Linking Culture and the Environment

268 Tourism and Indigenous Peoples
Number of people
80
70
60
50
40
30
20
10
0
0–10 11–20 21–30 31–40 41–50 51–60 61–70 71–80
Age groups
Fig. 15.3. Demographics of the Titjikala community. (Adapted from TCGC, 2006a).
preservation (Gunya Tourism, 2005, personal communication; Gunya
Australia, 2007; Gunya Tourism, 2008).
Throughout the research, particular emphasis was placed on the importance
of narrative, as story-telling is the cornerstone of knowledge transfer
within indigenous Australian communities (Dyer et al., 2003; Hall, 2007b;
Schuler et al., 1999). Using a critical ethnographic (Wolcott, 1999; Tedlock,
2000) and participatory action research approach (Bennett and Roberts, 2004)
within the community (Trau, 2006), data analysis of research therefore used
narrative as a medium. As a result, several storylines developed.
The ‘Gunya Story’ and the ‘Titjikala Story’ are outlined below. They provide
insights into how both joint venture partners view the enterprise by tracking
the initiation, evolution and future vision of Gunya Titjikala and gauging
the contribution of Gunya Titjikala to the sustainable livelihood of the Titjikala
community. The Gunya Story is led by first-hand accounts from key initiators
and stakeholders from Gunya Tourism, while the Titjikala Story is led by
Titjikala community members, transcending language and cultural barriers
known to traditionally inhibit knowledge transfer (Schuler et al., 1999).
The Gunya Story
From the very outset, the business model proposed for Gunya Titjikala aimed
to build capacity and create employment in remote indigenous communities.
During inception no government support or funding was received and financial
capital was solely raised through corporate philanthropy. One of the two
initiators of the enterprise did have a prior relationship with the Titjikala
community, though he explained that the community was chosen simply for
the challenge, so if it worked ‘we could basically take it anywhere’. Three
months before the joint venture arrangement was agreed upon a senior
project manager was on the ground conducting a community consultation; a
process Ashley and Roe (2003) argue should be continual and ongoing for