gift and marketeconomies, in the sense that a market economycan undermine the foundations of a community

structure. Some of the differences between theseeconomies are shown in the table below:

In a gift eco

tourism and protected areas tnc 2007

Documents