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A Tourism Strategy for Nunavummiut

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A Tourism Strategy for Nunavummiut Tunngasaiji: A Tourism Strategy for Nunavummiut Tunngasaiji 01 ISBN 978-1-55325-252-8 Cover photography credit; clockwise from top left: Christian Kimber, Nunavut Tourism, David Kilabuk (models; Priscilla Angnakak,left Nadia Metuq,right), Nunavut Tourism Photo Courtesy of Heiner Kubny Tunngasaiji: A Tourism Strategy for Nunavummiut A Message from the Minister of Economic Development and Transportation I am pleased and honoured to welcome readers to must be built on a foundation of quality tourism Tunngasaiji: A Tourism Strategy for Nunavummiut. products and services, supported by training and education, resources for marketing and promotion, and There is something very special about the tourism a supportive, effective framework of legislation and industry. It is an essential pillar of our territorial regulation. economy. But it is also a celebration of everything that makes Nunavut unique – a reflection of the beauty To address that need, we called on the experience and and diversity of our Arctic lands, the richness of our insight of Nunavummiut, and of their organizations and history, the depth of our culture, and the warmth and government. Tunngasaiji owes much to the patience hospitality of our people. Tourism is a celebration and a and commitment of the many people who generously sharing of who we are, an opportunity to welcome the shared their time and their ideas. The strength of the world as hosts, as guides, and as friends. strategy is a tribute to their contribution. Tunngasaiji responds to a need that our communities We have been endowed by history and nature with a and businesses have expressed for many years. We world-class tourism destination. Our responsibility is to know that our territory offers a wonderful variety of realize that opportunity to the greatest possible benefit experiences and attractions that have attracted visitors of our land and our people. from around world. We understand the importance of tourism as a pillar of our territorial economy: the industry is a critical source of employment and training in our communities, and of opportunities for those in the hospitality, arts and crafts and travel industries. But we also recognize the challenges those businesses face. Tunngasaiji has its roots in a series of industry, stakeholder and community consultations conducted in 2007 and 2011. The message emerging from those consultations was clear: a successful tourism sector The Honourable Peter Taptuna Minister of Economic Development and Transportation A Message from Tourism Partner Organizations “Piliriqatigiinniq/Ikajuqtigiinniq: working together for a common cause.” As partners in the development of the Nunavut Nunavut Arctic College; municipalities; Nunavummiut; Tourism Strategy, we are pleased to welcome readers to the Inuit Heritage Trust; and the Canadian Northern this document, and to express the support of our Economic Development Agency (CanNor). respective organizations for the strategy. Each of these stakeholders has contributed their One of the key pillars of Tunngasaiji: A Tourism Strategy perspectives and insights to the challenge of developing for Nunavummiut is partnership. We recognize that the Tunngasaiji; each has made a critical contribution to the development of a successful tourism industry will be a strategy; and each will be a valued supporter moving long and complex process, requiring the coordination of forward into the challenging years of implementation. funding, promotion, training, legislation, infrastructure, and a host of needs in other areas. None of those needs The process we have been through, and its successful can be met in isolation from the others. All will require outcome in this strategy, are a heartening example of coordination, and the strategic commitment of time, what we, as Nunavummiut, can achieve when we focus people, and resources. on what we have in common and commit ourselves to success. We have made an excellent beginning: we now There is no shortcut to success. A thriving tourism commit ourselves to build on that promising start, and sector can only be achieved through commitment by all we will continue to work in pursuit of a goal we all stakeholders to long-term mutual support, share: a thriving tourism industry, feeding our economy participation and collaboration. and celebrating our territory. Tunngasaiji is evidence of that commitment. The process of developing this strategy has created a successful framework for on-going collaboration between stakeholders that will include the Government of Nunavut’s Department of Economic Development andTransportation, Department of Environment, and Department of Culture and Heritage; Nunavut Tourism; Nunavut Tunngavik Inc. (NTI); Parks Canada; The Honourable Peter Taptuna Minister of Economic Development and Transportation Cathy Towtongie President, Nunavut Tunngavik Inc. Nunavut Tourism Michael Hart Nunavumi Pulaakataligiyit Tourisme Nunavut Chairperson, Nunavut Tourism Table of Contents ii Executive Summary 01 Introduction 04 Guiding Values and Principles 05 Vision 06 The Context for Tourism Development in Nunavut 11 Strategic Objectives of Tunngasaiji 20 Pillars of Tourism in Nunavut 21 Pillar: Legislation and Regulation 24 Pillar: Partnerships 28 Pillar: Attractions,Products and Services 34 Pillar: Education and Training in Tourism 36 Moving Forward 37 Appendix: Five-Year Strategic Action Plan 52 Acronyms Values Executive Summary The Tourism Strategy is based on Inuit societal Background values and the wisdom and experience of Tourism is a critical element of the Nunavut economy. Tourists are defined as “the travelling public who travel to and stay in Nunavut’s elders. These places outside their usual place of residence for not more than a year values are: for leisure, business and other purposes”. Serving that group in Nunavut are tourism operators and establishments, including Inuuqatigiitsiarniq: outfitters and hotels and restaurants, along with other respecting others, building tourism-related businesses such as airlines, cruise ships, and relationships and caring for community-based businesses such as arts and crafts producers and taxis. others In 2011, tourism-related businesses generated more than $40 million Tunnganarniq: in revenue, and represented 3.2% of overall Nunavut Gross Domestic fostering good spirit by being Product; accommodation and outfitting businesses alone employed open, 1,258 Nunavummiut. welcoming and inclusive Yet despite Nunavut’s successes and the significant amount of revenue generated for tourism-related business and operators, the Pijitsirniq: serving and tourism industry in Nunavut remains underdeveloped. The 2010 providing for family and Nunavut Economic Outlook noted a lack of quality tourism products, community insufficient training for tourism operators, inadequate investment, and a lack of organizational capacity and coordination among tourism Aajiiqatigiinniq: making organizations. decisions through discussion Stakeholders in government, industry and the communities have and consensus recognized that only a coordinated, strategic approach to tourism development could address those challenges, and ensure the Pilimmaksarniq/Pijariuqsarniq: sustainable, long-term growth of a Nunavut-based tourism industry. developing skills through To that end, a group with representation from the governments of practice, effort and action Nunavut and Canada, Nunavut Tourism, Nunavut Tunngavik Inc. (NTI), and other tourism-related organizations have developed Tunngasaiji: Piliriqatigiinniq/Ikajuqtigiinniq: A Tourism Strategy for Nunavummiut to address the sector’s needs. working together for a common cause Our Objectives Qanuqtuurniq: being The strategy seeks to achieve consistent, sustainable growth in the innovative and resourceful tourism industry by supporting the creation of quality tourism products and services, increasing education and training for tourism operators, establishing effective models and support for community Avatittinnik Kamatsiarniq: business development, and strengthening the legislative and respecting and caring for the regulatory environment. land, animals and environment Photo Courtesy of Nunavut Tourism Tunngasaiji ii These goals are expressed through the following specific strategic objectives: Principles • A renewed Travel and Tourism Act, and implementation of The approach taken by associated regulations and policies; Tunngasaiji is based on the principles of: • A framework for the collection of statistical data on Nunavut’s tourism sector; Community involvement: empowering communities for • A structure to promote enhanced coordination and communication full participation in the tourism among all tourism stakeholders, operators and communities; economy • Implementation of the strategy through coordinated investment from key territorial and federal agencies over the life of the strategy; Self-reliance: providing training and skills to individuals • Development and enhancement of attractions, products and and communities to achieve services; self-reliance • Increased Inuit participation and benefits in the development of the Cultural integrity: celebrating tourism sector in Nunavut, as required under the Nunavut Land Claims culture and traditions with Agreement and associated Inuit Impact and Benefit Agreements; visitors and building cultural pride and understanding • Tourism skills development, education and training programs offered in Nunavut; Determination and realism: • Business development and support targeted to take advantage of embracing challenges,
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