THE ECOLOGICAL MODEL
The Ecological Model draws from natural ecosystems which are defined as the network of interactions among organisms and between organisms and their environment. Social ecology is a framework or set of theoretical principles for understanding the dynamic interrelations among various personal and environmental factors. In a review of the literature on ecological economics, challenging the growth paradigm of the modern economy requires that Sustainable Community Development (SCD) practitioners recognize that over-consumption (at all levels from individual to national) is at the root of most Western sustainable development issues (Boyd, 2003; United Nations Development Programme [UNDP], 2003), including biodiversity loss, diminished air and water quality, threats to water supply, and global inequity, among others. The fundamental message behind SCD must be that choices about what and how much we consume have direct implications for social and ecological wellbeing; that, in fact, more is not necessarily better. Sufficiency as opposed to simple efficiency of consumption is the goal.
CORE STRATEGIES
1) Endorsing Limits to Growth
If the Rosseau Sanctuary is to effectively communicate the need for limits to growth, a growing local economy must never be solely applied as an indicator of increasing community well-being. Instead, alternative and more comprehensive models such as the Genuine Progress Indicator (GPI) (Aneilski et al., 2000; Redefining Progress, 2001), the Index of Sustainable Economic Welfare (Daly et al., 1989; England, 1998) or even tools like Sierra Business Council’s Wealth Index (Sierra Business Council, 1999) must be applied in conjunction with revenue. The Inner Arts Collective will help it’s community ask questions about both the costs and benefits of growth, in ecological and social Sustainable Community Development terms. They will facilitate opportunities for the community membership to redefine or re-vision success in terms of measures that are locally meaningful and genuinely positive. It is essential to the ecological and social well-being of the Rosseau Sanctuary community that these factors become an integral component of everyday decision making processes.
2) Endorsing Alternatives to Success
The Inner Arts Collective will also communicate the idea that while activities such as restoration, conservation, and community development are not usually considered economic drivers, they may in fact be critical elements in the strength of a local economy. Our Work Exchange Program will be one of the key components to ensuring a healthy eco-system of shared responsibility and contribution. Healthy ecosystems are not just nice features of successful communities— they are in fact central to the long-term financial well-being of communities (Aneilski et al., 2001; Roseland, 1998). These contributions of restoration, conservation and community development to the Rosseau Sanctuary are not being considered primarily in terms of an overall contribution to economic growth, but a source of stabilization or regeneration of natural and social capital resources.
3) Varying Use Rates
Membership fees and booking rates will be designed to encourage repeat bookings. priority must be given to marketing to groups that will make maximum use of the facilities, preferably on a repeat use basis. Smaller groups that use only weekends are one target group, and groups with longer bookings that utilize a higher number of bookings per year are preferred.
4) Expanding the Facilities
The Inner Arts Collective aims to work with the local community to expand facilities to include adult accommodation that is suitable for clients that expect a higher degree of comfort and privacy than what dorm-style sleeping accommodations can provide. Accommodations would include bunkie cabins as well as cabins or glamping tents for singles, couples, and families, and will be considered a very high priority. This new accommodation will be designed to support workshops and board retreats. A preliminary proposal would consist of four clusters of various sizes (1-4 beds each), each with small stove and access to an outhouse nearby. These units could share some common space, such as a meeting room, bonfire area, or central tent / dome structure.
5) Marketing
A targeted marketing program must be instigated that focuses on key groups in the primary market areas of the Township of Muskoka Lakes, Sudbury, Parry Sound, and Greater Toronto Area. The marketing program should emphasize establishing personal relationships and face-to-face contact with potential users of the retreat - both attendees as well as facilitators. Key target groups include: spiritual organizations; yoga festivals; environmental groups; permaculture organizations; health and wellness organizations / initiatives, especially those targeting individuals over 35 years old.
6) Investment
Over a three year period, investments in infrastructure and development will be needed. The priorities for investment (human, social, and capital) include:
a) Volunteer and Leadership camp development;
b) New adult accommodation;
c) Deficit financing during the next three year development phase;
d) Aesthetic up-grade to the overall site;
e) Enhanced marketing effort over the next three years;
f) Infrastructure improvements needed for long term viability.
7) A Leadership and Volunteer Management Plan
This plan will be developed to guide and support the leadership team and volunteers, including succession planning and knowledge exchange. The Plan will also include the probability of short-term deficits over the next three years while we build human and social capital. A well-defined oversight process will be created to support and supervise leadership team and volunteers, including recruitment, training, retention, and succession planning. This process should provide explicit benchmarks for performance, as well as outline steps that will be taken to address any deficiencies or unsustainable patterns.
8) Establishing Partnerships and Relationships with broader community initiative
The Rosseau Sanctuary is one hub within a broader community vision, including bio-dynamic farming, building, adventure wilderness, and a growing number of micro-businesses operating out of a total of 400 acres. The Inner Arts Collective will create opportunities for its membership to connect with the broader community, and look at opportunities for collaboration.
If the Rosseau Sanctuary is to effectively communicate the need for limits to growth, a growing local economy must never be solely applied as an indicator of increasing community well-being. Instead, alternative and more comprehensive models such as the Genuine Progress Indicator (GPI) (Aneilski et al., 2000; Redefining Progress, 2001), the Index of Sustainable Economic Welfare (Daly et al., 1989; England, 1998) or even tools like Sierra Business Council’s Wealth Index (Sierra Business Council, 1999) must be applied in conjunction with revenue. The Inner Arts Collective will help it’s community ask questions about both the costs and benefits of growth, in ecological and social Sustainable Community Development terms. They will facilitate opportunities for the community membership to redefine or re-vision success in terms of measures that are locally meaningful and genuinely positive. It is essential to the ecological and social well-being of the Rosseau Sanctuary community that these factors become an integral component of everyday decision making processes.
2) Endorsing Alternatives to Success
The Inner Arts Collective will also communicate the idea that while activities such as restoration, conservation, and community development are not usually considered economic drivers, they may in fact be critical elements in the strength of a local economy. Our Work Exchange Program will be one of the key components to ensuring a healthy eco-system of shared responsibility and contribution. Healthy ecosystems are not just nice features of successful communities— they are in fact central to the long-term financial well-being of communities (Aneilski et al., 2001; Roseland, 1998). These contributions of restoration, conservation and community development to the Rosseau Sanctuary are not being considered primarily in terms of an overall contribution to economic growth, but a source of stabilization or regeneration of natural and social capital resources.
3) Varying Use Rates
Membership fees and booking rates will be designed to encourage repeat bookings. priority must be given to marketing to groups that will make maximum use of the facilities, preferably on a repeat use basis. Smaller groups that use only weekends are one target group, and groups with longer bookings that utilize a higher number of bookings per year are preferred.
4) Expanding the Facilities
The Inner Arts Collective aims to work with the local community to expand facilities to include adult accommodation that is suitable for clients that expect a higher degree of comfort and privacy than what dorm-style sleeping accommodations can provide. Accommodations would include bunkie cabins as well as cabins or glamping tents for singles, couples, and families, and will be considered a very high priority. This new accommodation will be designed to support workshops and board retreats. A preliminary proposal would consist of four clusters of various sizes (1-4 beds each), each with small stove and access to an outhouse nearby. These units could share some common space, such as a meeting room, bonfire area, or central tent / dome structure.
5) Marketing
A targeted marketing program must be instigated that focuses on key groups in the primary market areas of the Township of Muskoka Lakes, Sudbury, Parry Sound, and Greater Toronto Area. The marketing program should emphasize establishing personal relationships and face-to-face contact with potential users of the retreat - both attendees as well as facilitators. Key target groups include: spiritual organizations; yoga festivals; environmental groups; permaculture organizations; health and wellness organizations / initiatives, especially those targeting individuals over 35 years old.
6) Investment
Over a three year period, investments in infrastructure and development will be needed. The priorities for investment (human, social, and capital) include:
a) Volunteer and Leadership camp development;
b) New adult accommodation;
c) Deficit financing during the next three year development phase;
d) Aesthetic up-grade to the overall site;
e) Enhanced marketing effort over the next three years;
f) Infrastructure improvements needed for long term viability.
7) A Leadership and Volunteer Management Plan
This plan will be developed to guide and support the leadership team and volunteers, including succession planning and knowledge exchange. The Plan will also include the probability of short-term deficits over the next three years while we build human and social capital. A well-defined oversight process will be created to support and supervise leadership team and volunteers, including recruitment, training, retention, and succession planning. This process should provide explicit benchmarks for performance, as well as outline steps that will be taken to address any deficiencies or unsustainable patterns.
8) Establishing Partnerships and Relationships with broader community initiative
The Rosseau Sanctuary is one hub within a broader community vision, including bio-dynamic farming, building, adventure wilderness, and a growing number of micro-businesses operating out of a total of 400 acres. The Inner Arts Collective will create opportunities for its membership to connect with the broader community, and look at opportunities for collaboration.