Tourism and Adventure Travel Co-operatives in British Columbia

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1 BC Institute for Co-operative Studies University of Victoria University House 2--Rm. 109 PO Box 3060 STN CSC Victoria BC V8V 3R4 Canada Tel: Fax: To purchase copies of this or any of the Occasional Papers series, send $6.00 to the above address. Cheques should be made payable to the University of Victoria. Tourism and Adventure Travel Co-operatives in British Columbia Mia Reimers (Ph.D Candidate) University of Victoria 1

2 About The Occasional Papers The British Columbia Institute for Co-operative Studies periodically publishes research papers on co-operative subjects, particularly those concerned with the co-operative movement in British Columbia. The papers are by both scholars within the academy and interested members of the public. The Institute hopes these papers will increase understanding of, and discussion about, the co-operative movement and ideas, past, present and future. ISSN X BC Institute for Co-operative Studies Occasional Papers (Print) ISSN BCInstitue for Co-operative Studies Occasional Papers (Online) Copyright 2002 British Columbia Institute for Co-operative Studies. Any portion of these materials can be freely available for information and educational purposes, but cannot be re-published in any format that may entail fees or royalties without the express permission of the copyright holders. British Columbia Institute for Co-operative Studies University of Victoria University House 2 -- Room 109 PO Box 3060 STN CSC Victoria BC V8W 3R4 Tel

3 New and Forthcoming Publications Occasional Papers Series: Chambers, Kimberlee. Assessing the Feasability of Applying the Co-operative Model to First Nations Community Based Development Initiatives: A Case Study of the Xaxl'ep and a Native Plant Nursery. Cocksedge, Wendy. The Role of Co-operatives in the Non-Timber Forest Product Industry: Exploring Issues and Options Using the Case Study of Salal (Gaultheria Shallon). Lantz, T.Z. Examining the Potential Role of Co-operatives in the Ethical Commercialisation of Medicinal Plants: Plant Conservation, Intellectual Property Rights, Ethics, and the Devil's Club (Oplopanax Horridus). Bowman, Victoria. Home Care, Home Support, Personal Assistance: the Co-operative Model in Context. Sinats, Kristen. Health Co-operatives: A Viable Solution to the Current Crisis in Health Service Delivery. Rushton, Cory, Sinats, Kristen, and Tatlay, Upkar-Singh. A Case Study of the Rainbow Health Co-operative. Mia Reimers. Tourism and Adventure Travel Co-operatives in British Columbia. Handbooks: Organising Forestry Co-operatives in British Columbia: A Handbook. Produced by the Environmental Law Centre for BCICS. Organising Forestry Co-operatives in British Columbia: The Legal and Policy Framework. Produced by the Environmental Law Centre for BCICS. Organising Fishery Co-operatives in British Columbia: A Handbook. Produced by the Environmental Law Centre for BCICS. Organising Fishery Co-operatives in British Columbia: The Legal and Policy Framework. Produced by the Environmental Law Centre for BCICS. 3

4 Table of Contents Table of Contents...Page 5 Introduction...7 Trends in Global Tourism...7 The Rise of Ecotourism and Adventure Travel...8 International Ecotourism, Adventure Travel and Co-operatives...10 British Columbia Tourism Co-operatives: Profiles...11 Mistahaya Wayatinaw Tourism Co-operative...12 Vancouver Island Adventure Connections Co-operative...12 Adventure Okanagan Co-operative...13 Gold Rush Trail Development Co-operative...14 Developing Co-operatives: The Gateways Project...14 Learning from British Columbia s Tourism Co-operatives: Challenges, Issues and Opportunities...15 The Future of Tourism Co-operatives in British Columbia...19 Bibliography...21 Endnotes

5 Preface The British Columbia Institute for Co-operative Studies, among its various activities, is engaged in the preparation of studies into existing and new co-operatives of use to the people of British Columbia. Whenever possible, it seeks to help students and faculty interested in expanding their research interests to include consideration of the application of the cooperative model within the province. Dr. Ian MacPherson, Professor of History, Director, British Columbia Institute for Co-operative Studies 5

6 Introduction This report examines a new phenomenon in British Columbia s tourism industry: tourism marketing co-operatives. In the last three years B.C. has seen the creation of several tourism co-operatives. Presently, more groups are moving towards forming co-operatives. With one exception, these co-operatives are all focused on ecotourism and adventure travel. In the future, other types of tourism co-operatives may develop in British Columbia, such as worker-owned accommodations or marketing co-ops for artisans. This report will put B.C. s tourism co-operatives in the context of the burgeoning global ecotourism and adventure travel market. This report will contribute to the study of tourism and co-operatives in general, by providing information regarding the development and operation of British Columbia s tourism marketing co-operatives. More specifically, it endeavours to be useful to groups who wish to develop a co-operative model for collaborative tourism undertakings. Trends in Global Tourism Over the last decade, tourism has emerged as one of the world s largest growing sectors, and growth will likely continue into the 21 st century. The global tourist industry generates approximately 100 million jobs worldwide, predominantly in small and medium-sized businesses. Job creation in the tourism sector is growing about 1.5 times faster than in other sectors. 1 Since 1980, each year has seen a rise in tourism receipts and activities. The World Tourism Organization (WTO) credits a strong global economy and millenium celebrations, with a 7.4 percent increase in industry growth in Even before the devastating events of September 11 th, the WTO cautioned that tourism would grow more modestly in The Americas and Europe have traditionally been the most popular tourist destinations and still dominate the global tourist industry. However, other non-traditional regions are experiencing rapid growth in tourism. The tourist industry in East Asia and the Pacific grew by 14.7 percent in 2000 (compared to a 6.1 percent growth rate in Europe) and demand is outstripping tourist facilities in Thailand, Malaysia, Cambodia and Viet Nam. 3 The WTO predicts that by 2020 this region will have overtaken the 6

7 Americas as the second most popular tourist destination behind Europe. It is clear that while tourism shows no signs of slowing, the market is changing and travelers are beginning to seek out unique and exotic travelling experiences. Further, tourists desire that their travels include opportunities for active, nature-based learning. Ecotourism operators in Asia and the Pacific report that their businesses have experienced annual growths of 10 to 25 percent. 4 The Rise of Ecotourism and Adventure Travel While overall tourism has had a growth rate of 4 percent per year, the ecotourism segment has grown annually at a rate between 10 and 30 percent. 5 As the environmental consequences of tourism in developing countries are becoming more apparent, more travelers are seeking green or environmentally sound tourism opportunities. Studies also show that the affluence and sensibilities of the baby boom generation spur growth in ecotourism. People in this age demographic are seeking travel that provides personal growth, physical fitness, educational values and a contribution to the planet s environment, as well as other ethical values. 6 ( HLA Consultants and ARA Consulting Group, 1994). Nevertheless, the term ecotourism is often misused; many operators label adventure and nature activities as ecotourism even though they may not adhere to sound environmental principles. According to Conservation International, ecotourism is responsible travel that promotes the conservation of nature and sustains the well-being of local people. 7 To curb the misuse of the term, many organisations are emerging to provide checks on those operators which would ruin the reputations of legitimate ecotourism operators (Brady, 2000). The United Nations has declared 2002 the International Year of Ecotourism, and states that tourism, like other sectors uses resources, generates wastes, and creates environmental, cultural, and social costs and benefits in the process. 8 Despite growing awareness of the differences between adventure travel and ecotourism, ecotourism is still generally used to denote a range of outdoor activities with a learning component. 9 7

8 Adventure Tourism in Canada and British Columbia Canada is rated the world s ninth most popular tourist destination, and in the last year it experienced a 4.9 percent increase in the tourism sector. 10 Canada s tourism industry has continued to grow in The Canadian Tourism Commission reports that from January to March, 2.8 million foreign travelers came to Canada, up 5.5 percent from the first quarter of A significant number of these tourists were Americans seeking downhill skiing and snowboarding adventures; 18 percent of US overnight travel centred around this activity in the first quarter. Downhill skiing and snowboarding also attracted 25 percent of overseas visitors. 12 These statistics indicate Canada s draw as an adventure tourism destination. Ecotourists visiting Canada desire a range of activities, such as trail riding, canoeing, nature observation and wildlife viewing. 13 Canada s diversity, physical characteristics, and reputation for pristine beauty points to its potential as a first class ecotourism destination. Market research indicates that marketing and product development will encourage North American ecotourists to seek adventure at home and will draw adventurers from abroad. 14 Canada also stands to benefit more from US tourism; only 8 percent of US citizens have passports to leave North America, 15 and the Canadian exchange rate for American currency is favourable. British Columbia is beginning to reap the rewards from ecotourism. After marketing itself as Super, Natural British Columbia TM for over a decade, B.C. s tourist industry is already strong. In 2000, tourism revenues exceeded 9.4 billion accrued from 22.5 million overnight visitors. Almost 111,000 British Columbians make their livelihood from tourism. 16 In 1999, it injected over $800 million into the economy. 17 That year, 10,400 people in over 1,000 B.C. businesses catered to the tourism sector. B.C. tourist operators credit the strong European market and the ageing population with boosting the industry (Constantineau, 1999). However, not all of British Columbia profits equally from the tourist trade. Tourists tend to stay in the golden triangle of Vancouver, Victoria and Whistler, or stick to easily accessible and popular tourist corridors, such as 8

9 the Rocky Mountains. 18 Exciting opportunities for ecotourism and adventure travel exist throughout the province; communities are beginning to realise the advantages of co-operative marketing in reaping the rewards of the ecotourism movement. International Ecotourism, Adventure Travel and Co-operatives Tourism co-operatives are a relatively new form of co-op. The International Co-operative Alliance (ICA) set up a working group on tourism co-ops in 1976, and only in 1985 did the International Association of Tourism Co-operatives (TICA) form as a specialised organisation affiliated with the ICA. 19 The purpose of the TICA is to foster the growth of tourism co-ops locally, regionally, nationally and globally. Through the efforts of this organisation, tourism co-operatives are starting to become more visible in the international tourism industry. While other forms of tourism co-operatives exist, 20 many co-ops are structured around ecotourism. Indeed, ecotourism and co-operatives seem ideally suited to each other as they share an ideology of keeping the control of resources in local hands to the well-being of the whole community. In 1999, Condé Nast Traveler awarded two of three annual Ecotourism awards to co-operatives: Brazil s Lagamar Ecotourism Hub and Ecuador s Red Indigena Comunidades del Alto Napo pera la Convivencia Intercultural y Ecotourismo (RICANCIE). Both are regional co-operatives which formed to make tourism a viable alternative to resource-depleting industries and to fend off the encroachment of outside tourist operators. They offer tourists a wide range of accommodation and touring services while teaching them about local history and culture. Their efforts have paid off; in Lagamar, members make twice what they made before the Hub existed, and the co-op has led to the creation of nine other tourist co-ops in Brazil. In Ecuador, RICANCIE controls tourism in the Upper Napo River region, and 85 percent of the community is employed in tourism which preserves the natural environment (Conde Nast Traveller, 1999). 9

10 Co-operative Marketing in British Columbia There are many businesses and organisations in B.C. that already co-operatively market themselves without being a legal co-operative. Many of these are businesses in the adventure and ecotourism sector. For instance, Nature's Best Pacific Wilderness Tours Ltd. in Port Hardy operates a mini cruise ship and works with other tourist operators to create custom packages for its customers, including fly fishing, scuba diving, and First Nations cultural tours. 21 For B.C. communities off the beaten path, co-operative marketing is a way to attract tourists and have them stay longer in the community. By co-operatively producing promotional materials, and/or offering packaged tours, businesses can market their communities as a one-stop adventure destination. This method is more effective than individual operators trying to draw tourists on the strength of one business alone. Further, by co-operatively marketing, individual operators have more time to work on other aspects of their businesses. One co-op recommends co-operatively marketing to relieve the burden of working alone and to foster business growth: the owners of small touristoriented businesses often handle all of the planning, marketing operations and administration for their enterprise leaving little or no time for advance planning and market development. Once they reach the limit of their own time and energy, they are at crossroads. They can continue operating at that level or they can find ways to free more of their time to develop new products and markets. 22 Presently, there are at least four legal tourism co-operatives in British Columbia, while more than a half-dozen are in the process of forming. British Columbia Tourism Co-operatives: Profiles The four tourist co-operatives operating in British Columbia share some characteristics, but are also quite distinct from each other. Adventure Okanagan, Vancouver Island Adventure Connections, Mistahaya Wayatinaw and the Gold Rush Trail Development Co-operative were all formed within the last two years, and received start-up funds from the Coop Advantage Program through the Ministry of Community Development, 10

11 Cooperatives and Volunteers (MCDCV). While the funding served as a catalyst for these co-operatives, people involved in them had been already meeting and, in most cases, had considered a number of models before deciding a co-op would best suit their needs. Mistahaya Wayatinaw Tourism Co-operative This co-operative operates out of the pristine Grizzly Valley near Tumbler Ridge. It was incorporated in October, 2000, and it has a variable membership of 8 to 12. After the Quintette coalmine in Tumbler Ridge shut down in 2000, it became more important for local people to develop self-controlled sustainable employment, and the co-operative model fitted into this vision. By supporting our local economy in every possible way, we help increase the power of local people to support themselves without having to rely on the removal of finite resources by fairweather corporations. People are paid fairly for a job well done, for most people can t subsist on minimum wage. 23 This is a true ecotourism cooperative. The members have a commitment to the environment and clearly articulated ecotourism principles to which the co-op subscribes. Since they aim to protect the integrity of the environment, the members have turned away some adventure travel operators (for example, hunting and snowmobiling guides) who sought membership in the co-op. Its current members provide environmentally-sound hikes and tours, accommodation, wildlife viewing and yoga. The primary purpose of the co-op is to co-operatively market its members. So far it has done this by collaborating on a web site and through print advertising sent to tourist offices and trade shows. An ancillary benefit is that individual members save on service costs. Otherwise, the individual members run their businesses autonomously. In the future, Mistahaya Wayatinaw hopes to organise tour packages and offer more administrative services to its members (Chaland, 2001). 11

12 Vancouver Island Adventure Connections Co-operative (VIAC) VIAC has 6 to 9 members and was incorporated in 2001, although the founding members have been meeting since The meetings started after a few providers (tour guides, accommodation, and bus charter) realised that working alone left them isolated and stretched their business resources to the limit. Initially, the members considered a few models including a non-profit society and an association, but the co-op model appealed to them since it allowed for membership control and the flexibility to change the structure should the need arise (Wylie, 2001b). Adhering to co-operative principles the co-op operates on a one-vote-per-member basis, which ensures equal opportunity for all members to participate in the decision-making process. 24 Their primary co-operative activity is to provide members with stronger return on their marketing dollar, create opportunities for members to develop new packages and products in partnership with others, and provide sales support that will free time for other work that is more critical to their own business. 25 The co-op aims to incorporate members from all around the island, and has a short-term goal of 20 to 25 members. VIAC changed their name to Adventures BC in Adventure Okanagan Co-operative (AOC) This co-operative currently has 21 members and offers the same sort of adventure touring, activities and accommodation that VIAC does. Before one of the members suggested the co-operative model, they were merely a haphazard group of small and medium-sized operators who had formed in a bid to get more representation in the industry as a whole. Once the co-op's members applied for Advantage funding, the Ministry of Community Development, Cooperatives and Volunteers suggested they look at VIAC for a model. While the two co-ops share a co-operative marketing focus, AOC says it differs from VIAC in the way tour packages are organised. AOC also offers a more comprehensive business development framework to its membership. More informally, the members with larger businesses serve as mentors to those with smaller operations. 12

13 Perhaps more than the other co-ops, AOC is actively seeking out new opportunities and partners. It has recently completed a 95 page five-year strategic plan in which it proposes original ideas for press coverage, corporate sponsorship, and a client-based discount membership. 26 Gold Rush Trail Development Co-operative (GRTDC) GRTDC is made up of a number of municipalities and regional districts from Fort Langley to Prince George. The co-op was organised in Initially the members looked into other models, but chose a cooperative since funding and assistance was available from MCDCV, and the group was anxious to get started. The membership's aim is to further develop and promote the Gold Rush Trail a set of heritage tourist destinations along British Columbia s highway 97. It is also a lobby group for infrastructure improvements in the area (Wylie, 2001). Developing Co-operatives: The Gateways Project While the preceding co-operatives came together from the bottom up and decided to seek assistance from the provincial government, the government identified six communities (Wells, Valemount, Lake Cowichan, Burns Lake, Golden and Fort Nelson) which it is helping to form legal cooperatives from the top down. In 1999, the Minister of Tourism launched a $650,000 program to develop an ecotourism and adventure travel strategy for communities to act as gateways to parks, trails and other recreational opportunities (Vancouver Sun, 1999). These two sets of gateways, one launched in late 1999 and one the following year, were developed to build a bridge between front- and back-country operators and to foster a more regional outlook for tourist providers. 27 It will expand the adventure tourism industry into untapped areas of the province and increase tourism revenues to local economies. At the conclusion of the program for Valemount, Wells, and Lake Cowichan, the operators involved agreed that co-operative marketing was needed to promote their regions more fully. Thus began the second phase of the gateways project a co-operative marketing project aided by the MCDCV. This 13

14 project began in March 2001 and will conclude in February The end result should be the formation of legal co-operatives in the six gateway communities. For the second set of communities Golden, Fort Nelson and Burns Lake this means that they are simultaneously developing their gateways strategy and setting the groundwork to become legal cooperatives. 28 Like the communities that built co-operatives from the ground up, several of these communities already had operators meeting to work out some sort of collaborative venture. In Fort Nelson, operators had discussed options for working together (for example, a shared reservation system). Through their involvement with the Gateways project they are now working towards a co-operative model, although this was not something they had discussed before becoming part of the project. 29 The local Gateways co-ordinator has worked with the group to develop their goals, and it has already co-operatively produced a promotional CD with photographs and descriptions of their businesses to be sent to tourism boards and interested individuals. Learning from British Columbia s Tourism Co-operatives: Challenges, Issues and Opportunities As sketched above, the legal co-operatives in B.C. were formed and are guided by different concerns. They vary in size, organisation, and by the types of tourist services they provide. Although the Gateway communities started the co-operative project at the same time, they also vary in terms of challenges, focus and stage of development. By more closely examining the development of these co-ops, this section will highlight issues unique to different regions as well as challenges faced by all areas. By synthesising this information it is hoped that groups exploring the co-operative model will be able to learn from the experiences of others, and tailor the model to suit their particular circumstances. In almost all cases, the co-ops have faced, or are facing, major challenges in terms of bringing people together. Some of the Gateway communities are having difficulties just getting people to sit at the same table with one another. Working co-operatively may seems antithetical to 14

15 individual business interests. Businesses are used to working in isolation and competitively vying for limited tourist dollars. Some operators find it hard to leave competition at the door when they first sit down to discuss a co-operative venture. 30 Further, even if they are eager to work together, they may lack experience in working co-operatively with other businesses. Most of the co-ops cite strong leadership and commitment as necessary factors for the development of a co-operative. Generally, a few committed operators are needed to move a group forward from thinking about a co-op model to acting on it. The Gateway co-ordinators are aware of this issue, and are working to put together a core group of operators who can carry on the task of developing the co-operative once the project is over. While leaders have not emerged in some communities, the co-ordinator in Golden has identified five key players that she will encourage to do some initial co-operative marketing. She hopes that the efforts of this core group will encourage other operators to join in. 31 The co-operatives and the Gateway communities have found that the idea for a co-operative was generally well-received, despite operators' reluctance to become actively involved. In Fort Nelson, the co-ordinator found that most of the 50 operators she has contacted want to be kept well informed about the project, although only 9 came to the initial meeting. 32 The VIAC has had a similar experience. Although many tour operators are interested in the idea of the co-op, they want to wait and see how the co-operative does before they invest time and the membership fee ($400) in it. To the co-op this is backwards thinking, since members are needed to show any solid results. It believes other co-ops can learn a lesson from their experience: the core group of initial members should develop a smaller plan of action in order to have something to show potential members (Wylie, 2001b). In Fort Nelson, the promotional CD was produced with this in mind. By showing quick results the group hope to increase interest in the project. To overcome some of these issues, Sandy McElroy, the Gateways project manager, stresses small c co-operation. The challenge is really to get people working together, and the Gateway project fosters co-operation 15

16 by providing packaging and marketing workshops, supporting short-term and easily attainable results, and by using Adventure Okanagan and the Vancouver Island Adventure Connection as models of successful tourism co-ops. Adventure Okanagan and VIAC benefited from founding members with previous co-op experience. Vivian Marchand a founder of VIAC, had investigated co-operatives as a possibility for shellfish businesses on Northern Vancouver Island. Paul Cabaj of AOC was involved with cooperatives while living in South America and saw firsthand the benefits coops could present to local communities. Once he became involved with the group he suggested they form a co-operative, and the group was very enthusiastic about it. In fact, AOC has had the least problem with bringing in members. Cabaj credits the overwhelming enthusiasm of the members for the co-op s success. The enthusiasm is palpable; he described a recent meeting with four new members as having an excited hum around the table. Their goal is to have 40 members by December 2002, but Cabaj anticipates that number may be reached by February and by then the coop should be a self-propelling entity. 33 The seasonal nature of adventure tourism may present challenges to co-op development that other types of co-operatives may not face. While some tourism providers may operate year-round, most are seasonal. The Gateway co-ordinators found that meetings with operators came to a virtual standstill during the summer season since the businesses were preoccupied with serving tourists. Many people that operate businesses in the summer leave for warmer climates in the winter to enjoy their own vacations. Further, communities like Fort Nelson with two distinct aspects to their tourist industry highway-related activities in the summer and hunting operations in the fall may find this a barrier to meeting and finding common ground. Fort Nelson also faces a geographic barrier since the region the co-operative covers takes nine hours to drive across, and communication is inefficient and expensive. 34 Since the co-operative model is new to B.C. s tourism industry, these co-ops have experienced some resistance and misunderstanding. 16

17 Adventure Okanagan says that traditional tourist bodies were not supportive of them, and in formulating their co-op there were a lot of eyebrows raised and egos rubbed. 35 Further, the co-op has had to turn operators away, since it does not want competitors that offer the same services as its members reaping the rewards of all its members hard work. VIAC has also run into people who feel challenged by the co-operative. Both co-ops believe that they are offering a new tourism service, and once they are operational and more involved with their communities the opposition will pass. Despite these hurdles, those involved with developing tourism cooperatives believe in the value of co-operative marketing. However, they emphasise that forming legal co-operatives may not be the best solution for all communities. The Gateways project manager sees co-operatives as just one organisational structure, among others, that can help bring local operators together. He suggests that groups have to adopt a model that suits the philosophical bent of the people involved. Although he feels that the Gateway project is teaching the communities the value of working cooperatively, he says that all six communities will not have formed legal cooperatives by the time the project is over. 36 With the recent election of a Liberal government in the province, those involved are moving ahead on the premise that no further funding to assist the co-operative will be available. Thus, they have to move the groups towards forming a model that will work for them. The co-ordinator for Fort Nelson expects that her group will choose an informal marketing co-operative at the end of the project. Working together, the group has realised tourism opportunities where none existed when working in isolation. The group is talking about offering a winter package focused on trapline tours and Christmas crafts. This represents a major transition since tourism businesses in the area have traditionally been preoccupied with the summer season. 37 Working co-operatively, whether in a co-op or otherwise, provides support for individual members and gives the adventure travel industry some clout in the general tourist trade. AOC is the most vocal about 17

18 strength in numbers, telling possible members that your voice is heard because you re a member of AOC. When we say something about Adventure Tourism, Habitat Protection, Government Regulation, or Resource Industry Implications people, media, corporations and the government listen. Why? Because we re the voice of Adventure and Eco-tourism in the Okanagan. 38 The Okanagan s tourist trade is traditionally focused on fruit growing, and now on the wine industry and beaches as well, so forming a co-operative has raised the profile of adventure tourism in the Okanagan, and brought more revenue to individual members. A co-operative, more than any other model, also works towards the health of the community. Mistahaya Wayatinaw has made this a priority in their co-operative; by using resources efficiently, respecting the wilderness, and supporting local business whenever possible, its members are working towards preserving the environment and benefiting the people who live in it. Finding a new way to sustain communities where resource-extracting industries are failing is important to the general well-being of communities. Vancouver Island Adventure Connections recognises the opportunity it has to bring back a sense of local pride in communities that are facing declining resource industries. By connecting people in remote communities, and by working collectively to strengthen the economy in all of Vancouver Island, VIAC offers solidarity and hope to small communities (Wylie, 2001b). The Future of Tourism Co-operatives in British Columbia Despite the growing global tourism industry and rising awareness of adventure and eco-tourism in British Columbia, tourism will not replace traditional industries such as forestry, nor should it be seen as a panacea to the province s economic ills. 39 However, further efforts could be put into developing the tourist industry in British Columbia and opening up new areas to visitors. With its physical and climatic diversity, British Columbia is poised to profit from adventure and eco-tourism the fastest growing segment in the industry. A study of the ecotourism market in B.C. and Alberta found that 77 percent of urban respondents in a telephone survey 18

19 reported having taken a vacation centering around nature and wilderness; and the remaining 23 percent who had not taken such a vacation expressed interest in doing so. 40 The study also found that those seeking adventure and eco-tourism preferred trips of seven days or more, wanted to visit parks and protected places, and were interested in combining a variety of activities. 41 Co-operative marketing is vital in capitalising on the changing tourism industry, especially for new adventure tourism markets. One provider alone cannot meet these new tourist demands. Operators can provide tourists with a destination by pooling their resources in advertising and/or packaging. Although working collaboratively can take many forms, co-operatives do offer distinct advantages in membership control and community health by keeping the industry in local hands. Although the Coop Advantage Program initially helped existing tourism co-operatives get off the ground, those involved do not feel that the suspension of the program spells the end of tourism marketing co-ops in B.C. Sandy McElroy says that the Gateway program is merely a catalyst to cooperative formation, while the local coordinators are enablers. The formations of co-operatives will undoubtedly continue, even without provincial funds. 42 Further, the success of existing tourism co-operatives will play a role in further co-operative development. The Gateway communities already use AOC and VIAC as models, and both of those co-ops actively mentor others. Paul Cabaj has spoken to many communities around the province about their co-op experience, and he has been contacted by groups in Blue River, Vancouver and the Kootenays. 43 If the interest in AOC is any indication, co-operative growth in the tourism industry is just beginning. 19

20 Bibliography Brady, Margret. Eco-Tourism s Personality: Its proponents portray eco-tourism as taking the high road, (2000, March 28 ). Financial Post, E5. Chaland, Nicole. (2001). Case Study Mistahaya Wayatinaw Tourism Co-operative. Forthcoming. British Columbia Institute for Cooperative Studies, University of Victoria, British Columbia. Constantineau, Bruce. Adventure Tourism going over big in B.C.: Revenues from outdoor related activities projected to climb by 4%, (1999, June 19). Vancouver Sun, H1. Ecotourism gateway plan unveiled by Victoria, (1999, October 10). Vancouver Sun, D6. HLA Consultants & ARA Consulting Group. (1994).Ecotourism- Nature/Adventure/ Culture: Alberta and British Columbia Market Demand Assessment, 1-3. Strength in Numbers: Condé Naste Traveler Ecotourism Awards, (1999, June). Condé Nast Traveler, Wylie, Lloy. (2001). Case Study: Gold Rush Trail Development Co-operative. Forthcoming. British Columbia Institute for Co-operative Studies, University of Victoria, British Columbia. 20

21 Wylie, Lloy. (2001). Case Study: Vancouver Island Adventure Connections Co-operative. Forthcoming. British Columbia Institute for Co-operative Studies, University of Victoria, British Columbia. Endnotes Please note: linkage to Internet sites does not in any way imply endorsement of the material or business in question by the author, BCICS, the University of Victoria, or its employees. No guarantees can be made as to the availability, accuracy or quality of the material. 1 British Columbia, Ministry of Small Business, Tourism and Culture, Forest and Fisheries: Tourism Opportunities Study for the North Coast Forest District, ( 2 World Tourism Organization, Tourism Highlights 2001 ( 3 Ibid. 4 Conservation International ( 5 Ibid. 6 HLA Consultants & ARA Consulting Group, Ecotourism- Nature/ Adventure/Culture: Alberta and British Columbia Market Demand Assessment, (1994: 1-3). 7 Ibid. 8 United Nations Sustainable Development ( tourism.htm). 9 Much of the literature uses the terms interchangeably, and there is some debate as to the definition of ecotourism. As such, this report will use the term ecotourism loosely. 10 WTO, Tourism Highlights, Canadian Tourism Commission, Communiqué ( 21

22 12 Ibid. 13 Pamela A. Wight, North American Ecotourism Markets: Motivation, Preference and Destinations, ( 14 Ecotourism- Nature/Adventure/Culture: Wight, North American Ecotourism Markets. 16 Tourism BC ( 17 Ibid. 18 B.C., Forest and Fisheries. 19 ICA s Organisational Structure: Specialised Bodies, International Association of Tourism Co-operatives ( tourism.html). In 2001 TICA became an information exchange network with sources provided by the Italians. 20 For instance the Women s Agricultural Tourism Co-operative in Greece provides tourist accommodation and hospitality in member s houses in Armolia, Pygri, Olympoi and Mesta. Agrotourism in Chios, ( 21 Natures Best Pacific Wilderness Tours Ltd. ( 22 Vancouver Island Adventure Connection, ( about/about.htm). 23 Welcome to Grizzly Valley! ( Aboutus.html). 24 Vancouver Island Adventure Connections Co-operative ( 25 Ibid. 26 Paul Cabaj, Personal Communication (October 31, 2001). 27 Sandy McElroy, Personal Communication (November 9, 2001). 28 Ibid. 29 Heather MacRae, Personal Communication (November 1, 2001). 30 Ibid. 31 Michelle Langfeldt, Personal Communication (October 30, 2001). 32 MacRae. 33 Cabaj. 34 There is no regular internet service, although a costly satellite service is 22

23 available. Many people in the region only have telephone service through satellite. 35 Cabaj. 36 McElroy. 37 McRae. 38 Adventure Okanagan Co-operative, ( memberservices.html). 39 Cabaj. 40 Ecotourism-Nature/Adventure/Culture: ES Ibid: ES Funds are still available through other programs such as BC Funders Council, part of the Canadian Co-operatives Association. 43 Cabaj. 23