Parks Canada signatory of the Canada’s Sustainable Tourism Accord
Sustainable Tourism Parks Canada
ﾂウconomically Viable ﾂウnvironmentally Sound ﾂイulturally Acceptable ﾂィenefits Community
Sustainable Tourism is directly linked to Parks Canada Mandate
Relevance and sustainability • Visits to national parks and national historic sites have resulted in memorable experiences for decades • Memorable experiences result in relevance • Relevance is essential for long term sustainability
Sustainability - Ecological - Cultural - Economic
Relevance - Visitors - Supporters
Integrated Mandate and sustainable tourism in management decision process • • • •
New Management planning approach Area strategies Integrated delivery of 3 core elements Partnerships and alliances
Examples of integrated delivery of mandate • Social science patterns of visitor use research supporting protection and visitor experience. • Species at risk research supporting protection, education, visitor experience • Social science research on learning habits of urban audiences supporting visitor experience , education and protection
Role of the federal government in management of national parks and other natural areas
%of Respondents Federal government
84%
13%
Provincial government
82%
15%
Local communities
63%
33%
Individuals
63%
32%
Private industry
60%
31%
5%
Non-profit conserv. groups
58%
33%
5%
0%
A lot
Some
A little
None
100%
(2003)
Role of Parks Canada • Respondents appreciate not only the physical beauty of Canada’s parks, but also the cultural importance of historically significant places. Parks Canada’s role in preserving these wild areas and historic places is highly valued. • Canadians feel a sense of value, onwership and pride in National Parks and National Historic Sites and a sense of trust toward Parks Canada as a responsible steward of these precious heritage assets.
(1996)
Parks Canada’s role as seen by Canadians
Parks Canada is also closely associated with notions of environment and wildlife preservation. It is seen as protecting sites that would otherwise be at the mercy of the private industry.
(2003)
Our approach • Focus our investments in doing what we do best • Seeking alliances, sponsorships or business partners to complement what is Parks Canada’s unique offer
Canadians’ perceptions of privatization Respondents are comfortable with many aspects of Parks Canada management being performed by the private sector. Such aspects relate primarily to areas of maintenance and management where a private group is considered more expert than Parks Canada. These include : •Restaurant and hotel management •Sanitation and maintenance •Gift shop and food concessions •Tour guides, historical reenactmentsspecial events •Management of major non-wilderness attractions: •Golf courses •Ski hills (1996)
• They feel very strongly that private enterprise within Parks and Sites should be governed by strict guidelines. Recognizing the need for revenue generation, they accept that delivery of certain services by private interests is appropriate. However, they are adamant that control of all aspects of the heritage experience must remain with Parks Canada.
(1996)
Canadians’ Areas of concern •When private enterprise intrudes in the management of land or the wilderness experience. This includes: •Campsite management •The intrusion of overt branding, advertising or other marketing devices in a wilderness or historic setting. •When private enterprise is responsible for interpretation •Although respondents are comfortable with private groups delivering or presenting information, they do not feel comfortable with the actual information coming from anyone but Parks Canada (1996)
Expectations of Standards Although respondents accept the role private enterprise must play in Parks Canada, they demand that Parks Canada play a strong role to ensure that standards are met.
A few examples of alliances and business partnerships •Icefield Parkway, Rocky Mountain National Parks (Alberta) •Rideau Canal, NSH interpretive boat tours (Ontario) •Nunavut National Parks visitor safey training with tour operators
Sustainability Relevance Strategic Alliances
Achieving objectives of: • Protection of heritage • Economic opportunities • Respect of communities and quality of life