Al Karm Ecolodge Case Study South Sinai, Egypt

1. Al Karm Ecolodge Case Study South Sinai, Egypt 2nd International Conference on Responsible Tourism in Destinations Bill Meade Kochi, Kerala, India March 2008

2. 1. Background for Al Karm Ecolodge • Located in South Sinai, Egypt; nearby Sharm El Sheikh, a well-established and popular international leisure tourism destination, receiving 2.2 million visitors in 2006. • Established in 2003 with funding from EU Project to establish St. Katherine Protectorate encompassing the St. Katherine Monastery and Mout Sinai, now a World Heritage Site • Intended to provide community benefits through linkages to established tourism destination • St. Katherine Protectorate received 291,000 visitors in 2006, 42% of all visitors to South Sinai marine and terrestrial protected areas. • Co-ownership (with Government) and employment generation in lodging, meals, and excursions • Designed to meet the needs of international visitors seeking insight and experiences associated traditional Bedouin culture and customs

3. 2. Definition and Characteristics of an Ecolodge • Definition – “Accommodation facilities and services established in, or very near, natural areas visited by ecotourists” – Osland and Mckoy • Ownership Alternatives: • Privately-owned • Co-owned by private sector and community • Community owned • Community-Based Tourism involves local community in all aspects of decision-making process in ownership and administration of tourism products. It bases sustainability on the ability of local peoples to manage their own natural and cultural environment, thus maximizing the economic benefits at the local level. • Successful ecolodges linked to marketing approaches, product offerings and ownership structures among successful ecolodges. • Several key success factors have a clear impact on ecolodge profitability. • Location • Facilities • Rates, Size • Ownership • Management • Human resources • Experience • Interpretation • High quality service

4. 3. Performance Criteria from Different Models

5. 4. Evaluation of Al Karm Ecolodge • Al Karm’s performance relative to ecolodge critical success factors

6. Setting Located within Wadi Gharab and near ancient village and traditional route to St. Katherine Monastery Access requires 4-wheel drive, transfers from taxi or bus Simplistic, low-impact facilities – no electricity, solar hot water (trucked), compost toilets, modest accommodation (max. 16 per day) and dining Ownership Designed, build and operated by EU, transferred to St. Katherine Protectorate Now, legal partnership between the Bedouin and Protectorate, each with different objectives, neither possessing skills and experience for commercial lodge Management Lacks communication mechanism to promote and market to potential visitors Lack of transparency in accounting, distribution of economic benefits Priced well below international standards – US$15 vs. US$100 Product Quality Historic and wildlife excursions offered Limited activities or programs featuring distinctive Bedouin culture (except through interaction with staff) Customer Education & Interpretation Informative literature available at Visitors Center, but do to its location, often bypassed Bedouin staff have limited language skills, and lack lack confidence to inform international visitors. Customer Satisfaction Feedback positive as traditional Bedouin customs (service) in line with expectations Job Creation Benefits to be shared among 24 Bedouin families, other community members to benefit from support services Inconsistent and unpredictable occupancy results in continued dependence on traditional livelihoods and limited indirect employment in community 5. Evaluation of Al Karm Ecolodge

7. 6. Lessons Learned for Future Ecolodge Development • Proximity to high profile attractions and well established tourism destination is important, but by itself not sufficient to ensure high occupancies. • Co-ownership and management between government and local community was critical to establishing Al Karm, but lacks commercial orientation and experience to ensure its success. • Poor economic performance results in less than expected contribution to nature conservation and livelihoods • Experienced private sector involvement would contribute to promotion and marketing, commercial linkages with traditional elements of tourism supply chain, and improvements in management, administrative systems, and ecolodge operations.