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Chapter 10: The Adventure Tourism and Outdoor Recreation Sector Articles from WTTC Human Resource Centre publication First Article: Organization: Remote Passages Marine Excursions, Canada In-house Standards and Training for Boat Operators/Guides for Whalewatching and Ecotourism …A specialty training program. OVERVIEW: Remote Passages Marine Excursions offers whale watching from rigid-hull inflatable boats, and sea kayaking day trips on the west coast of Vancouver Island, based out of Tofino, and Clayoquot Sound in British Columbia, Canada. The company focuses on a value-added experience with extensive natural history and cultural interpretive services. Standards-based provincial training programs have been developed for sea kayaking and are utilized by the company. However, only very basic federal standards are in place for operating motorized vessels under five tons, which represent the large majority of vessels used for whale watching. No training or licensing requirements have existed for operators of vessels under five tons, although such standards are
presently under consideration. It has therefore been the responsibility of anyone operating vessels under 5 tons commercially to develop company standards for both the vessels, and the training of vessel operators/guides,
appropriate to the level of risk and liability involved. IMPLEMENTATION: As a marine tour operator travelling on Class 3 (outside) coastal waters, Remote Passages has developed:
The implementation time for full training is two months, with part of this time spent in commercial activity. Before entering the training programme, an applicant is required to serve a number of hours of volunteer time, spent shadowing a guide on regular commercial trips. When entering the training, candidates are asked about their long-term career plans, as the company looks for a commitment of at least two seasons following the training. Remote Passages guides are also required to maintain a current wilderness first aid certificate, which is financed jointly by the company and the guides. The company estimates approximately $1000 in wages per trainee. As well, there is a substantial commitment of owner and senior guide time, and company resources
in the form of gas and engine time. RESULTS: Remote Passages indicates that their training program has generated:
WTTC Human Resource Centre COMMENT: A small company in a remote location with a need for highly-skilled seasonal employees must be particularly careful in staff planning and training. Safety
issues are of particular significance in an adventure tourism attraction. The Remote Passages boat operator/guide training program has produced results that enhanced profitability while facilitating employee development and
upgrading. Articles from WTTC Human Resource Centre publication Steps to Success: Global Good Practices in Travel & Tourism Human Resource Development Second Article: Guest Feedback and its Role in Creating a Leader in the Rafting Industry …This river rafting company has a computerized evaluation process for guest feedback and reservations which in turn has assisted the company in streamlining internal operations, customizing database operations, improving efficiency, and monitoring guide conduct and performance in the field. Key words: United States, river rafting, customer service, operations, data collection, technology, computerized evaluation
Wilderness Aware Rafting is a river raft outfitting company that started as a hobby business in 1976. When purchased by a husband and wife team in 1985, the base operation was moved to its current location near the town of Buena Vista, Colorado at the base of the 14,000 foot Collegiate Peaks mountain range in central Colorado, United States. The company offers river rafting adventures ranging from half day trips to 10-day excursions on five different rivers throughout the Colorado Rockies. Excursions vary from guided oar and paddle powered raft trips on rivers with wildwater flood conditions, to mildwater conditions suitable for scenic family-float excursions. Wilderness Aware Rafting attracts mainly domestic travellers from Florida, California, Texas, and the midwest states. Families with children (as young as eight years old), corporate groups seeking team building activities, recreational groups, church groups, and youth groups make up the clientele. Approximately 93% of reservations are made in advance by telephone, fax, and email. The remaining 7% of client activity are last minute or walk-in reservations. Since 1997, Wilderness Aware Rafting has operated with three full-time, year round employees and 33 full-time, seasonal employees. In 1998, 38 seasonal staff were hired and in 1999 47 seasonal staff were hired. In 2000 the company increased its year round staff from three to four, while structuring product marketing and pricing so as to maintain an approximate annual growth rate of no more than 5-10%. Due to the safety sensitive nature of the business, Wilderness Aware Rafting considers higher annual growth rates difficult to maintain if quality is to be ensured. To improve business operations and increase guest satisfaction during this period, Wilderness Aware Rafting implemented a computerized evaluation process for
guest comment cards and developed a specialized computer reservation database. This, coupled with the construction of a state of the art rafting facility, is credited for improving service efficiency and is the main reason why
the company has been honoured in the service category as Colorado’s Company of the Year and in the recreation and tourism category. IMPLEMENTATION: Customer Comment Cards To measure and improve customer service, Wilderness Aware Rafting designed guest comment cards surveying customer perceptions on every point of contact during their rafting experience. Recorded on the comment card is the name of the trip leader, name of the guide, trip date, and water conditions. The questionnaire, printed on 4x11 card stock, is distributed by guides at the end of each trip during the 30 minute bus ride back to the base facility. Complimentary pencils engraved with the company’s toll-free telephone number are distributed for guests to keep. On each card, guests may include their name and address - automatically entering them for a weekly draw to win a half day rafting trip for two. All cards are collected prior to bus arrival at the base. The customer comment card includes:
The scaled questions are answerable through a choice of five options whereby: It takes administration personnel 1.25 minutes to process each guest comment card, totalling approximately 135 labour hours per season. To streamline data entry, the database is designed on a spreadsheet closely matching the comment card layout thereby requiring little training for accurate and efficient data entry. Between customer service calls, reservation and front desk personnel handle data entry. Management spend 16 hours per month (64 hours per season) categorizing all open-ended questions into appropriate departments, sorting data, and developing reports. Prior to data entry, management reviews cards on a daily basis. Cards with particularly positive or negative comments are copied and distributed to appropriate managers for immediate discussion with personnel involved. Immediate feedback has proven to be helpful in handling complaints. Responses are sorted, charted, and graphed in order to provide specific reports. For example, office and transportation staff are provided with charts and graphs reviewing their progress as a team. Individual guides receive reports concerning personal data and customer comments directed to them specifically. Comment cards also help in monitoring guide conduct and performance in the field and have served as a deterrent to inappropriate behaviour as guides are aware that they are being evaluated constantly. Guest comments reflect guide boating skills, communication skills (including inappropriate language) and even personal hygiene. Positive feedback serves to reinforce positive actions and attitudes. Skills with children, cooking ability, conversational skills, professional appearance, boating ability, compassion for nervous or injured guests, and the use of humor have all been noted as staff strengths. Individual guide reports are printed bi-monthly and are included in paycheque envelopes. Reports provide guides with the open-ended guest comments referring to their trip performances during that pay period. Questions requiring numeric rating are averaged per guide and are reported for each question applying to the guide. This score is reported as high, average, and low, thus incorporating all other guides rated for that question during the same time period. Yes and no questions are also reported in this format. Paycheque envelopes and their accompanying reports are distributed by management on payday. Time is set aside for one-on-one employee and management discussion during which time management interprets the individual guide and trip leader reports. Employees are encouraged to voice personal concerns and issues during this informal meeting time. Reservation, transportation, and food service personnel also receive bi-monthly reports containing relevant open-ended comments in numerically scored categories. Management reviews these reports on a departmental level. Comments specific to an employee (driver or office personnel) are handled individually. General comments help to identify what areas of service are most important to guests and these areas are incorporated into training manuals. As a result of the information collected from the guest comment cards, employee training, product design and enhancement, and marketing materials have all been improved. The open-ended questions have proven to be most valuable for this purpose. For example, in 1999 the full day raft excursion was changed to include an additional section of whitewater - adding 45 minutes to the overall trip time - as feedback indicated that trips were too short and that too much time was spent at lunch and on scenic hikes. The rental equipment maintenance program was also altered in response to customer comments. A new nine barrel washing system has replaced the three barrel system and a new drying room in the main facility has greatly reduced equipment odors and related guest comments. Complaints regarding small holes in rafting gear were also acknowledged. Although these defects did not affect equipment performance, guest perception of quality was clearly affected. Rental equipment is now removed from circulation more regularly, and is instead sold in the retail store, resulting in fewer rental equipment concerns. Customer surveys are also useful as a basis for employee recognition. Employee rewards are presented on a semi-monthly basis to guides and trip leaders receiving the highest scores. Rewards include such items as gift certificates from local tourist related facilities which are often acquired by Wilderness Aware Rafting in exchange for free rafting trips. In 1998, 9,500 guests took rafting trips with Wilderness Aware Rafting and 5,400 completed a customer survey card. In 1999, the number of guests remained the
same, but 800 more customers completed a survey for a return rate of 65% which is directly attributed to staff circulating comment cards at the beginning of the season versus three weeks after the start of the season in 1998.
Computerized Reservation System In 1998 Wilderness Aware Rafting also incorporated a new computerized database reservation system from Microsoft Access, called Office Pro Reservation Assistant (OPRA for short). After working part-time for nine months since January 1997 on program design, management realized that developing the program would require full-time attention to properly address the specific nature of the industry. Initially, the program was based on how Wilderness Aware Rafting traditionally operated the company - but quickly evolved to capture additional areas not yet considered by the company. Throughout the design process, information required conversion into a series of yes and no answers, to lists, and to a priority rating system which could be interpreted by a computer. Program elements were continuously discovered and added, and the program developer was eventually able to address the specific needs of Wilderness Aware Rafting while creating a product compatible with the needs of virtually any outfitter in the river rafting industry. In total, it took approximately 5,000 hours of programming to complete the program at a cost of USD150,000, which the developer is attempting to recoup through additional sales to other rafting companies. The company devoted 2,500 hours to implement and develop the program over the last 2½ years, and training and program components were provided by company owners and the office manager. The company reports, however, most of the time has already been recouped in saved labour. To train staff in using the new system, a training CD-ROM provides introduction to the system. Much of the reservation process is intuitive or has mouse over instructions on screen. Thus, training time required ranges from 10 to 15 hours per reservation staff person. Sales training sessions have been incorporated and management training has evolved naturally with no management training manual yet developed. Wilderness Aware Rafting credits the new system for an increase in revenue of 22% during the first year of use - a revenue increase generated with no additional boats. The system provides for detailed information concerning customer personal data, customer reservation information, and automates the communications process within the company. OPRA’s reporting system has increased operations efficiency. Below are an example of staff efficiency and internal reporting generated through the system and their effects on various components of the company. Staff efficiency:
Internal reports:
OPRA is being marketed nationwide and has been sold to most of the top commercial outfitters operating on the Arkansas River (America’s most popular rafting river).
New Building The new main building is immediately visible when approaching the Arkansas Valley from Denver or Colorado Springs, the main metropolitan areas in Colorado. The 7,200 square foot facility is located on 17 acres adjacent to the Arkansas River. The location is credited for increasing walk-in business 5.4 times over and has increased trip efficiency in that trips can begin, end, or re-supply (in the case of overnight trips) at the base. Guests frequently comment on the beauty and quality of the building and employees marvel at how easily 50 personnel are able to work together efficiently. Before designing the structure, the company owner and the operations manager visited over 30 successful rafting facilities located on the United States east coast. The east coast rafting industry is far more mature than the Colorado industry, offering advanced infrastructure design elements for this specialized industry. During a 10-day business trip, Wilderness Aware Rafting company conducted interviews with property managers, photographed, and measured various facilities. Based on the input of customers, staff, and the above research, management generated a list of the operational functions the building would need to accommodate. Management wanted a building designed where guests, guides, drivers, office employees, and managers could all operate efficiently. Considering all operational areas, the key layout areas needed to include:
Although most staff training is hands-on and occurs in the field, multiple private rooms were necessary for group meeting space and quiet study and
testing. The reservations area incorporates five workstations, provides ample space for computer training, and has been leased on occasion for software sales seminars. RESULTS: Twice, Wilderness Aware Rafting has been honoured with Colorados’s Company of the Year award. In 1996 Wilderness Aware Rafting won the recreation and tourism category, and in 1999 the company was awarded the service category from the Colorado Biz Magazine competition. The company has also been featured in Entrepreneur Magazine with a feature article on the topic of business start up success stories. During the year following the introduction of the OPRA system, the company experienced the following:
Comment cards have inspired a number of operational changes. Overall scores report (in the 28 areas identified) averages between 4.5 and 4.9 on a scale of 1.0 to 5.0 - placing comments between good and outstanding. The lowest score averages are targeted each year for improvement. Staff morale has also improved since the introduction of OPRA and the new building. Employee exit interviews are conducted at season end whereby each employee
is asked to report on their experiences and offer suggestions for improvements within the company. At the end of the 1999 season, interviews indicated that the improved facility greatly reduced stress levels and that the
improved communications supported by OPRA has increased job efficiency. WTTC Human Resource Centre COMMENT: River-rafting whether on mild or wildwater conditions legally requires professionally trained guides to ensure consumer safety. Without internal evaluation measures in place, however, company owners are often unaware of tour conduct. Poor tour conduct will decrease repeat business and result in negative word of mouth advertising. By charting all the elements of guest feedback, from reservation to departure, and using technology to analyze this information Wilderness Aware Rafting has illustrated the advantages to company productivity, efficiency, and staff morale. Apart from the on-site research of existing businesses on the east coast river rafting industry, guest survey data heavily influenced the design of Wilderness Aware Rafting’s new building. Owners attribute increased staff productivity, better quality service, and positive attitudes to the new building. This Steps to Success case study highlights both the need for on-site research and the benefits resulting from the effective use of technology to learn from customer feedback.
Chapter 10 Suggested Web Sites: 1. Environment Canada Environment Canada's mandate is to preserve and enhance the quality of the natural environment, including water, air and soil quality; conserve Canada's
renewable resources, including migratory birds and other non-domestic flora and fauna; conserve and protect Canada's water resources; carry out meteorology; enforce the rules made by the Canada - United States International
Joint Commission relating to boundary waters; and coordinate environmental policies and programs for the federal government (Department of Environment Act). Our Mission. Environment Canada's mission is to make sustainable
development a reality in Canada by helping Canadians live and prosper in an environment that needs to be respected, protected and conserved. Check out this site for detailed information on current issues and projects, an
archive of publications (including guidelines, fact sheets, policy reports), and links to other environmentally related sites. 2. Canadian Environmental Assessment Agency Environmental assessment (EA) is about protecting the environment. EA is a powerful project-planning tool that identifies possible adverse effects on the environment before they occur, and promotes projects that are better designed and more environmentally friendly. The Canadian Environmental Assessment Agency assumes a leadership role at the federal level in advocating high quality assessments. The agency works on the leading edge of EA by investing in research and development, especially in what constitutes high-quality EA, and how best to carry it out in practice. Public involvement strengthens the quality and credibility of EA. The Federal Environmental Assessment Index promotes this involvement by making
information about federal environmental assessments easily accessible to the public. This index may be consulted through the web site. A keyword search capability makes this web site easy to use and efficient. 3. Parks Canada The Parks Canada web site offers information on the state of the national park system of Canada and information on visitor/park issues as part of the National Parks Act.
Access information about individual national parks through a handy keyword search and find the environmental assessments for individual parks. The site offers an overview of the National Parks Policy, the National Parks System
plan, and downloadable reports focused on the State of the Parks. Other national programs of interest to the adventure tourism and outdoor recreation sector are the links to the National Marine Conservation Areas and Canadian Heritage Rivers.
Don’t forget to check out Canada’s first National Park - Banff National Park in Alberta’s Canadian Rockies! 4. Canadian Heritage The Canadian Heritage Department contributes to the growth and development of Canadian culture and sporting life, promotes a fair and equitable society, and
supports the nation’s linguistic duality and multicultural character through its programs and related agencies and corporations. The department also contributes to the vitality of official language minority communities,
promotes awareness and understanding of human rights, and promotes the preservation and presentation of Canada’s cultural heritage. This government site offers links to recent documents and reports relating to Canadian
heritage, provides access to news releases, and further explains the departments structure and leadership values. 5. Canadian World Heritage Sites The cultural and natural heritage of a nation is one of its priceless possessions. This heritage is irreplaceable and any loss or serious impairment of it is a
tragedy, not only for the nation concerned, but for humanity in general. The United Nations Environmental (UNESCO) recognizes that the world's cultural and natural heritage transcends national boundaries and must be preserved
for future generations. Within Canada, there are 13 UNESCO World Heritage Sites that are popular visitor attractions in each of the provinces/territories that they preside. 6. Toronto Green Tourism Association Ecotourism is currently the fastest growing sector within the tourism industry. The huge increase in the demand for green and ecotourism experiences and related
products is greatly affecting the development and marketing of the tourism industry. The Green Tourism Association is a non-profit organization committed to establishing a sustainable urban green tourism industry in Toronto.
The association works collaboratively with a network of businesses, community and environmental groups, government agencies, heritage and cultural organizations, and individuals. The Association promotes and markets urban green
tourism to tourists and residents, providing both tourists and residents with information explore an alternative, greener side of Toronto. This interactive site offers such features as a best practices link, guest book, green events, and resource materials.
7. Hanfox Hospitality Den, Sustainable Tourism Construction Zone On this Canadian web site you will learn that sustainable tourism is everyone’s responsibility and we all need to lend a helping hand. The site contains links
to the Tourism Industry Association of Canada’s Definition of Sustainable and Canada’s Code of Ethics for Tourists. There are many more links related to sustainable tourism including Revelstoke, BC, Canada
Initiatives -- explaining the efforts to make all these initiatives work, in a small community in British Columbia, Canada. There are also links to related and regional sites worth checking out! 8. Trans Canada Trail The Trans Canada Trail is a shared-use recreation trail winding its way through every province and territory in Canada. As the longest trail of its kind in the
world, spanning approximately 16,000 kilometers, the Trail will accommodate five core activities: walking; cycling; horseback riding; cross-country skiing; and snowmobiling (where possible/desired). The Trans Canada Trail is a
community-based project and is owned, operated and maintained by local organizations, provincial authorities, national agencies and municipalities. The established Trans Canada Foundation has identified a Trail Council in each
province and territory which assume the responsibility of championing the cause of the Trail in their region. The Councils, whose collective membership represents approximately 1,500,000 volunteers cross Canada, are an integral
part of the Foundation and are the “driving force" of the entire movement. A Council listing and details about The Trail, its, path, progress, and supporters are found further on in this site. 9. Wilderness Tourism Association of the Yukon On Yukon Tourism’s web site, the Yukon is marketed as the great untouched wilderness. To help you find the adventure tourism and outdoors experience you are
seeking in the Yukon visit the Wilderness Tourism Association of the Yukon web site. All companies featured in yukonwild.com are licensed under the Yukon's Wilderness Tourism Licensing Act which ensures consistent standards and practices. Using this site you can search for a specific activity or browse through the offerings of all the companies through direct links to their web sites.
10. The Ecotourism Society (TES) The Ecotourism Society (TES) is an international non-profit organization with over 1700 members working in more than 70 countries. This unique professional group, founded in1990, brings together worldwide expertise from the travel industry, international and local conservation organizations, and analysts from many fields, including biology, park management, community development and environmental education. Over the past 10 years, this diverse international network has worked to create unique low-impact travel experiences around the globe. The Ecotourism Society’s mission is to make ecotourism a responsible way to travel that contributes to the conservation of natural areas and the well-being of
local people. The TES web site offers an introduction to viewing travel in a different way. Web site features include travel hot spots, training and education, upcoming events, a bookstore, and more information about the
society nd membership. 11. The Eco Travel Center The Eco Travel Center is a unique travel site combining valuable information to the ‘ecotraveller’ - or the tourist seeking a holiday with low-impact to the
environment and it’s resources. The web site allows the viewer to share travel experiences from other ‘ecotravellers’, find information and equipment to help in trip preparation, post and discover regional ecotravel events, and
design an ecotravel experience by choosing a responsible tour operator lodge. Direct links include Great Outdoor Recreation Pages (GORP), and Conservation International (CI), a private, not-for-profit organization focused on
protecting biodiversity worldwide. 12. Oceans Blue Foundation
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