Current State of Development

At present, tourism has evolved to become a highly targeted economic activity for several communities and businesses in the Rupununi. Indeed, one interviewee (Interview I3, 2012) asserted, “As a matter of fact, everything that is done in the Rupununi today has a bearing and linkage to tourism promotion”. When asked during the collection of questionnaire data if there was a demand for sustainable tourism development in the Rupununi (Question 9a), an overwhelming 95% of respondents (113) agreed with the remaining 5% unsure and none stating tourism was unwelcome in the region. This finding has been reinforced by the continuous support offered by the region’s administration for tourism (Sub-section 5.4.5) as well as the recent onslaught of new tourism enterprises (CI, 2010: 13). One interviewee (Interview P2, 2012) asserted:

“Tourism development in the Rupununi is now the thing of the day because every village is now focused on how they can get into the business of tourism after seeing the successes of some communities that are already involved in tourism; and it is actually bringing more focus from the world’s attention.”

This backing for tourism is most likely attributed to a variety of key benefits (Sub- section 5.3.1) such as increased employment avenues, a push for sustainability by

123

stakeholders whom value local cultural and natural heritage and the societal improvements attributed with development (e.g. schools, education, health care). The Rupununi has become steadily successful and an icon of tourism in Guyana, marketed as “...the gem of the tourism product” (Interview P3, 2012; see also CI, 2010: 27; Edwards, 2006: 69; Dilly, 2003: 66). Tourism operations in the area have been internationally recognised for their efforts, winning several awards (e.g. Caribbean Excellence in Sustainable Tourism Award, Community Benefit Award) for their work in tourism development (GTA, 2012).

There currently exists a moderately sized tourism framework in the Rupununi. Out of the 16 tourism businesses, only four of them have more than ten years of experience (CI, 2010: 30). Approximately 300 persons are directly employed by tourism enterprises, the majority (63%) of which works part time (ibid). Accommodation options include more than 200 available beds with a further 60 hammock spaces (CI, 2010: 30; Watkins et al., 2010: 206-207). Moreover, CI (2010: 30-31) notes that nearly all (94% or 15) tourism businesses plan to expand their business over the next five years with upgrades in accommodation, facilities, product development, training and increased marketing efforts. This infrastructure, united with the available heritage resources, has shaped a product that multiple stakeholders describe as full of ‘potential’ for tourism success (CI, 2010: 27; Watkins et al., 2010: 207; CI, 2003: 5; Interview I3, 2012; Interview I5, 2012; Interview P1, 2012; Interview V3, 2012).

Despite the available infrastructure and wealth of resources, there remains a significant amount of “unrealized potential” (CI, 2003: 5). This is primarily because businesses are receiving low quantities of visitors (CI, 2010: 28). Currently, there are around 1,200 to 1,500 leisure visitors to the Rupununi annually who stay for seven to ten days in the area, with one to two nights at individual locations (Watkins et al., 2010: 206-207; CI, 2010: 28). While the more established lodges (e.g. Iwokrama, Karanambu, Rock View, Dadanawa) continue to receive steady visitors, other businesses, particularly communities, continue to wait for the solid stream of guests (Smock, 2008: 241). For example, in 2008 more than half (56% or 9/16) of tourism businesses had 100 or fewer guests (CI, 2010: 31). Smock (2008: 241) asserts:

“Workshops are attended, trails are cut, guides are trained, birds and mammals are identified and lodges are built, and yet still only limited numbers of visitors come. The ‘build it and they will come’ philosophy

124

rarely works and it becomes even more difficult in a country without a steady flow of tourists.”

Tourism income generated during that same year (2008) amounted to an estimated one million U.S. dollars, which is considered low against its potential (Watkins et al., 2010: 207). The vast majority of these visitors come via inbound tour operators who take a percentage of all visitor revenue (CI, 2010: 28-29). However, before revenue and the visitor count can increase, marketing, capacity building and conservation actions are needed to improve the outcome (CI, 2010: 28; Watkins et al., 2010: 207). Further expansion of regional tourism businesses will need to consider these factors into their development plans.

Ultimately, tourism in the Rupununi is at a crossroads. It is entering a time where there have been small signs of significant growth, which is only likely to continue. Interviewees described Rupununi tourism as: “blooming…becoming a hot spot to the outside world” (Interview C2, 2012); “…in a state of change…definitely shifting” (Interview M2, 2012); “…shown tremendous progress” (Interview M1, 2012); “…has a lot of potential, has a far way to go” (Interview I3, 2012); and, “…has the potential to be very sustainable and bring in a lot of revenues…I don’t think it’s realized its potential” (Interview I5, 2012). Due to its young state, impacts from tourism have been minimal and therefore growth is seen as the primary objective, and although tourism development does possess significant potential, management frameworks need to be cautious and consider the three main pillars (economic, environmental, socio-cultural) of sustainability. This is discussed more in Chapter Six.

5.2.3 ‘Natural’ Visitor Engagement

Last frontier, kingdom of nature, wild country, naturally wild – all familiar descriptives that permeate the brochures and travel writings that focus upon Guyana.

(Sinclair & Ali, 2006: 87) Tourism in the Rupununi, and Guyana as a whole, has largely been driven by its natural heritage resources (Smock, 2008: vii). The wealth of world-class biodiversity and natural landscapes has evoked a certain sense of place about the Rupununi that creates notions of a ‘pristine’, natural world teeming with exotic wildlife (Corsane & Bowers, 2012: 257). Although the culture of local indigenous communities offers an added

125

element into the tourism product, the primary marketing message sent to residents and potential tourists alike was that tourism in the Rupununi revolved around nature (Sinclair & Ali, 2006: 93). The Rupununi’s advantages in wildlife viewing, particularly bird watching, have attracted visitors from all over the world (Watkins et al., 2010: 207). Indeed, for the past seven years, bird-watching has been pushed as the primary activity to attract the ecotourism market to the Rupununi (Smock, 2008: 17; CI, 2010: 27). This has resulted in targeted marketing in this niche market, guide training programmes focused on birding and the creation of activities based around bird watching (CI, 2010: 27, 35).

Table 5.3: Guest participation in activities offered by tourism businesses in the Rupununi

(CI, 2010: 33)

Activities % of Businesses # of Businesses (16 total) Birding 93.8% 15 Wildlife watching 87.5% 14 Rainforest/nature interpretation 75.0% 12 Indigenous culture 75.0% 12 Walking 68.8% 11 Fishing 68.8% 11 Hiking/trekking 56.3% 9 Horseback riding 56.3% 9 Wilderness expeditions 56.3% 9 Rest/relaxation 50.0% 8 Farm tours/agritourism 50.0% 8 Purchasing arts/crafts 50.0% 8 Educational tours/ workshops 50.0% 8 Botany walks/tours 43.8% 7 Boat-based tours 43.8% 7 Volunteer travel experiences 37.5% 6

The concentration on nature tourism has been most evident in the visitor engagement activities offered by most Rupununi attractions (Table 5.3). Birding and wildlife watching have consistently been the most popular activities by visitors since tourism’s inception in the area (CI, 2010: 9). CI (2010: 33) report, “It is clear that the number one activity for guests is birding, according to 94% of the lodges”. A media stakeholder

126

(Interview M2, 2012) commented on the birding focus but a need to explore new options: “When we first started, it was birding and so a lot of people focused on birding, so it’s getting people to think outside that box”. Other activities listed by businesses include wildlife watching (88% or 14/16), rainforest/nature interpretation (75% or 12/16) and indigenous culture (75% or 12/16) (ibid). Some of the least popular activities include educational tours (50% or 8/16), botany walks (44% or 7/16) and purchasing arts/crafts (50% or 8/16) (ibid). These activities characterise an industry which focuses on natural heritage resources.