2. 2
Mireia Munoz, 2016
Content
Introduction.......................................................................................................................................... 6
Tourism in the Park ............................................................................................................................ 8
Environmental Impacts from tourism in the GCNP ........................................................................... 11
Plan .................................................................................................................................................. 12
Conclusion......................................................................................................................................... 14
Bibliography ...................................................................................................................................... 14
3. 3
1. Introduction
“Nature reserves are the places with most precious natural heritages, most beautiful natural
sceneries, richest natural resources and most important ecological status, and also vital carriers for
protecting biological diversity and maintaining ecological balance” (Huibin Zhan et al, p.249, 2015).
Those settings are increasingly attracting tourist to protected areas (PA) (Strickland-Munro et al,
2010), therefore tourism makes an important element to consider, because it will have positive and
negative impacts on the PA´s. The visitor management in PA following a sustainable approach
would be set through the use of frameworks, such as limits of acceptable change (LAC) and
landscape-oriented approaches. Those will allow the management to focus on inside issues of the
PA (Laven et al., 2015), but also will contribute in creating positive tourism experiences in the area
and the destination.
This report will follow the LAC framework, starting with evaluating the current position of the Grand
Canyon Natural Park (GCNP) in the United States of America (USA), identifying the main issues
and weaknesses in the tourism system, found in their Foundation Statement (2010) and the park
Management Plan (1995). It will be followed by indicators and desirable standards, to end with
recommendations that will help the management in achieving the aims of this plan: improving the
existent visitor management systems and to increase the engagement level of the stakeholders
within the management of the GCNP.
Situational analysis
Source: protected planet
The GCNP was established in the 1919 and it is the 15th oldest national park (NP) in the USA. It is
located North Western Arizona and enclose 277 miles of the Colorado River and uplands. The river
divides the park into the North Rim and the South Rim. The park size is 1,217,403 acres; 1,904
square miles are maintained as wilderness (National Geographic, 2016). Its biggest feature is the
Grand Canyon (GC) carved out by the Colorado River, with a longitude of 446 Kilometres, a width
that ranges from 6.4 to 29 Kilometres and a depth over 1.83 Kilometres (Grand Canyon, 2016). The
GC is recognized as a natural wonder of the world due to the overall scale and size, in combination
with the colours landscape that offers an assortment of different views (Seven Natural Wonders,
2016).
Habitats, environmental significance and Values
The Grand Canyon is equivalent to a National Park level of Conservation, by the International Union
for the Conservation of Nature (IUCN) It was declared a World Heritage Site in 1979 by the
UNESCO, falling under their criterias1 (vii, viii, ix, x) (UNESCO, 2016)and also holds an statement
1
http://whc.unesco.org/en/criteria/
4. 4
of significance within the park boundaries for its natural beauty, its geological record covering all
four eras of the earth history from the Precambrian to the Cainozoic, that are well exposed in the
canyon walls and include rich fossil assemblage, for its exceptional example of biological
environments at different elevations, and for the diversity of ecosystems due to the diverse
topography of the park (UNESCO, 2016). The Park accommodates 5 buildings with National historic
landmarks and 18 individual properties with 8 buildings, that are part of the National register of
historic places (Grand Canyon, 2016).
The semi-arid desert park has distinct habitats located at a different elevation. Riparian vegetation
and sandy beaches prevail in the area near the Colorado River. A wide variety of cacti and warm
desert scrub species in the areas above the river corridor, a pinion pine and juniper forest above the
desert scrub up to 6,200 feet in the South Rim, between 6,200 and 8,200 feet in the North Rim
ponderosa pine is generous, and a spruce forest above this elevation (Image 1). The GCNP great
biological diversity is attributed to the existence of five of the seven life zones and three of the four
desert types in North America. It’s believed that over 1,500 plants, 373 bird, 92 mammalians, 57
reptile , 9 amphibian and 18 different fish species live in the park, from those there are over 35
species with category 2 of the Endanger Species Glossary (USFWS, 2016) and 25 plants species
are of concern, due to their limited distribution (Grand Canyon, 2016).
Image 1. Research Natural Areas
Source: GCNP- Foundation statement (2010)
The GC is sacred to the Native Americans, which influence throughout the Canyon’s names and
side architecture it’s impossible to be missed in the NP. Some research suggests that humans have
been living near the GC for approximately 10,000 years (Grand Canyon Trust, 2016). The GCNP is
surrounded by the Hualapai, Havasupai and Navajo Native American reservations (Image 2), from
which the Havasupai and Hualapai are currently heavily reliant in tourism to support their population
(Native American History in the Grand Canyon, 2010).
Image 2. Grand Canyon Native American Reservations
Source: My Grand Canyon Park
5. 5
2. Tourism in the Park
Management of the GCNP
The management of the park is under the National Park Services (NPS), a government’s
department that manages all the United States national parks. The GCNP will fall into the
management of the Inter-mountain Regional Directors Department (Image 3). The GCNP reported a
total of 465 staff members to be working in the park in 2015, with the larger number by 129 being
employed on the visitor and resource protection department (Grand Canyon, 2016).
Arizona Office of Tourism was created in 1975, and is currently in charge of increasing the economy
in the Arizona state, which their main focus to do it is by expanding the travel activities through the
tourism promotion (Arizona Office of Tourism, 2016).
Image 3. National Park Organization Chart
Source: NPS
Park visitors
The GCNP was reported to be at the 10
th
position of the annual park ranking report for recreation
visits, in 2015 with 5,520,736 visitors (Annual park ranking report, 2015). It is estimated that in 2016
the GCNP have overcome the number of visitors to the NP receiving by above 6 million visitors
(Arizona Daily Sun, 2016). This is believed to be as a result of several campaigns to market the
NP’s, such as the 16 days free fee entrances to celebrate the NPS centennial in 2016 (Planet,
2016). The National Park Service (NPS) estimates that 90% of the tourism in the GCNP is visiting
the park from the South Rim which is opened all year, visitors are accessing by the free park shuttle
buses or by personal vehicles. The another 10% of visitors, are accessing the park from the North
Rim which is more remotely located, less accessible and closed for the winter season (Grand
Canyon, 2016).
6. 6
The Grand Canyon Information Centre released in 2015 a report stating that 36798 of people out of
the 41268 people in total, who visited the NP, were from the USA (Image 4). Also, 13271 people
were from the state of Arizona (Image 5), which is the same state where the GCNP is located. With
those data, we can see that the current market being targeted by the NP management has been
mainly in a national level. Likewise considering the services and facilities offered by the GCNP and
we will see below, we can clearly perceive that the management of the NP, are targeting a broad
segment of the tourism market for protected areas, such as families, groups and hikers (Grand
Canyon, 2016).
Image 4. Total visitors number in 2015
Source: Grand Canyon, 2016
Image 5.Visitors in the US by State
Source: Grand Canyon, 2016
GCNP Services and Facilities
General Park Visitors
Facilities - 1231 buildings in total.
- 484 trails.
- 409 Km. of roads
- 4 sewage treatments
facilities.
- 37 Km. water pipeline
serving North and South Rim.
- 908 lodging Units South Rim,
218 North Rim, 15 Ranch.
- 466 family campsites, 15
campsites for groups and hikers.
- Visitor Centres, museums and
theatre.
- Back country office.
- Historic structures.
- Scenic overlooks.
7. 7
- Accessible rim trails.
- Dump stations.
- Restaurants, cocktail lounges,
coffee shops.
- General stores, gift shops, book
stores.
- Kennel.
- Post office, bank, service
stations.
- Clinic.
- Showers and laundry.
Services - Educational/environmental
exhibits.
- Ranger and hikes programs.
- Curriculum based education
programs.
- Publication sales.
- Backpacking.
- Hiking.
- Camping and picnicking.
- Mule riding.
- Guided bus tours.
- Air tours (from outside the park
to land inside the park).
- Shuttle service.
- River trips.
- Bicycling and hike rentals.
- Auto touring.
- Fishing.
- Church services.
- Food and beverage.
- Gift and grocery sales.
- Banking.
- Postal services.
- Camper services.
- Law enforcement.
- Medical services.
- Fire protection
Source: Grand Canyon Park Profile, 2015
Stakeholders
The GCNP has several stakeholders due to the extensive land the NP occupies. The stakeholders
that we believe are the most relevant for the management of the NP, due identifying direct mentions
of interest at some of the issues found at the Grand Canyon Foundation Statement (2010) report
are the following: US government, other federal and state agencies, UNESCO, GCNP staff
members, visitors, scientist and researchers, academic institutions, educators and students,
conservation organizations, environmental groups, caving community, park and surrounding
community residents and businesses, neighbouring Native American tribes, tour operators.
There have been some concerns along the years about the need to improve and develop working
relationships between the NP management and its stakeholders (Grand Canyon, 2016). In the
Stakeholders final report (2010) of the GCNP, it remarks that the stakeholders taking part in the
study, were already cooperating somehow with the NPS and they had seen this cooperation
positive to enable implementing mutual set of values, such as public sharing, dialogue and learning
from one another. By building an strong foundation of stakeholders relationships it will increase the
effectiveness of achieving their goals (Barkley et al, nd). An important stakeholders consultation
and engagement, is the result of the Glen Canyon Dam Adaptive Management Program, where
8. 8
different stakeholders from federal agencies, Native American tribes, environmental and
recreational organizations have partnered, to recommend modifications to the dam operations so it
can benefit the natural and cultural resources, in the GCNP and the Glen Canyon National
Recreational Area (Grand Canyon, 2016).
In 2015 the highest income the GCNP received was $18,361,846 from the Federal Land Recreation
Act, however the income resulted from managing tourism in the park such as entrance fees,
transportation, donations amongst others were $20,066,823 and generated 7,361 jobs (Grand
Canyon, 2016).
3. Environmental Impacts from tourism in the GCNP
Environmental
impacts (*)
Indicator Directly affected
stakeholders
Weaknesses
Noise Pollution From the estimated over 50,000
helicopter and light flights passing
overhead of the GCNP yearly.
- UNESCO.
- Environmental and
conservation groups.
- Environment/Wildlife.
- Inability of implementing the 1987
act.
Plans for
residential and
commercial
development
Existence of plans for residential
and commercial development in
Tusayan and a tramway
construction project (Escalade
project)
- All. - Volatility if State government
change, to authorise the
development plans rejected by the
last government party.
Non permitted
visitation to
cave
formations
- Environment/Wildlife.
- Park staff.
- Environmental and
conservation groups.
- Visitors.
- Lack of inventory, monitoring and
mitigation protocols.
Factors
reducing
structural
heterogeneity
(roads, trails,
flight corridors)
Impacting the landscape and
promoting habitat fragmentation.
- All. - Seasonality increasing by the
promotion of the South Rim
development.
Activities
development
(canyoneering,
climbing, pack
rafts, mountain
bikes,
geocaching)
- Visitors.
- Environment/Wildlife.
- Park staff.
- Tour Operator.
- Neighbouring native
communities.
- Locals/ business
outside the park
boundaries.
- Environment groups.
- Outdated MP not including some
activities in the park regulations or
planning documents.
Water
resources,
water quality
Climate change and human
domestic water supply
developments had impacted
severely the water resources.
The mining for uranium and the
Glen Dam operations have
impacted the water quality and
altered the ecosystems.
- Visitors.
- Environment/Wildlife.
- Neighbours native
communities.
- Locals/business
outside the park
boundaries.
- Environment groups.
- Missing studies for Wild and
Scenic River Designations.
- Water condition assessment.
- Resource management plan
needed update.
Conservation
Archaeological
inventories.
- Native Americans
communities.
- Visitors.
- Historic preservation
- Heavily used historic structures
and features (trails, buildings…).
- Unplanned wild land fire.
- Usage of technologies by visitors
9. 9
groups.
- Scientific and
academic
community.
- UNESCO.
- Business and Tour
Operators.
- Environmental
organizations.
- Local communities.
(GPS, locator devices..) have direct
impacts on sensitive cultural
resources.
(*) https://www.nps.gov/grca/learn/management/upload/grca-foundation20100414.pdf
4. Plan
In order to create a successful tourism management plan for a PA, we are using resilience as the
key concept to create this plan. Resilience is defined “by the capacity of systems to absorb
disturbance and reorganize while undergoing change to still retain essentially the same function,
structure, identity, and feedbacks” (Walker et al, 2004:1).
Following the LAC, our next steps are giving indicators for some of the issues identified previously
in the tourism management of the NP, and state the desired standards to enable us implementing
some actions to achieve those standards. We will finish by a set of recommendations, monitoring
and evaluation time frame (McCool, nd).
4.1 Indicators, desired standards and time frames.
Identified Issue Indicators Desired Standard Time frame
Conflict between Visitors
and Management
- % of satisfied visitors.
- % of biodiversity
changes.
- % of repeated visitors.
- Increase by the
positive visitor
experience with an
impact on the
environment within
acceptable and
reasonable limits.
3 years
Conflicts between
tourism activities and
other activities such as
archaeological or
conservation.
- Frequency of conflicts
between different
stakeholders.
- Number of actions
taken and implemented
by the governance.
- Create a good
understanding by
the different
stakeholders about
the importance of
each of the
activities in the
park, and the
contribution they
have within the
management of the
GCNP.
1 years
Inefficiencies in policy - Year of current
policies in place.
- % number of issues
identified/ attended and
not covered by current
policy.
- The site values
are understood and
a resilient
management
approach is
provided, to adapt
when changes
appears.
5 years
Communication and
engagement
inefficiencies between
governance and
stakeholders
- Number of issues and
frequency.
- Number of decisions
taken.
- Good levels of
communication
between all the
different
stakeholders. A
3 years
10. 10
good understanding
and awareness of
each others
responsibilities to
achieve and
smooth cooperation
among themselves.
Disorganized tourism - % visitors in prohibited
areas.
- % of decrease in
species in those areas.
- % structure changes
due to human activity.
- Reduce the % of
unauthorised
visitors in restricted
areas.
- Zoning is
respected and
visitors understand
the value of the
area so it can be
respected.
1 year
3 years
Littering and waste - Kg of litter / area of
the park in a month.
GCNP is clean and
waste management
is implemented and
monitored.
1 year
Water pollution - Water colour.
- Presence of nutrients
in water.
- Presence of minerals
in water.
Water is clean and
water pollution by
the GCNP activities
are monitored and
reduced to the
minimum levels.
1 year
Disturbance of wildlife - % of species and
individuals
- Number of actions in
wildlife by governance.
The number of
species and
individuals remain
consistent, and
reports by wildlife
protection
organisms remain
under acceptable
levels.
1 year
4.2.Recommendations.
As we have seen in the above graphic, there are several issues related to tourism existent in the
GCNP, however we have identified the possibility of fitting those issues into two main categories:
visitor management, and governance and policy.
Subsequent is a set of recommendations to address some of the issues for each category:
- Visitor management
Visitor management is crucial to achieve the desired standards of the GCNP. McDonald (2016)
suggest that poor visitor management creates visitor and employee confusion, lack of
communication and is a high risk factor for tourism and biodiversity in case of emergency protocols
needed to be activated (McDonald, n.d.)
- Reduce crowding: Establishing visitor use levels in the park and making sure that
information stations are in place through the park, will allow the visitors to be directed to the
available facilities. Avoiding the overcrowding in some areas of the park, will not only
benefit the operations and management of the park, but also will contribute in making a
better visitor experience (National Park Services, 2006).
11. 11
- Create specialised activities in the park connected to archaeological, cultural and natural
values. By delimiting areas for such purposes and involving the local communities of the
surrounding areas.
- Evaluating with local operators the creation of new low impact tours (i.e. silent tours in
searching of the ancestors spirits...), to promote and balance the activities with major
impacts in the park.
- Zoning should be reviewed as tourism increase, to evaluate if site hardening needs to be
extended to other areas.
- Include educational programs with the schools of the surrounding area, to engage the local
communities in the management and protection of the NP.
- Creation of working opportunities (paid or volunteer) for the surrounding communities of
the NP, to contribute with the management doing duties such as (collating data about
species, helping with the recycling of the park, helping at the visitor centres, helping with
the conservation of heritage structures ...)
- Governance and policy
Furthermore, governance and policy are other decisive points to achieve the desired standards
stated above. It falls under the direct responsibility of the GCNP management to implement policy
and govern the PA. The LAC and resilience planning towards a sustainable tourism management in
PA, are deeply associated to institutional response and multi stakeholder collaboration (Fennell,
n.d.). Hence the importance that in a PA such as the GCNP, where the governing body is
composed by the public sector, is very important the development of a long term approach towards
multi-stakeholder participation and decision making processes (UNEP, 2015) , in order to allow a
more resilient management which can be capable of setting goals, and respond quickly to real
changes that are happening in the PA ( Eagles et al, 2002).
- Creations of a marketing plan with strategies to promote the NP using segmentation
systems, that will differentiate International and national market to enable the management
the expansion area for visitors in the NP.
- Creation of a coordination committee: it will include a communication plan that will involve
at least one representative member of each stakeholder. This group will be in charge of
creating communication programs that allows an open communication channel with the
management of the park. The committee will also be responsible to create informative
programs within their communities, discussion groups, open door days at the park, ...
- Formulation of new policies resulting of the committee sessions.
- Ensure that the updated Park Management Plan includes all the activities in the park, and
that regulations exist for each of them. Also indicators and measurement of impacts exist
are reviewed and followed, with a timeline, and communication process for results to be
communicated to the coordination committee.
- Creation of training sessions with the local operators especially the air tour providers, about
environment protection, sustainability and ways of reducing impacts of certain activities and
what are the consequences of those on environment, heritage and species in the NP.
- Assessment of current infrastructures accessing the park and plan of developing the North
Rim access, so this way the NP can release the pressure of seasonality and avoid crowding
at certain areas.
12. 12
5. Conclusion
The GCNP have a relevant role in biodiversity and heritage protection not only in the USA, but in
the world since it is a valued and recognized geological and historical site.
Tourism in the NP requires to be managed with more flexibility to accept changes, and enable to set
up plans to manage them. Since the GCNP has a long list of stakeholders, it is very important that
the management are capable of understanding everyone´s roles, setting up responsibilities, and
creating a much effective communication channels, to enable a resilient management of the Grand
Canyon National Park.
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