Introduction. Significance and Scope of the Study

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1 ASSESSING ADVENTURE TOURISM LEADERSHIP PREPARATION: THE CASE OF NEW BRUNSWICK'S ADVENTURE LEADERSHIP TRAINING PROGRAM Heather Wicksted, Glyn Bissix, and Paul Heintzman, Acadia University Introduction On a global scale the adventure travel industry is growing rapidly (Villemaire, 1998) suggesting that an increased number of participants engaging in potentially dangerous activities will lead to a higher incident of accidents. Given the substantial increase in adventure tourism operators in Canada over the last ten years (Villemaire, 2000), there is a resultant need for more and more highly qualified leaders, which begs the question of how to best train such leaders and what this training should involve. Experts generally agree that adventure leaders require a basic set of skills, including good judgement, to fulfil their obligations to their clients and the industry (see Barrie, 1999; Priest, 1987). Although there is some consensus on what outdoor leaders should be prepared to do, there is no normally agreed upon method to develop these skills (Barrie, 1999). Certification programs have been offered by some as one way to ensure that outdoor leaders have a basic degree of skill level; however, there is no industry consensus. In fact, this issue has been hotly debated for over twenty-five years. Some argue that it is unclear what outdoor leaders should be certified to do; while others agree that certification is useful for developing technical skills (Barrie, 1999). Despite no clear adventure industry consensus, the New Brunswick Adventure Leadership Training Program (NBALP) was created to provide a fundamental level of training and leader certification for its emerging soft adventure (relatively low risk) tourism industry. The fundamental question explored in this study is whether this training/certificate program provides sufficient leadership development and basic competency to ensure reasonably safe operations and quality service to tourists who participate in New Brunswick's soft-adventure programs. Significance and Scope of the Study This study's goal therefore, was to evaluate the potential of the NBALP specifically Level One of its three-part certification program-to develop the required adventure leadership skills necessary to certify participants as competent. Level One was designed to train and certify candidates for leading adventure tours in areas close to urban support services. Six experts in adventure leadership training drawn from Nova Scotia were asked to evaluate the appropriateness of Level One's five training components-leadership skills, risk management, emergency procedures, and outdoor skills. This training is normally conducted over a single weekend. The program activities associated with each program objective were outlined in an in-depth questionnaire. Specifically the experts were asked to judge, based upon their extensive experience in the adventure leadership development field, whether the program elements were sufficient to develop the necessary skills prescribed by the program objectives and whether it was reasonable to conclude that participants could attain basic competency given the training time available. From this assessment, specific recommendations concerning the program were developed, general conclusions were drawn concerning adventure leadership development, and areas for further research were identified. Literature Review The literature review provided an understanding of the current industry environment, the implications of poor outdoor leadership, and the importance of safety in adventure programming; the skills and attributes required of outdoor leaders; and the arguments in favour and against certification, accreditation and other forms of leadership training. Significantly, although leadership certification appears on the surface to be a routine administrative process, it continues to be controversial. March (1987) for example, defined certification as "the attainment of a certain level of competencies" (p. 490), however, he pointed out that the major concern regarding certification stems from the perception that certain fundamental competencies may not be certifiable. Perhaps the most difficult leadership skill to measure, develop and certify is good judgement, but this is generally considered essential for competent adventure leadership. It is important to note that little has been resolved concerning certification since March made this statement. Despite their stated aims, certification programs may not always ensure that there is a sufficient level of competence in the certified skills. The method of assessment of leadership candidates during a certification program can in fact lead to incompetent certified leaders. March (1987) noted that "the ability to do adventure activities is more easily certified than the ability to lead them" (p. 23) and suggested that several factors limit the assessment process including: the presence of the assessor as insurance against physical risk for the candidate; assessor bias toward certain types of candidates; and candidate pre-preparation concerning specific terrain, assessor idiosyncrasies, etc. This results in poor validity between 'certified skills' and actual leadership competency. Regardless of this inherent problem in adventure leadership certification programs, employers demand certification in the hope of ensuring that individuals have a specified level of competency. However, the implications of inexperienced and under qualified leaders can be far reaching for both the tourism operator and the individual

2 leader. For instance, in the area of risk management adventure tourism operators must rely upon leaders that are on the front line delivering programs while generally isolated from urban supports. Not only does the industry depend on these leaders to provide effective customer service, but they are also relied upon to ensure that the programs are safe and that sponsoring agencies are not held at risk (Hanna, 1996). As a consequence of the inherent problems found in the literature associated with adventure leadership development and certification, this study explored whether the NBALP's curriculum addresses these issues so that the industry can be reasonably assured that those certified under this program are sufficiently competent to execute their entrusted duties. Methodology This study focussed on Level One of the NBALP as a pilot survey since it was determined that evaluating more than a single program level required more time than could be reasonably expected from the study's expert respondents. Three senior outdoor recreation management students piloted the study. As each level of the questionnaire was drafted it was distributed to the student respondents in sequence. In addition to editorial duties, each respondent was asked to log the time required to complete a particular section of the survey. Corrections and adjustments from each student respondent were incorporated into a subsequent version and then distributed to the next in line. After three iterations (three student respondents) no additional editorial recommendations were suggested. The questionnaire was extensive spanning nineteen pages including both closed-ended Likert Scale and openended questions, and required close reading of the program's curriculum as well as substantial cross checking to other pages. The selection of experts was based upon their past experience in the outdoor/adventure industry as both leaders and trainers. Six experts agreed to complete the survey from an initial list of ten. The four who declined to participate indicated an interest but indicated that they had insufficient time to complete the survey. The respondents had 20, 5, 20, 26, and 28 years of experience in the profession. One of the six did not complete this question but was known to have at least 25 years experience and the respondent who indicated five years experience in an adventure tourism business was also known to have over 30 years outdoor leadership and leadership development experience. The major focus of data analysis was a content analysis of the respondents' subjective responses to the battery of open-ended questions. However, the responses to the Likert questions were tallied to provide a numerical summary of the experts' opinions. Results In general, the experts concurred that the curriculum's objectives were valid and well constructed, however, they also agreed that the overall aim of Level One was unrealistic. Based on their experience in adventure leadership development, the experts were of the same mind that the scope of Level One was too broadly framed for the allocated training time and consequently, it was unrealistic to assume that basic competence could be achieved through this program. The combined literature review and expert responses led to a number of recommendations: 1. Despite the experts' opinion that this program could not deliver competent, certifiable candidates given the time available, they generally agreed that the program should be continued as it provided useful introductory level skills and experiences. Recognizing generally intractable time limitations, the number of objectives should be reduced, and their associated activities should be more closely integrated. Wilderness first aid should be a prerequisite so as to free up time to focus on other key objectives. The experts and the literature concur that objectives surrounding leading a group, decision-making and judgement skills, basic safety skills, and environmental skills are the most important. 2. The program objectives need to be re-formulated to ensure that they are clear and concise. Unclear objectives lead to reliance upon too much instructor interpretation, which can compromise the program's integrity. Special emphasis should be given to group decision-making and judgement skills, basic safety skills, and environmental skills. 3. Many other objectives not normally associated with adventure leadership are important such as customer service, and should be offered as daylong or part-day courses for candidates to complete at a later date. Participants should also be required to complete at least one specialized module before obtaining a program completion form such as gear selection, use, care and maintenance. Participants would select a module that best suits their adventure tourism company needs. 4. Although this is an introductory level program, it is important to ensure that the participants have the specific technical skills needed to lead others. As a prerequisite therefore, the participants should be required to have a certification within their specific outdoor activity such as kayaking. For those activities that do not have a certifying body (e.g. backpacking) the program sponsor should offer an additional technical skills based workshop. 5. All of the experts determined experience as an important avenue for leadership development; the literature also pointed out that this should be coupled with appropriate mentorship and be incorporated into this Program.

3 Upon successful completion of coursework, participants should be required to lead a number of trips alongside a mentor. Prior to this, participants would be considered associate leaders and some time later may gain the designation of leader. Recommendations for Further Research While there is a substantial body of research on outdoor leadership, there is little specific work on adventure tourism leadership and its special demands. The adventure tourism industry is growing and changing quickly with a forecasted increase in demand for quality programs and services. In order to keep up with this demand there needs to be more research done within this specific area to ensure that this rapidly expanding industry does not outgrow its capacity to operate in a safe manner and with quality. As a result of the concerns outlined above, a number of recommendations for further research are listed below: 1. Experts from across Canada and abroad should evaluate the two other NBALP levels to ensure that this program meets international market standards. 2. Program implementation of all three levels should be evaluated. 3. This evaluation should integrate the evaluation of programs goals, objectives and implementation Concluding Remarks The purpose of this study was to determine the effectiveness of the first level of the NB ALP. The results provide useful insights that will be helpful to others interested in developing competent leadership in the adventure tourism industry. References Barrie, J. (1999). Canadian experts' opinion regarding competency and preferred training models in outdoor experiential education leadership. Recreation Management Honours Thesis, Acadia University, Wolfville, NS. Hanna, G. (1996). Risk management and litigation avoidance in outdoor recreation programming. In Proceedings of the 1992 and 1993 Conferences on Outdoor Recreation, (see RC ) Alberta, Canada (ERIC Document Reproduction Service No. ED ). March, B. (1987). Wilderness leadership certification - Catch 22. In J. Meier, T. Morash. & G. Welton. (Eds.), High adventure outdoor pursuits (pp ). Columbus, OH: Publishing Horizons. Priest, S. (1987). Outdoor leadership: A comparison of Kiwi experts' attitudes and approaches with those from other nations. New Zealand Journal of Health, Physical Education and Dance 20 (3) 3-6. Villemaire, A. (2000). Adventure travel, ecotourism on path to success. Communique volume (4) 3 (pp 3-5). Ottawa, ON: Canadian Tourism Commission. Villemaire, A. (1998). Agreement on adventure travel, ecotourism. Communique (January) (pp 7) Ottawa, ON: Canadian Tourism Commission. Glyn Bissix, School of Recreation Management and Kinesiology, Acadia University, Wolfville, NS BOP 1X0, Canada; Phone: (902) ; glyn.bissix@acadiau.ca

4 ABSTRACTS of Papers Presented at the Tenth Canadian Congress on Leisure Research May 22-25,2002 Faculty of Physical Education and Recreation University of Alberta Edmonton, Alberta Abstracts compiled and edited by Edgar L. Jackson CCLR-10 Programme Committee Karen Fox Ed Jackson Gordon Walker Copyright 2002 Canadian Association for

5 The Canadian Congress on Leisure Research is held under the auspices of the Canadian Association for Leisure Studies Le congres canadien de la recherche en loisir Se tient sous les auspices de L'association canadienne d'etudes en loisir BOARD OF DIRECTORS / CONSEIL D'ADMINISTRATION President / President Susan Markham-Starr Acadia University Treasurer / Tresorier Robert Soubrier Universite du Quebec a Trois-Rivieres Past President / President-sortant Edgar L. Jackson University of Alberta Secretary / Secretaire Linda Caldwell Pennsylvania State University Directors / Directeurs Wendy Frisby, University of British Columbia Tom Hinch, University of Alberta Peggy Hutchison, Brock University Jennifer Mactavish, University of Manitoba Lisa Ostiguy, Concordia University Stephane Perrault, Universite du Quebec d Trois-Rivieres Jerry Singleton, Dalhousie University Bryan Smale, University of Waterloo Paul Wilkinson, York University