ILULISSAT ICEFJORD CENTRE

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1 ILULISSAT ICEFJORD CENTRE This report contains an analysis and a plan for an information centre at the Icefjord in Ilulissat. The analysis was conducted for Qaasuitsup Municipality and Realdania by Dansk Bygningsarv and Rambøll.

2 ILULISSAT ICEFJORD CENTRE Second edition 2014 Impression: 50 Publishers: Cool Gray A/S Photographs: Dansk Bygningsarv Design & layout: Hvid Hverdag

3 ILULISSAT ICEFJORD CENTRE This report contains an analysis and a plan for an information centre at the Icefjord in Ilulissat. The analysis was conducted for Qaasuitsup Municipality and Realdania by Dansk Bygningsarv and Rambøll.

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5 CONCLUSIONS AND RECOMMENDATIONS Introduction p. 6 / Conclusions & recommendations p. 8 FRAMEWORK CONDITIONS Climate p. 14 / Globalisation p. 16 / Infrastructure p. 18 / Tourism p. 22 / The Icefjord p. 25 CONCEPT & BUSINESS IDEA Background p. 32 / Vision p. 34 / Concept p. 35 / Activities p. 36 / Target groups p. 38 / Business idea p. 40 MARKET ANALYSIS Evaluation p. 44 / The market p. 46 / Case analysis p. 50 RUNNING THE ICEFJORD CENTRE Operation p. 56 / Operating organisation p. 58 / Operating budget p. 60 / Case analysis p. 62 THE PHYSICAL SETTING New centre p. 66 / Location p. 68 / Functions p. 70 / Connections p. 72 / Dissemination p. 74 / UNESCO p. 75 CONSTRUCTION BUDGET Construction budget p. 78 / Funding p. 80 CONSTRUCTION ORGANISATION & PROCESS Organisation p. 84 / Process plan p. 88 APPENDIX Inspiration p. 94 /Bibliography p. 98 / Interviews p. 99 3

6 FRAMEWORK CONDITIONS 4

7 INTRODUCTION INTRODUCTION P/6 CONCLUSIONS & RECOMMENDATIONS P/8

8 INTRODUCTION Introduction INTRODUCTION The Ilulissat Icefjord is located at Disko Bay on the west coast of Greenland, 250 km north of the Arctic Cirle. In Greenland it is called Kangia. The Icefjord is a spectatular place where global climate change is unfolding and where it is possible to see one of the world s most active, calving glaciers at close quarters. At Ilulissat Icefjord visitors can observe how global climate change is taking place in a beautiful and distinctive context. Greenland s icecap contains information about thousands of years of geological development and climate change, and the area around Ilulissat is an ideal starting point for studies of climate change an issue that is currently high on the global political agenda. addition to the professional opinion formers, visitors comprise cruiseship tourists who spend between a few hours and a few days in Ilulissat, and independent travellers who usually spend about three days in the town and the surrounding area. In 2004, the icefjord was designated a UNESCO World Heritage site. This implied a duty to inform visitors about this unique place, and the idea of creating an information centre for Ilulissat Icefjord was developed over a long period of time. Ilulissat is still without such a place for communication of knowledge about the icefjord that matches the spectacular scenery without overpowering it. The Icefjord is also one of the few places in the world where it is still possible to feel totally alone. The magnificent scenery makes visitors realise that they are mere humans in a wider context, and it inspires reflection. Despite its diminutive size, Ilulissat is already a destination for politicians, heads of state, scientists and debaters from around the world who want to put climate change on the agenda. Each year around 30,000 people visit this small Greenlandic town, a figure that is expected to increase in coming years. In ICEFJORD CENTRE 6

9 INTRODUCTION Introduction 7

10 INTRODUCTION Conclusions & recommendations CONCLUSIONS & RECOMMENDATIONS We believe the establishment of an Icefjord Centre in Ilulissat would offer great potential in terms of promoting the Icefjord and Ilulissat as tourist destinations. The building should be small in scale, but should feature high architectural quality. The Icefjord Centre is expected to require an annual grant to operate the facilities. Based on the analyses made, a new Icefjord Centre is likely to add great potential to Ilulissat and be a fine stepping stone for continued development of the Icefjord as a tourist destination, which would benefit the entire region. However, it will not be possible to run such a centre as a viable business in Ilulissat on market terms alone. An Icefjord Centre in Ilulissat will be part of a globally oriented Greenland, which is currently working to- wards greater political and economic independence and which is to an increasing extent becoming a global geopolitical focal point. Ilulissat is already a destination for international, high-profile visitors who come to see the icefjord and be where climate change is truly unfolding. The Icefjord Centre should build on this position, thus helping to boost local pride and identity considerably and to generate new jobs. ILULISSAT IS ALREADY A DESTINATION FOR INTERNATIONAL HIGH- PROFILE VISITORS, WHO COME TO SEE THE ICEFJORD AND BE WHERE CLIMATE CHANGE TRULY UNFOLDS. 8

11 INTRODUCTION Conclusions & recommendations THE ICEFJORD CENTRE IN FIGURES FLOOR AREA OF THE BUILDING Net floor area; 620 m 2 - equal to a gross floor area of about 800 m 2 (approximately 30 per cent for corridors, walls, staircases and technical installations) ESTIMATED CONSTRUCTION COSTS DKK 108 million including construction, project development, site preparation, exhibition and information facilities, and contractor contingency. LOCATION The centre will be located at the southeast end of the former heliport midway between the town of Ilulissat and the icefjord. EXPECTED NUMBER OF VISITORS 17,000 paying visitors a year at an average ticket price of DKK 75. EXPECTED OPERATING COSTS DKK 4,250,000 per year EXPECTED OPERATING INCOME DKK 2,250,000 per year MUNICIPAL OPERATING GRANT DKK 2,000,000 per year (equivalent to an increase of DKK 1 million relative to the current operating grant for the Icefjord Office, which we suggest should be integrated into the Icefjord Centre). THAT IS WHY THE ICEFJORD CENTRE SHOULD BE A SIMPLE AND SENSITIVELY LOCATED SMALL-SCALE BUILDING OF HIGH ARCHITECTURAL QUALITY LOCATED NEAR THE FORMER HELIPORT MIDWAY BETWEEN THE ICEFJORD AND THE TOWN OF ILULISSAT. 9

12 INTRODUCTION Conclusions & recommendations The Icefjord Centre concept The analysis proposes that an Icefjord Centre in Ilulissat should be a venue for communication, a point of arrival and a gathering point where the local and global significance of the icefjord is communicated to national and international visitors holidaymakers, local residents, scientists and scolars in a simple, attractive and relevant setting for Greenlandic and international tourists, local residents and professional visitors. The Icefjord Centre will communicate knowledge about global climate change, the cultural heritage of Greenland and UNESCO world heritage against the backdrop of the Icefjord and on the basis of research conducted in the area. The Icefjord Centre will be a point of arrival for visitors to the fjord and be a place where people can take a break and gain some relevant knowledge both before and after their walks in the landscape. The Icefjord Centre will serve as a gathering point for climate scholars, researchers and others with a professional interest in the area who come to visit Ilulissat from all over the world, wanting to put climate change on the political agenda, but also for local residents, who can use the exhibition, museum shop and café facilities.despite its small scale, the Icefjord Centre should feature high arhictectural quality. Market and business model Tourism in Greenland is growing, and Ilulissat is the country s primary tourist destination, attracting visitors who arrive by cruiseship or plane.the Icefjord Centre will be a considerable boost to tourism in Ilulissat and in Greenland as a whole. It would make both Ilulissat and the Disko Bay more attractive tourist destinations because it would widen the field of possible tourist experiences in the area, thus forming a basis for longer stays at the icefjord, in the town and in nearby settlements. The Centre would thus contribute to a more sustainable form of tourism: socially, culturally, environmentally and financially. The Icefjord Centre should be seen as part of a general enhancement of the tourist destination and the development of Destination Icefjord through the provision of a wide range of activities and experiences that will make visitors stay longer in Ilulissat. Physical Setting The Icefjord Centre should primarily convey the local and global significance of the icefjord to national and international visitors, local residents and scholars, and should do so in a simple, attractive and relevant setting without overpowering the real star of the area: the spectaular, unspoilt natural scenery. UNESCO demands both protection of the area s unique values and communication about them to a wider audience, and tourists demand ease of access and an array of experiences that are relevant and make a lasting impression. By virtue of its high architectural quality that relates to and is subordinate to the surrounding landscape, the Icefjord Centre can help promote sustainable conservation and increase awareness of the natural and cultural values associated with the Icefjord. The Icefjord Centre should therefore be a simple building characterised by its small scale and high architectural quality, attractively located at the former heliport between the icefjord and the town of Ilulissat. Through its communication of knowledge, the Centre should help enhance the overall visitor experience of the entire Ilulissat area, including nearby settlements, towns and landscapes. The Icefjord Centre should have a net floor area of about 620 m 2 (equivalent to a gross floor area of 800 m 2 ). The centre should be complemented by a number of points of interest in the surrounding landscape. It is important that any interference with the landscape is of a reversible nature and adapted to the landscape. 10

13 INTRODUCTION Conclusions & recommendations Organisation The local authority may be entrusted with the operation of the Icefjord Centre, provided that it undertakes to own, run and develop the centre. Alternatively, the Icefjord Centre should be a self-governing institution. A separate construction organisation based in Copenhagen should be set up in the construction and project development phases. The construction and project development phase is expected to last about four years, including the preparation of the brief, the design competition, the design phases, the organisation of the exhibition, the tender procedure, constrution, etc. The construction organisation will be in charge of the process leading to the establishment of the Icefjord Centre. An operations manager should be involved in the project development to ensure cohesion between project realisation activities and the subsequent operation of the centre. A new innovative international board composed of high-profiled people representing commerce and industry, the tourism sector, museum circles and the climate sector should be set up to ensure an innovative approach, high quality and development. It is recommended that the current Icefjord Office be integrated into the Icefjord Centre to ensure synergy and a high level of activity in the building. Other institutions such as museums and tourist organisations should not be integrated into the Icefjord Centre. A streamlined organisation with six permanent employees will be set up to operate the centre in the peak season. This organisation will handle both activities in the Icefjord Centre and the activities currently managed by the Icefjord Office, including the management of the World Heritage site. Construction budget It is estimated that the entire project can be realised within a budgetary framework of DKK 108 million: DKK 62 million for the building facilities (including DKK 10 million for contingencies), DKK 15 million for site preparation, DKK 10.5 million for exhibition and information activities, DKK 16,5 million for the project development and construction stages, DKK 2 million for information activities and for ensuring accessibility in the nearby landscape and DKK 2 million to enhance the link between the town and the Icefjord Centre. Funding should be further explored, and it should be decided whether funding could be raised partly from the following parties: 1) The Government of Greenland and Qaasuitsup Municipality, who could perhaps fund site preparations and a proportion of project development costs, 2) who could finance construction costs and the cost of developing and establishing the exhibition and information activities at the Centre. Operating budget The analysis shows that, in the long run, the cost of operating the Icefjord Centre could be covered by the current DKK 1 million grant to the Icefjord Office. However, it is estimated that an annual municipal grant of DKK 2 million will be required in the first years of operation. The Icefjord Centre will generate an income in the region of DKK 2.25 million a year from ticket sales, the shop, the lease of the café and sponsor contributions, whereas expenses would amount to approximately DKK 4.25 million once the operation of the centre stabilises after a three-year start-up period. Revenue is expected to be generated from about 17,000 visitors who pay DKK 75 on average for a ticket and spend money in the shop and café. In the first two years of operation, the Icefjord Centre is estimated to need start-up funding of DKK 250,000 annually to cover increased marketing, communication and other expenses and to compensate for low income in the first period of operation. Qaasuitsup Municipality is expected to meet this increased funding requirement as part-owner of the Centre and because of its obligation to operate the Centre. 11

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15 FRAMEWORK CONDITIONS CLIMATE P/14 GLOBALISATION P/16 INFRASTRUCTURE P/18 TOURISM P/22 THE ICEFJORD P/25 13

16 FRAMEWORK CONDITIONS Climate CLIMATE CHANGE IN GREENLAND AND THE WORLD Ilulissat icefjord is a unique place to observe climate change at close quarters and Ilulissat is already a destination for opinion formers from around the globe, who want to put climate change on the agenda. GREENLAND AS A FOCAL POINT FOR THE CLIMATE DEBATE In the Arctic, the extent and consequences of global climate change are significant because temperatures are rising particularly fast in the Arctic region. Recent scientific studies conclude that, since 1980, the warming in the Arctic has been twice as fast as on the rest of the world. In , the Arctic experienced the highest average temperatures recorded since measurements began in About 85%, or approximately 1.7 million km², of Greenland's land mass is covered by ice. Climate change has resulted in a significant melting of this ice sheet, and research indicates that twothirds of the world rise in sea level is a result of the melting of Greenland's ice cap 2. Climate change in Greenland is effecting on global climate and environmental conditions, which means that Greenland is increasingly on the international environmental policy agenda. In Greenland, the challenges of climate change have led to a number of environmental problems. Greenland s Arctic landscape and wildlife are vulnerable, as its ecosystems are adapted to the normally low temperatures in the Arctic. 3 Temperature increases lead to changes in flora and fauna as well as changes and a decline in the fish stocks around Greenland, which has, among other things, already led to the introduction of fishing quotas. But climate change is also bringing with it new opportunities in the form of new shipping routes in the Arctic waters around Greenland, and rising temperatures may provide easier access to Greenland s underground oil, gas and mineral resources and a possible increase in Greenland's agricultural production. ILULISSAT: A LOCAL PRISM OF GLOBAL CHANGE Ilulissat enjoys a very special location at the mouth of the 60 km long icefjord, or kangia in Greenlandic. At the bottom of the Ilulissat Icefjord is the largest and most active glacier outside Antarctica, Sermeq Kujalleq, which measures about 3,000 km² and calves about 40 km 3 of ice a year. In recent years the glacier has withdrawn several kilometres 4, a change which can be observed at close quarters and is a direct consequence of climate change. For this reason, and because of its natural beauty, Ilulissat Icefjord has garnered a great deal of attention, both at home and abroad. The area around the icefjord is unique, because it is possible to watch global climate change unfold, and Ilulissat Icefjord has become a symbol of the effects of global warming. Ilulissat has already become a global stage for the world's high-profile opinion formers in the fields of climate change and global warming. 14

17 FRAMEWORK CONDITIONS Climate 15

18 FRAMEWORK CONDITIONS Globalisation A GLOBALISED GREENLAND The Arctic and Greenland are increasingly becoming a global geopolitical focal point. The world's eyes are turning towards Greenland, and Greenland is increasingly turning to the global community to create opportunities for finance and the business community. GREENLAND IN THE WORLD The Arctic and Greenland are increasingly becoming a global geopolitical focal point. The international community is focused on the impact of climate change in the Arctic and its implications for the global environment and climate trends. At the same time, the outside world has begun to take note of the region's economic potential in the form of mineral resources such as oil, gas and rare minerals. AUTONOMY AND INDEPENDENCE Greenland was granted autonomy in Since then, there has been a trend towards increasing independence from Denmark. It is expected that, in time, Greenland will assume responsibility for more and more areas of society. This increasing autonomy means that Greenland still receives a block grant from Denmark, but future block grants will be reduced by half of the amount of income Greenland receives from the mineral resources sector. 5 Each year Greenland receives a block grant of DKK 3.5 billion from Denmark, so Denmark has substantial financial interests in the country, while of course Denmark and Greenland remain closely linked in terms of history, language and culture. NEW OPPORTUNITIES FOR GREENLAND'S BUSINESS COMMUNITY We are currently witnessing a major readjustment in Greenland s business community. In recent years, the fishing industry, which accounts for 95% og Greenland's total exports, has experienced positive growth driven by rising export prices for fish and the introduction of new export markets such as Asia. 6 But fishing is also under pressure because of the increasing number of quotas, which may lead to a future decline in the sector's economic importance. However, recent years have also witnessed an increased focus on the potential for mining in Greenland and on the economic and business development potential of this sector. It is estimated that the Arctic could contain as much as 30% of the world's undiscovered gas resources and 10% of its undiscovered oil resources. Mining rare minerals THE POPULATION OF GREENLAND Greenland has 56,000 inhabitants. Its population is expected to remain stable over the next 20 years, but the average age is expected to increase from the current 34 years to 37. That still makes Greenland's population somewhat younger than Denmark's, where the average age is now 40 years. 10 Greenland is characterised by a lack of manpower in a number of sectors and a net emigration from the country of about 600 people a year. 11 Approximately 90% of Greenland's population was born in Greenland, and about 10% outside Greenland

19 FRAMEWORK CONDITIONS Globalisation offers additional opportunities 7. Thus, there are expectations that the mineral resources sector could more than offset the impact of lost revenue from fishing. But there is also a great deal of uncertainty connected with the mining issue, which depends on the success of current explorations and the creation of suitable legislative framework conditions. 8 Another option for Greenland's business community is to build on the upward trend in tourism, which is one of the business areas in Greenland that is expected to see growth in coming years. The goal is for Greenland, by 2020, to be an internationally desirable destination of particular interest because of unique Arctic experiences it offers and its focus on sustainable tourism. 9 THE ILULISSAT BUSINESS COMMUNITY Ilulissat is Greenland's third largest town, and the central town of Green- land's north-western municipality, Qaasuitsup. With its 660,000 km² Qaasuitsup is not only Greenland's, but also the world's largest and northernmost municipality. Ilulissat has approximately 4,500 inhabitants. Together with tourism, the fishing industry is Ilulissat's main source of income. The icebergs in Ilulissat Icefjord make for a particularly nutrient-rich sea, which is why hunting and fishing have always been important activities in the area. In 1961, Greenland's largest fishing group, Royal Greenland, built its first factory in Ilulissat. The factory has since been renovated and expanded, so that today it processes all of Royal Greenland's shrimp and halibut production in Greenland. As the largest company in Ilulissat, Royal Greenland employs a staff of Besides fishing, tourism represents the main source of income for the town. THE GOAL IS FOR GREENLAND, BY 2020, TO HAVE BECOME AN INTERNATIONALLY DESIRABLE DESTINATION OF PARTICULAR INTEREST DUE TO OF ITS UNIQUE ARCTIC EXPERIENCES AND ITS FOCUS ON SUSTAINABLE TOURISM. THE NORTHWEST PASSAGE Over the next years, the continued melting of ice in the Arctic Ocean is expected to result in a partial opening of the Northwest Passage above North America and the Northeast Passage above Russia. This will shorten the world's shipping lanes considerably and eliminate a number of routes through politically unstable regions and pirate-ridden waters. It will also substantially enhance Greenland's geopolitical importance. 17

20 FRAMEWORK CONDITIONS Infrastructure INFRASTRUCTURE AND PLANNING IN GREENLAND Greenland's difficult infrastructure forces people to move away from the smallest settlements and mostly relocate to four centres of growth. One of these four is Ilulissat, where several initiatives are currently underway to improve and upgrade the city's infrastructure and planning. CONNECTIONS IN GREENLAND Generally, the Greenlandic infrastructure is a challenge for the country, as it is expensive to travel between towns and settlements. This results in a lack of mobility for local residents, making the country a costly destination for tourists and for example, draining municipal budgets, with civil servants and politicians also having to serve the more remote areas of the municipalities. Under the former head of government, Kuupik Kleist, a transport commission developed the basis for the future development of Greenland's infrastructure. The commission's 2012 report includes the suggestion that Greenland's transport hub should be moved from Kangerlussuaq to Nuuk. However, some groups in Kangerlussuaq and nearby towns and settlements are working to keep Kangerlussuaq as the transport centre for visitors from Europe. There are also people working to have a road built between Kangerlussuaq and Sisimiut, because they believe that it would represent a significant improvement to the area's infrastructure if people could drive from the airport to Greenland's second largest town and major centre for business and education. FROM SETTLEMENTS TO CENTRES OF GROWTH Greenland is currently experiencing a trend towards concentration into four major centres of growth in the country. The country's most vigorous towns are growing, whereas there are fewer and fewer inhabitants in the really small settlements, many of which it has been necessary to shut down completely. This is a significant change in a country where until recently life was lived in small, isolated communities. THE TOWN OF ILULISSAT The town of Ilulissat is very much defined by the surrounding natural landscape. Ilulissat is located in hilly terrain, surrounded by fjelds that provide views of both the icefjord and Disko Bay. The town of Ilulissat is a low, scattered settlement of wooden houses, interspersed with larger govern- ment-funded buildings erected in the middle of the last century: blocks of flats, municipal offices and school buildings, designed by Danish architects like Henning Larsen and built all on a scale that the town had never seen before. On the town s outskirts are large areas designated for sledge dogs. South of the town are the icefjord and the landscape around it, declared a protected area in The area is subject to "The Protection Executive Order for the Ilulissat Icefjord", which is aimed at protecting the natural beauty of the icefjord landscape and the natural and cultural history of the area. The protection order restricts building, construction and traffic in the area. 15 In 2004 the protected area was designated a World Heritage Site. In conjunction with this honour and at the request of UNESCO, a "buffer zone" was established between Ilulissat's urban boundary and the protection boundary of the icefjord area. The purpose of the buffer zone is to ensure that there is no activity 18

21 FRAMEWORK CONDITIONS Infrastructure THE FOUR CENTRES OF GROWTH Greenland's population and industry are becoming concentrated in four centres of growth. ILULISSAT: Ilulissat is the administrative centre of Qaasuitsup Municipality and has roughly 4,600 inhabitants. People have lived in Ilulissat for 4,400 years, the Inuits having settled on the banks of the fjord in the earlier settlements in Sermermiut. The icefjord is still the lifeblood of Ilulissat. The fertile icefjord area is increasingly helping to attract tourists to the area, which is Greenland's main tourist destination, with one-third of Greenland's total number of tourists. 14 In 2004 the Ilulissat Icefjord was added to the list of UNESCO's World Heritage sites. SISIMIUT: Sisimiut is the second largest town in Greenland and the administrative centre of Qeqqata Municipality. Sisimiut has about 5,500 inhabitants and is characterised by manufacturing companies, a thriving business community and several educational institutions. NUUK: Nuuk is the capital city of Greenland, located in the municipality of Sermersooq. Nuuk is Greenland's administrative centre and biggest town, with roughly 15,000 inhabitants. Nuuk is characterised by its status as the administrative centre, and much of the population is employed in government administration. Kangerlussuaq SOUTHERN GREENLAND:Southern Greenland is known as, the Garden of Greenland. It is green and fertile, and the climate in the deep fjords is warm by Greenland standards. Southern Greenland is an agricultural area, and many people earn their living from sheep. The biggest town in Southern Greenland is Qaqortoq. It has a population of 3,500 and is the region's cultural and educational centre. Narsasuaq is a former American base and airport, and now serves as the gateway to Southern Greenland. 19

22 FRAMEWORK CONDITIONS Infrastructure The Alta World Heritage Centre for Rock Art The Alta Museum also presents some of UNESCO s world heritage, allowing visitors a closer look at the area's rock art from a 2.9 km long walkway. (Read more on p. 95.) in the vicinity of the World Heritage Site that could reduce its conservation value. UNESCO focuses especially on limiting activities in the buffer zone, which is visible from the protected World Heritage Site, including construction in particular. Buildings in the buffer zone are subject to strict requirements with respect to their location, appearance, height etc. 16 The protected World Heritage Site and the buffer zone south of Ilulissat are a determining factor for the town's development. Since restrictions in the area limit the scope of construction and traffic, Ilulissat's urban zone is expected to evolve northwards in the areas around the Hotel Arctic and Ilulissat Airport. Municipal authorities are discussing the possibility of establishing new commercial areas north of the town, and are considering whether commercial activities and facilities should be moved from Ilulissat South to Ilulissat North. This would involve cleaning up the areas located near the buffer zone and the World Heritage Site. They are also discussing whether the town s new school, which will replace the current one in the Ilulissat town centre, should be built in Ilulissat North. The urban zone cannot be expanded towards the east at this time, because the land here is used for water recovery purposes, and it is believed that there could be a risk of contamination by waste water. In addition to the unique landscape around the icefjord, the area around Ilulissat abounds in unique, Greenlandic cultural history. For over 4,400 years, people have lived in the area around the icefjord because of the nutrient-rich ocean waters, and on the banks of the icefjord lies the ancient settlement of Sermermiut, which is now a national protected archaeological and cultural monument. The Greenland National Museum is expected to establish a small system of paths and signs to help preserve the settlement and help people learn about it. THE INFRASTRUCTURE OF ILULISSAT In Ilulissat, people either drive or walk. The roads are simple and have no pavements, so one characteristic of Ilulissat's internal infrastructure is the town's informal system of wooden boardwalks for pedestrians. The path systems were build over a number of years as the town grew in size. Today the system of paths is not particularly well advertised, and generally visitors who spend a couple of days in the town do not even notice it. An important additional part of the Ilulissat transport network outside the town consists of huskies. Ilulissat has approximately 3,000 sledge dogs and is famous in Greenland for having as many huskies as inhabitants. Ilulissat has both an industrial port and an airport, and the infrastructure to and from Ilulissat depends on them. Ilulissat airport was build in 1983 and today only small fixed-wing aircraft can land there today. Air Greenland operates several daily flights from Greenland's Atlantic airport, Kangerlussuaq. In the summer of 2012 Air Iceland was the first foreign airline to schedule direct flights to Ilulissat airport, with two weekly flights between Ilulissat and Reykjavik. In November 2012, Qaasuitsup municipal authorities decided that the airport's runway should be expanded to provide the airport with landing capacity for larger aircraft. The local council has also discussed the possibility of building a new port area to ensure better access to the harbour for the town's many visiting cruise ships. Port conditions in Ilulissat harbour are not adequate during times when the icefjord produces large quantities of ice floes. When large quantities of ice floes accumulate in Disko Bay and in Ilulissat harbour, they make it more complicated for both small and large cruise ships to dock in the harbour. In some cases the ice floes create a barrier of ice, which, with the current situation, makes it impossible for the ships to sail into the harbour. 20

23 FRAMEWORK CONDITIONS Infrastructure Heliport. The former heliport is currently characterised by a cluttered environment with containers, dog areas and abandoned buildings. 21

24 FRAMEWORK CONDITIONS Tourism TOURISM TRENDS AND THE POTENTIAL FOR GREENLAND Tourism is growing globally, and tourists tend to want a genuine and authentic experience. That is what Greenland and Ilulissat have to offer. A UNIQUE AUTHENTIC EXPERIENCE WITH A FOCUS ON THE PLACE Tourism is growing and has been growing globally for the past 50 years. After a minor setback in due to the financial crisis, global tourism regained momentum in 2010, and 2011 and 2012 witnessed steady growth in tourism worldwide of about 4% 17. At the same time, destination-driven tourism is evolving as a phenomenon, with tourists focusing on the destination and expecting an authentic experience. Tourists are to an increasing extent looking for experiences that make an impression, for example through immersion in unique landscapes or cultural environments or experiences for both body and soul in unfamiliar surroundings. TOURISM IN GREENLAND A major challenge for tourism in Greenland is the short peak season. Tourist numbers are the highest in the summer months from early July to late August. During the shoulder seasons in the months framing the peak season, the number of tourists drops somewhat and in the winter months very few tourist come to Greenland 18. Most tourists arrive by plane. From 2011 to 2012 there was a slight decline in the number of international passengers arriving by plane, but, over a longer period, the figure remained relatively stable at between 70,000 and 80,000 passengers on international scheduled flights 19. Cruise tourism has been growing for several years and is becoming increasingly important for the Greenland economy 20. Greenland Statistics show that in 2006 there were 22,051 cruise-ship tourists in the country, while in 2011 this had increased to 29, After years of continuous growth, data shows that 2012 witnessed a decrease in the number of cruise-ship tourists to 23, Greenland had 21,496 cruise-ship tourists in 2013, indicating the the decline has continued, albeit at a lower rate. STRATEGIC OBJECTIVES In 2012 the Government of Greenland compiled a national tourism strategy which includes a number of national performance targets for the development of tourism in Greenland up to : A 15% increase in the number of land-based tourists from the current level of 33,400 A 5% increase in the number of cruise-ship tourists from the current level An increase in tourism industry revenue from the current level of DKK 334 million to DKK 380 million 22

25 FRAMEWORK CONDITIONS Tourism 25 PERCENTAGE Unknown AGE Figure 1 / Tourists coming to Greenland mainly belong to relatively older age groups. In 2011, for example, 22.3% of tourists were over the age of 60. 7,000 TOTAL 6,000 5,000 4,000 3,000 2,000 1,000 0 Jan Feb Mar Apr May June July Aug Sep Oct Nov Dec Figure 2 / Bar graph of the tourist season The tourist season peaks in the summer months. 23

26 FRAMEWORK CONDITIONS Tourism The Møns Klint Geocenter: The peak season is also short in Denmark, and the information centres we studied close in the winter months. (Read more on p. 97) TOURISM IN ILULISSAT Tourism in Ilulissat has been growing in recent years, and today Ilulissat is Greenland's most popular tourist town. Of course the icefjord is the main attraction, drawing tourists from all over the world to this small town. As in the rest of Greenland, tourism in Ilulissat is characterised by a short peak season, which extends from early July to the end of August. In recent years the season has expanded: April, May and September have seen an increasing number of visitors. Most visitors spend between 2 and 8 days in the town. Cruise ship tourism represents a significant part of tourism in Ilulissat. The cruise ships vary in size from 100 to 3,000 passengers and dock in Ilulissat for anything from eight hours to two days. There is a trend towards fewer, but larger cruise ships. Ilulissat has four hotels, one of which is the four-star Hotel Arctic, owned by Air Greenland. It has a gourmet restaurant and conference facilities. The town also has several tour operators. The largest of them, World of Greenland, has built 10 luxury cabins at the Eqi glacier, 70 km north of the town. Another 15 cabins are being built in Ilimanaq, where Realdania Byg, World of Greenland and Qaasuitsup Municipality are renovating and restoring two houses dating from the 18th century. When fully restored, the houses will have a restaurant, a shop and a space to display information on the area. Read more about the tourism situation in Ilulissat in the market analysis. VISITORS TO ILULISSAT As in the rest of Greenland, tourism in Ilulissat is characterised by a short peak season, which extends from early July to the end of August. 24

27 FRAMEWORK CONDITIONS The Icefjord ILULISSAT AND THE ICEFJORD Although reflecting many years of a lack of planning, Ilulissat has grown and developed in harmony with the surrounding landscape and is today a result of the people that have settled in the area through the ages. Today, Ilulissat is one of Greenland s largest towns. In a structured approach to urban planning, most current developments are taking place in the northern part of town. The four maps on the following pages give an impression of the town structure in Ilulissat. THE MAP OF ILULISSAT This map shows relevant institutions in relation to the town, each other and the icefjord. Ilulissat, which is Greenlandic for icebergs, enjoys a spectacular location between Disko Bay and the mouth of the 60-km-long icefjord. The town of Ilulissat, as we know it today, was founded as a trading post in 1741 under the name Jakobshavn. The town is centred round a high street with a range of shops, a few supermarkets and two cafés. Ilulissat's Cultural and Community Centre was established in 2009 and serves as a meeting place and cultural centre for for the people of the town. The Centre houses a night school, clubs and sporting activities, along with events such as public meetings, lectures and film screenings. The town's local history museum is housed in the birthplace of the polar explorer and anthropologist Knud Rasmussen and has a permanent exhibition that presents the cultural history of the area. Ilulissat also has a small art gallery, which, in addition to a large collection of works by the painter Emmanuel A Pedersen has a guest house for visiting artists. "Brættet" is Ilulissat s local market square, where local hunters and fishermen sell their catch to locals and tourists. The town centre is also where the town's hospital and Greenland's only training college for nursery teachers are located. In addition to a teacher training college, Ilulissat has two schools. In 2012 the Government of Greenland passed a bill to invest in the construction of a new school in the Ilulissat 4. MAP OF ZONES This map shows the location and intensity of tourist activities, retail trade, housing facilities and industry in the town. MAP SHOWING FLOWS IN THE TOWN This map places the Icefjord Centre in a wider urban context and shows the relationship between airport, city and icefjord. 25

28 THE ILULISSAT ICEFJORD CENTRE FRAMEWORK CONDITIONS The Icefjord AIRPORT FLOW CHART The Icefjord is the main destination in Ilulissat for tourists arriving from land, by sea or by air. Ilimanaq and Eqi also have the potential to become destinations for visitors to Ilulissat. EQI Eqi is a calving glacier north of Ilulissat TOWN DISKO BAY INFORMATION CENTRE. 205 SERMERMIUT Sermermiut is. 96a 4,400-year-old settlement at the mouth of the icefjord HOLMS BAKKE Holms Bakke is a vantage point where the people of Ilulissat gather every year on 13 January to see the first rays of sun after months of darkness. ICE ILIMANAQ South of the icefjord is the settlement of Ilimanaq

29 54 69 THE ILULISSAT ICEFJORD CENTRE FRAMEWORK CONDITIONS The Icefjord THE TOWN OF ILULISSAT In Ilulissat, urban planning has to adapt to the surrounding landscape. Although small, the town has many relevant facilities for its population. Dog area HOTEL ARCTIC High Street SUPERMARKET HOTEL HVIDE FALK HOSPITAL HARBOUR THE TOWN HALL KNUD RASMUSSEN MUSEUM SCHOOL ART GALLERY ILULISSAT NURSERY TEACHER TRAINING COLLEGE HOTEL ICEFJORD "BRÆTTET" - THE TOWN'S FISH MARKET HIGH STREET JØRGEN BRØNLUND SCHOOL CULTURE AND COMMUNITY CENTRE RESTAURANT MARMARTUT OLD HELIPORT 27

30 THE ILULISSAT ICEFJORD CENTRE 54 FRAMEWORK CONDITIONS 69 The Icefjord ZONES Ilulissat shows traces of having evolved spontaneously and with no plan over a rather long period of time before a more strategic approach to town planning was adopted. Commercial area/industry Town centre/retail trade Residential Areas Tourism Public institutions ILULISSAT

31 FRAMEWORK CONDITIONS Notes NOTES 1 Kingdom of Denmark Strategy for the Arctic : Kingdom of Denmark Strategy for the Arctic : KLIMASTAFETTENS_REJSE_I_GRL.pdf 5 Cowi 2009: Kingdom of Denmark Strategy for the Arctic Cowi 2009: 10 9 Visit Greenland's Strategic Plan : Cowi 2009: Royal Greenland's Annual Report 2010: Tourism statistics The Government of Greenland's executive order no. 10 of 15 June 2007 regarding the protection of Ilulissat Icefjord 16 Qaasuitsup Municipal Council Meeting, 13 June 2012: Referater/Kommunalbestyrelsen/2012/KOM_03_12_ref_DK.ashx 17 UNWTO Tourism Highlights 2012 Edition 18 Transport, Tourism and Communications Tourism statistics "Tourism in numbers", Statistics Greenland and the Greenland Tourism and Business Council 21 Statistics Greenland Bank: 22 Statistics Greenland Bank: 23 Visit Greenland's Strategic Plan : Nyhedsforside/Nyheder_fra_dep_infra/24ny_folkeskole.aspx 29

32 3 30

33 CONCEPT AND BUSINESS IDEA BACKGROUND P/32 VISION P/34 CONCEPT P/35 ACTIVITIES P/36 TARGET GROUPS P/38 BUSINESS IDEA P/40 31

34 CONCEPT & BUSINESS IDEA Background BACKGROUND The idea of building an information centre for the Icefjord is nothing new. This proposal outlines a concept that can contribute to the development of Ilulissat as a town, a local community and a tourist destination. The Ilulissat Icefjord is located at Disko Bay on the west coast of Greenland, 250 km north of the Arctic Cirle. In Greenland it is called Kangia. The Icefjord is a spectatular place where global climate change unfolds and where it is possible to see one of the world s most active, calving glaciers at close quarters. For 4,400 years people have lived with the icefjord, which provides vast quantities of fish and marine mammals. Fishing and hunting are still important activities in the area, but the Icefjord is now also a gathering point for the world s climate scientists, for heads of state who want to put climate change on the agenda and for tourists who are attracted to this dramatic and distinctive place. The idea of enhancing the profile of the Ilulissat Icefjord is not new. There have been several attempts to define a sustainable project, and the idea of creating an information point for the Icefjord has been alive for many years. Most recently, Innovation Lab developed a concept that outlined a high-tech visitor centre, containing homes for artists, interactive conference facilities and a web-based community. Previously the Icefjord Centre was referred to as an icefjord station. In this brief we have chosen a more neutral term: Icefjord Centre. The present document is an attempt to clarify, simplify and tighten up the concept with recommendations for a clear vision, a clear communication concept and relevant activities. We expect the Icefjord Centre to contribute together with other development in the region to the overall development of Ilulissat and the icefjord area as a town, a local community and a tourist destination. GLOBAL CLIMATE CHANGE MANIFESTED At Ilulissat Icefjord visitors can observe how global climate change unfolds in an attractive, unique setting. Greenland s icecap contains information about thousands of years of geological and climatic development, and the area around Ilulissat is a particularly ideal place for the study of climate change, which is currently high on the political agenda throughout the world. Despite its small size, Ilulissat is already a destination for politicians, heads of state, scientists and commentators from around the world, who want to put climate change on the agenda. Global warming is more apparent in the Arctic than elsewhere because temperatures are rising faster than in the rest of the world, and the icefjord represents a stage on which climate change, which is being experienced and discussed throughout the world, can be observed at close range. This offers particular potential, which should play an important role in the establishment of an Icefjord Centre. The renovation and development of the historic environment in Ilimanaq (south of Ilulissat) and the establishment of new luxury cabins at the Eqi glacier (70 km north of the town) offer great potential for creating a combined tourist destination in the area around Ilulissat and the Icefjord. The UNESCO designation in 2004 brought with it a duty to communicate this very special place to visitors. A boardwalk was constructed, leading from the old heliport south of Ilulissat, through Sermermiut and out to Holms Bakke. The boardwalk allows older visitors and people of limited mobility to see the icefjord at close quarters. It also protects local vegetation from excessive load during peak visiting periods. But Ilulissat still lacks a way of communicating the Icefjord that can match the spectacular attraction without detracting from it. In the pages that follow we describe a vision, a concept and activities for an Icefjord Centre that would welcome visitors to the Icefjord in a worthy way and with respect for the natural environment, which is the essence of the experience. 32

35 CONCEPT & BUSINESS IDEA Background The Icefjord. In Ilulissat it is possible to live very close to the beautiful icefjord. 33

36 CONCEPT & BUSINESS IDEA VISION VISION The Icefjord Centre will convey knowledge about the icefjord, but will also be a venue for debate and an arrival point from which visitors can explore the icefjord landscape. The vision is that the Icefjord Centre in Ilulissat is to be a place for communication, arrival and gathering. Located in a simple, attractive and relevant setting, the Icefjord Centre will communicate the local and global importance of the icefjord to national and international tourists, local residents and visiting specialists. The Icefjord Centre will communicate knowledge about global climate change and Greenland s cultural heritage against the backdrop of the Icefjord and on the basis of research conducted in the area. The Icefjord Centre will function as an arrival point for visitors to the icefjord. It will provide the option of a stop en route to and from the icefjord, endowing visitors with rele vant knowledge before and after they venture into the landscape. The Icefjord Centre will be a gather ing point for climate commentators and visiting professionals from around the world who want to put climate change on the agenda, and for local people who can make use of the exhibition facilities, museum shop and café. / / The Icefjord Centre will be of the highest architectural quality. Boardwalk. A boardwalk already guides visitors out to the icefjord. The boardwalk benefits both tourists and the natural environment of the icefjord. 34

37 CONCEPT & BUSINESS IDEA Concept CONCEPT The Icefjord Centre will provide experiences of the highest international standard based on local knowledge and practice. The Icefjord provides an unspoilt setting and a beautiful natural scenery, which are highly prized qualities for many international visitors and are likely to become even more sought-after assets in the future. The designation of the Icefjord as a UNESCO World Heritage Site made the world aware of the Icefjord as a potential tourist destination. It is vital for the Icefjord Centre to support this potential with simple, attractive and ubobtrusive architecture and communication activities. The Icefjord Centre as A VENUE FOR THE COMMUNICATION OF KNOWLEDGE The fulcrum of the Icefjord Centre will be communication of current knowledge about the Ilulissat Icefjord and the global development of climatic conditions that can be observed at close quarters in the icefjord. The Icefjord Centre will communicate the Icefjord s 4,400-year-long history as a place of settlement and larder for local Inuits at Sermermiut, along with knowledge of the area s special glaciological conditions, the ice and the enormous icebergs. The local history of Sermermiut and the UNESCO World Heritage Site are closely linked to a global narrative of rising temperatures and global warming, with inevitable human adaptation and environmental consequences, not just for Ilulissat and the local area, but for the whole world. The Icefjord Centre as an ARRIVAL POINT The Icefjord Centre will in itself be an architectural attraction for both Ilulissat and Greenland. The Icefjord Centre will not take the majesty away from the landscape, but fit into it, inviting visitors to venture further out into Arctic nature. The Icefjord Centre will facilitate the encounter between people and landscape by providing knowledge, warmth and a place to stay. The Centre should provide the basic knowledge needed to move around safely and with sufficient knowledge of the surrounding landscape. Communication points should be established and accessibility ensured in the landscape, opening visitors eyes to the qualities for which the place is notable, creating new experiences or simply encouraging visitors to spend some time there. The Icefjord Centre as a GATHERING POINT The Icefjord Centre will be a gathering point for international climate commentators and for the local population of Ilulissat. Despite its relatively small size, Ilulissat is on the world map. Heads of state, leading scientists and climate commentators from all over the world visit Ilulissat, where climate is put on the agenda. The Icefjord Centre should contribute to this positive role as a centre for debate on climate change and global warming by giving global players an opportunity to meet, share knowledge and create debate at this relevant place. The inspiring setting in the heart of the icefjord landscape will create a setting for gatherings and discussions at selected events for the benefit of both local residents and visiting guests. There should also be space for local residents to use the Icefjord Centre as a place to take a break on treks to the Icefjord, a place to meet, have a coffee or make use of the museum shop. 35

38 CONCEPT & BUSINESS IDEA ACTIVITIES ACTIVITIES The Icefjord Centre s activities should be conducive to unobtrusive technical and experience-based communication about the icefjord. The Icefjord Centre should have a clear design identity that permeates all the centre s activities. The Centre should be a a place for knowledge, communication and gatherings and should feature the following activities: EXHIBITION The principal role of the Icefjord Centre as a place of communication will be to provide a permanent exhibition about the icefjord and the UNESCO World Heritage Site of the highest international quality. A small area should be reserved for new discoveries, communication initiatives or temporary exhibitions on relevant topics. The communication should in an absorbing and innovative way convey knowledge about the Icefjord to visitors, making use of technological resources to the extent that they contribute to the communication. However, the technological aspects should never take over from the primary attraction: the icefjord s spectacular Arctic landscape. The exhibition should be aimed at two target groups: visitors with limited prior knowledge and more well-informed visitors who expect high standards of information. CAFÉ AND SHOP The Icefjord Centre should have a top-quality, yet simple café and shop. The Icefjord Centre s café will provide an opportunity to rest and spend some time before or after treks. The menu will be kept simple, offering coffee, tea, cakes, light meals and cold drinks. The shop should sell high-quality souvenirs from Greenland to visitors and serve as a gift shop for local residents. In both areas of business it will be vital for products to reflect the place the visit is all about. Local, high-quality products will be used in both business segments, so the authentic experience of the icefjord will also extend to a culinary experience, and to the souvenirs that people can take home with them. BASIC TOURIST INFORMATION AND GUIDE SERVICE The Icefjord Centre should house a simple tourist information office, providing general information about Ilulissat and about the activities available in the area. The Icefjord Centre should provide a guide service to introduce the exhibition and take visitors on guided walks in the landscape. WEBSITE The Icefjord Centre should have its own website, outlining current exhibitions and events and presenting information about relevant climate research and basic knowledge of the icefjord. The website should be integrated with the current kangia.gl site and reflect the Icefjord Centre s design line. ICEFJORD OFFICE The Icefjord Office will be an integral part of the Icefjord Centre. This will guarantee all-year-round activity at the venue, and the Icefjord Office will be able to go about its work in a relevant, contemporary setting. FLEXIBLE MEETING FACILITIES The Icefjord Centre should provide flexible meeting facilities for events that may occur when scientists, politicians and commentators from around the world gather. COMMUNICATION AND ACCESSIBILITY IN THE LANDSCAPE Two very small-scale information points will create new experiences in the landscape around Holms Bakke and Kællingekløften. Accessibility should be ensured and information points should be established with the greatest respect for the UNESCO World Heritage Site, and all facilities should feature a completely reversible design. 36

39 CONCEPT & BUSINESS IDEA ACTIVITIES The rocky landscape In the autumn, black crowberries are abundant in the rocky landscape around the icefjord. The café at the Icefjord Centre should make use of the wealth of local foods from both land and water which are available in Ilulissat. 37

40 CONCEPT & BUSINESS IDEA TARGET GROUPS TARGET GROUPS The Icefjord Centre will have both a specialist and a popular dimension, catering for tourists who come for a good experience, for opinion formers who come to Ilulissat to put climate change on the agenda and for the local population of Ilulissat. THREE PRINCIPLES OF COMMUNICA- TION FOR THE ICEFJORD CENTRE 1. To gather and disperse in space The communication of information about Ilulissat Icefjord should not be isolated in one place, but should combine central communication efforts (in a physical information centre) with decentralised communication points and (to a certain extent) virtual communication. A highly efficient information centre can provide an overview and establish consistency across a wide geographic area. The information centre should give visitors a general introduction and provide them with the knowledge necessary to feel informed and safe when they venture out into the landscape, where various experiences can be offered in various places. The Icefjord Centre should have both a specialist and a popular dimension. The communication of knowledge should reach out to all target groups, while the Icefjord Centre as an arrival point should be aimed mainly at tourists. The Icefjord Centre as a gathering point should be focused more on the Centre s specialist target groups. TOURISTS The Icefjord Centre will mainly cater for international visitors who are fascinated by the icefjord s spectacular scenery and cultural and historical narratives: visitors who want more information about the icefjord, climate change and global warming for which the icefjord represents a special setting. The Icefjord Centre s exhibitions should cater not only for a target group of cruise-ship tourists, who are generally a little older and for whom the icefjord is not necessarily the main destination, but also for better-prepared visitors who have paid large sums of money just to see and experience the spectacular landscape of the icefjord. LOCAL RESIDENTS The Icefjord Centre should cater for the local residents of Ilulissat, who will be able to make use of the café as a gathering point and a pit stop when trekking in the countryside around the icefjord, or who can visit the exhibition or shop in the museum shop. OPINION FORMERS The Icefjord Centre should be a central gathering point for a target group of specialists who work to put climate change and global warming on the agenda. The Icefjord Centre could provide space for relevant debate events about global warming and be the ideal starting point for journalists, politicians and scientists who wish to highlight the challenges of climate change. 2. To adapt to and challenge visitors Tourists seek out experiences that make a lasting impression: experiences that transform the visitor just a little and thus have a lasting effect. Good communication adapts to its audience by meeting them at their own level, but also by challenging them and ensuring that they have a unique and memorable experience with an unexpected twist. 3. To create amazement and answer questions Good communication can create amazement and answer questions at the same time. Relevant information should be provided to visitors, but not until the visitors have had time to become amazed. There should be an opportunity to venture out into the landscape without encountering well-intentioned, but interfering information. Such information should be concentrated in the Icefjord Centre itself. The knowledge conveyed in the Icefjord Centre should be of high academic and scientific standing, but communicated in different ways so that both unprepared and extremely well-prepared visitors will be challenged at an appropriate level. Information points in the landscape should be silent and without words, gently facilitating people s encounter with the magnificent landscape. 38

41 CONCEPT & BUSINESS IDEA TARGET GROUPS TOURISTS ARRIVAL POINT VENUE FOR COMMUNICATION COMMUNICATION POINTS IN THE COUNTRYSIDE BASIC TOURIST INFORMATION GUIDE SERVICE PERMANENT+ TEMPORARY EXHIBITION CAFÉ AND SHOP WEBSITE ICEFJORD OFFICE LOCAL RESIDENTS FLEXIBLE MEETING FACILITIES SCIENTISTS OPINION FORMERS GATHERING POINT Figure 3 / Ilulissat Icefjord Centre will be a venue for communication, a point of arrival and a gathering point for visiting tourists, local residents, scientists and opinion formers. The model shows how the concept s themes, activities and target groups relate to each other. 39

42 CONCEPT & BUSINESS IDEA Business idea BUSINESS IDEA 1 As a must-see-attraction for tourists the Icefjord Centre would contribute to destination generation around the vicinity of the icefjord. Tourists will contribute to the business with admission fees and consumption. This section translates the concept into a business idea aimed at ensuring that the Icefjord Centre will be a viable business that creates value for its customers. The business idea describes how the Icefjord Centre will create value for its users and customers, and how the different customer segments will plough back this value to both the Icefjord Centre and the local community. The business idea for the Icefjord Centre has four constituent elements. 1 A must-see attraction and the creation of a destination centred around the Icefjord A global stage for climate change debate Local pride, identity and education Preservation and communication of world heritage The following pages clarify the four constituent elements of the business idea The Icefjord Centre should be a must-see attraction: a place people must visit when they come to Ilulissat and Greenland. Tourists visiting Ilulissat should feel that they have not really experienced the icefjord if they have not visited the Icefjord Centre. The Icefjord s status as a UNESCO World Heritage Site already makes it a mustsee attraction. The Icefjord Centre will add another experience of the icefjord to the existing options, thus making the experience of the icefjord accessible. Such a boost to the destination will encourage tourists to stay longer in Ilulissat and will thus have an effect that goes beyond the centre itself, thus adding to the town s other tourist offerings. The must-see status will encourage tourists to pay to visit the Icefjord Centre, which will generate revenue from ticket sale and purchases in the shop and café. 40

43 CONCEPT & BUSINESS IDEA Business idea 2 The Icefjord Centre will be a global stage for debate on the subject of climate change involving opinion formers from all over the world. Opinion formers will contribute to the Icefjord Centre's brand and credibility and attract sponsorship for the centre. The Icefjord Centre will be a global climate stage and a gathering point for opinion formers and visiting specialists from around the world who want to put climate change on the agenda. Opinion formers are already familiar with the Icefjord and visit it, and the management and board of the Icefjord Centre should have and develop a network of opinion formers to ensure that opinion formers come to the Icefjord to discuss climate issues. The Icefjord Centre and the world s opinion formers will be interdependent. For the opinion formers, the Icefjord Centre will create value as a stage on which to debate climate change. From the Icefjord Centre s point of view, the opinion formers and the attention they will attract will help put the Icefjord Centre on the map, reinforcing its brand and investing the centre with credibility. The opinion formers will not generate significant revenue for the Icefjord Centre, but their visits will help brand it in the eyes of both visitors and potential sponsors. For sponsors, it will be interesting to be a part of the venue where the global climate debate unfolds. 3 The Icefjord Centre will be an excursion destination for the local population of Ilulissat, thus contributing to local pride, identity and education. Support from the local population will add legitimacy to the centre. The Icefjord Centre will create value for the local population of Ilulissat as an excursion destination. The Icefjord, Holms Bakke and the paths in the area are already favourite destinations for local residents, and the Icefjord Centre will add new elements to their experience by providing information and will also be a place where people come to eat, drink or simply stay for a while. The Icefjord Centre will help create local pride, identity and education, not only through practical information about the Icefjord, but also by being a place people would be proud to show to others, which would have a positive impact on the identity of the town. The centre s high level of credibility as an international stage for opinion formers in the field of climate change and the building s high architectural quality will help boost local pride in the place. The local population will generate a moderate income from ticket sale and purchase in the shop and café but more importantly local support and feeling of ownership of the centre ensure the legitimacy of the Icefjord Centre, which will benefit from strong local endorsement. 4 The Icefjord Centre will take responsibility for the municipality's obligation to preserve and promote the World Heritage Site. The municipality would support the Icefjord Centre with an operating grant. For Qaasuitsup Municipality, the Icefjord Centre will create specific value, as it can use the Centre to meet its obligation to preserve and promote the World Heritage Site, thus meeting the requirements of UNESCO. The municipality will also benefit from increased tourism and the consequent expected growth in tourism in Ilulissat in general. Finally, the Centre will help create local pride and identity and communicate information to the local population about their very own icefjord, thus supporting the conservation of the site. The Icefjord Centre will therefore be owned and run by the municipality, and the municipality will be expected to contribute to its operation. The municipality already provides a significant contribution to the operation of the World Heritage Site through the Icefjord Office. 41

44 42

45 MARKET ANALYSIS EVALUATION P/44 BASIS P/46 CASE ANALYSIS P/50 43

46 MARKET ANALYSIS Evaluation OVERALL ASSESSMENT OF MARKET BASE AND VISITOR NUMBERS FOR THE ICEFJORD CENTRE Ilulissat has a combined market base of just over 35,000 visitors and residents with an upward trend, and the Icefjord Centre can expect between 17,000 and 24,000 annual visitors. Ilulissat has a combined market base of just over 35,000 visitors and residents, with an upward trend. Given that it is a must-see excursion destination in an area with relatively few attractions, a high penetration rate of 50-70% of the market base can be expected. The analysis shows that a future Icefjord Centre can expect between 17,000 and 24,000 visitors annually. This figure is expected to rise as tourism develops in Ilulissat. The Icefjord Centre in Ilulissat will be in a unique situation that is not comparable to the situation of other information centres. It will be isolated in a small town, which is only accessible by air or sea. It is a challenge that there are no coincidental passers-by in the area and that Ilulissat is an expensive destination. Conversely, it means that people are likely to visit the Icefjord Centre whilst in the area. The market analysis was based on interviews with tourism stakeholders at national and local level in Greenland: tourist organisations, tour operators, hotels, cruise lines and airlines. In addition, 16 similar cases from around the world have been analysed, and some of them were selected for more thorough studies based on questionnaires and interviews. Together with analyses of data from Statistics Greenland and existing reports, this provides reliable knowledge regarding the market base for the Icefjord Centre. ACCORDING TO THE ANALYSIS, A FUTURE ICEFJORD CENTRE CAN EXPECT BETWEEN 17,000 AND 24,000 VISITORS ANNUALLY. 44

47 MARKET ANALYSIS Evaluation Location The site of the Icefjord Centre midway between the town of Ilulissat and the Icefjord. 45

48 MARKET ANALYSIS The market THE MARKET BASE FOR AN ICEFJORD CENTRE IN ILULISSAT Population and tourism are both growing in Ilulissat, providing a reasonable market base for the Icefjord Centre TOURISM IS EXPERIENCING GROWTH WITH A DOUBLING OF THE NUMBER OF FOREIGN TOURISTS OVER A TEN-YEAR PERIOD. The total market base for Ilulissat has been calculated as the total number of people who stay in Ilulissat over the course of a year, either as inhabitants or visitors, ie the total number of potential visitors to the Icefjord Centre. The market base calculations are presented in the table at the bottom of the next page. THE LOCAL POPULATION IN ILULISSAT In 2012 Ilulissat had 4,600 inhabitants. Ilulissat is one of Greenland s major towns and growth centres and, with a trend towards concentration of the population of Greenland, Ilulissat can expect a steady influx of residents in coming years. Ilulissat s population can be broken down by age groups as follows: AGE PROPORTION IN % % % % % % % Ilulissat s population is relatively young, with a large group aged 7-16 and a large group of adults aged between 25 and 59. The number of inhabitants has grown slowly but steadily over the past ten years. Tourism is also growing, and on a somewhat larger scale, with a doubling of the number of foreign tourists over a ten-year period. The graph on page 49 illustrates the trend in population, domestic and foreign tourists, and cruise-ship tourists in Ilulissat. 46

49 MARKET ANALYSIS The market The small, brightly coloured wooden houses are an iconic feature of Greenland. Market base, Ilulissat Icefjord Centre Population of Ilulissat 4,525 4,470 4,533 4,511 4,512 4,584 4,528 4,546 4,606 4,652 Number of cruise-ship tourists in Ilulissat 4,024 5,569 5,462 7,117 7,437 11,119 8,951 18,495 11,373 9,908 Number of other domestic tourists 6,585 7,328 7,078 7,418 8,819 8,569 8,733 7,975 7,073 8,945 Number of other foreign tourists 4,812 6,093 9,711 9,255 11,661 12,085 10,259 10,965 11,365 13,719 Total market base 19,946 23,460 26,784 28,301 32,429 36,357 32,471 41,981 34,417 37,224 Figure 7 / Market base in Ilulissat 47

50 MARKET ANALYSIS The market CRUISE-SHIP TOURISTS IN ILULISSAT In 2010, 18,4951 cruise-ship tourists visited Ilulissat. Figures from Visit Greenland show that, of all towns in Greenland Ilulissat received the most cruise-ship tourists in In comparison, Qaqortoq in southern Greenland was visited by 17,687 cruise-ship tourists and Nuuk by 12,532 cruiseship tourists in the same year. 2 In 2011 Ilulissat experienced a large drop in the number of cruise-ship tourists, amounting to approximately 7,000 visitors 3. The reason for the decline was that many cruise ships could not call at the port of Ilulissat because of ice in the fairway. The challenge posed by ice in the harbour was still a problem in The decline therefore continued in 2012, albeit less pronounced, and in ,900 cruise-ship tourists visited Ilulissat. 4 Qaasuitsup Municipality is working on options for expanding the Ilulissat harbour area by establishing a major port of call to meet the challenge of ice floes in the future. Cruise ships range in size from ships with just aroung 50 passengers to ships with as many as 3,000 passengers. According to Statistics Greenland, there was an increase in the number of small cruise ships from 2003 to These ships are typically expedition ships carrying between 50 and 200 passengers, going on a cruise that brings them to all parts of Greenland. Statistics Greenland also recorded an increase in the number of medium-sized vessels carrying between 500 and 1,000 passengers, typically sailing the length of Greenland s south-west coast 5. Tour operators predict a general trend towards fewer, but larger cruise ships. The development of cruise tourism in Ilulissat reflects a general trend in cruise tourism in Greenland. 6 In recent years, this trend has gone from distinct growth to a significant drop. Figures from Statistics Greenland show that the number of cruise-ship tourists over the period increased from 22,051 to 29, After years of continuous growth, 2012 witnessed a decrease in the number of cruise-ship tourists. In 2012, only 23,399 cruise-ship tourists were recorded in Greenland, a figure that reflects the drop in Ilulissat 8. The declining trend continued into 2013, but was less pronounced. In 2013, 21,496 cruise-ship tourists visited Greenland. One explanation for the decline is that a tax was introduced on cruise-ship tourists in 2009 which was higher than the tax levied for similar destinations such as Iceland and Svalbard, where no similar decline in the number of cruise-ship tourists has been seen. In the autumn of 2014, the Government of Greenland will decide whether the relatively high tax on cruise visitors should be changed. The bill on this tax suggests a considerable tax reduction. Much of cruise tourism in Greenland is centred along Greenland s west and southwest coasts. According to Visit Greenland, the reason is that many tourists are attracted to the areas easily accessible and varied range of nature and culture attractions. 9 With its location on the west coast of Greenland, Ilulissat is included in many of the cruise ships standard itineraries. According to the Greenland Tourism and Business Council and Statistics Greenland, a large proportion of cruise-ship tourists come from Germany, the United Kingdom and the United States, and the majority are over the age of OTHER TOURISTS IN ILULISSAT Other tourists in Ilulissat mainly arrive by air, and in 2011 there were 3,128 flights to/from Ilulissat Airport with a total of 37,032 passengers. 11 The number of tourists staying overnight in Ilulissat increased over the period , reaching a peak in 2008 with a total of 20,654 overnight visitors, including 12,085 invernational visitors. Subsequently, the financial crisis resulted in a slight decrease in the number of overnight visitors. The average number of overnight stays per guest was almost unchanged over the period , from 2.7 overnight stays per tourist to 2.6 overnight stays per tourist. 12 In recent years Ilulissat has been in line with the national average for the number of overnight stays per guest. An increased range of attractions in Ilulissat would very likely have a positive impact on the average time visitors spend in the area. In 2012, 8,945 of Ilulissat s total of 22,664 visitors were from Greenland. In 2012, 6,521 of Ilulissat s 13,719 overseas guests were from Denmark. In other words, almost half of foreign tourists are presently Danish. Of the remaining 7,198 foreign tourists, the majority were from Germany, the United Kingdom, France and the USA

51 MARKET ANALYSIS The market 45,000 40,000 35,000 30,000 25,000 20,000 15,000 10,000 5, Figure 8 / Total market base 20,000 18,000 16,000 14,000 Number of inhabitants in Ilulissat Number of cruise ship tourists in Ilulissat Number of other domestic tourists Number of other foreign tourists 12,000 10,000 8,000 6,000 4,000 2, Figure 9 / / The illustration clearly shows a positive trend up until 2011, when the decrease in the number of cruise-ship tourists reduced the total market base. A possible new docking harbour can be expected to alleviate the problem to a great extent. 49

52 MARKET ANALYSIS Case analysis MARKET INSIGHTS FROM THE CASE ANALYSIS The analysis of 16 visitor centres throughout the world shows that visitors to these centres are frequently local or international visitors. The analysis also shows that a relatively large proportion of the visitors to visitor centres are relatively old. In many ways, an Icefjord Centre would be in a unique market position. Its isolated location - close to the town but only accessible to outsiders by sea or air - makes it difficult to compare the situation of the Icefjord Centre with other, similar visitor centres. Yet there are market insights from the case analysis which may be relevant to a future Icefjord Centre. The analysis identifies four market trends that are derived from the study of similar visitor centres. VISITORS ARE LOCAL OR INTERNATIONAL Data from the case analysis suggests that visitors to nature visitor centres either come from the local community or from other countries. The proportion of regional visitors who travel more than an hour to visit such a centre is relatively small. VISITORS RELATIVELY OLD The emphasis in terms of age tends towards visitors aged 26 and above, while the majority are between the ages of 46 and VISITORS ARE INVITED TO REVISIT On average, the visitor centres studied find that 16% of visitors are repeat visitors. This tallies with the fact that a relatively large proportion of the visitors are local. In all cases, local involvement is vital, and several of the visitor centres studied therefore offer tickets that are valid for one year (eg Geocenter Møns Klint), or offer seasonal tickets for a nominal additional cost (eg Alta Museum) as a service to the local community. THE FINANCIAL CRISIS HAS LEFT ITS MARK The vast majority of the visitor centres studied were affected by the financial crisis, experiencing a significant decrease in the number of international visitors. Particularly relevant is the current crisis in southern Europe, where several visitor centres report a marked decrease in the number of visitors. Several of the visitor centres studied express concern over their future market base if the economic crisis intensifies. The Norwegian Glacier Museum The Norwegian Glacier Museum stands out because it is run sustainably. All the other facilities interviewed are subsidised by central or local authorities. (Read more on page 95) 50

53 MARKET ANALYSIS Case analysis PERCENTAGE Figure 10 / Visitors to the visitor centres studied are mainly local or international Visitors who drive more than 1 hour to visit the centre Foreign tourists Local and regional visitors who drive less than 1 hour Figure 11 / Visitor centres attract relatively old visitors Under

54 MARKET ANALYSIS Notes NOTES 1 The number of cruise-ship tourists does not include employees on the cruise ships. Visit Greenland states that altogether the cruise ships calling at the port of Ilulissat in the course of a single year have between 5,000 and 6,000 cruise staff. 2 Visit Greenland, "Number of passengers per port of call" 3 Visit Greenland, "Number of passengers per port of call" 4 Tourism in Ilulissat Centre for Regional and Tourism Research 5 "Tourism in numbers", Statistics Greenland and the Greenland Tourism and Business Council 6 "Tourism in numbers", Statistics Greenland and the Greenland Tourism and Business Council 7 Statistics Greenland Bank: 8 Statistics Greenland Bank: populaere-krydstogtruter.aspx 10 "Tourism in numbers", Statistics Greenland and the Greenland Tourism and Business Council 11 Figures sent on request from Mittarfeqarfiit - Greenland Airports 12 Statistics Greenland Bank: 13 Statistics Greenland Bank: 14 However the data basis is too small to draw definitive conclusions from minor variations. 52

55

56 MARKET ANALYSIS 5 54

57 RUNNING THE ICEFJORD CENTRE OPERATION P/56 OPERATING ORGANISATION P/58 OPERATING BUDGET P/60 CASE ANALYSIS P/62 55

58 RUNNING THE ICEFJORD CENTRE Operation RUNNING THE ICEFJORD CENTRE The analysis concludes that a new operating organisation should be established to ensure the right expertise for the operation of the Icefjord Centre. The existing Icefjord Office under the aegis of Qaasuitsup Municipality will be in charge of everyday activities at the World Heritage Site of Ilulissat Icefjord and be responsible for the management and administration of the site, and of its on-site facilities. The Office will also be in charge of communicating with users of the Icefjord site, including local residents, tourists, companies, associations, scientists and others, and also has to be available to the media and in connection with official visits to the site. The actual project for development of the Icefjord Centre has been anchored in the Ilulissat World Heritage Icefjord Station Foundation, which is a self-governing institution. The Foundation is managed by a board with expertise in communicating information about natural history and geology and knowledge of the local political conditions and culture. In addition, there is a monitoring and consultation group comprising 13 scientists and other resource people, but this group has not been particularly active in recent years. A new organisation to operate the Centre is needed. The following pages outline recommendations for the operating organisation in terms of size, expertise, management, board of directors, etc. A NEW OPERATING ORGANISATION IS NEEDED FOR THE FUTURE OPERATION OF THE CENTRE. 56

59 RUNNING THE ICEFJORD CENTRE Operation 57

60 RUNNING THE ICEFJORD CENTRE Operating organisation OPERATING ORGANISATION The operation of the Icefjord Centre will be the responsibility of the municipal authorities. Together with a dynamic workforce, an external board will ensure a high level of innovation and professional quality. In addition to the elements shown in the organisation charts, it could be considered to attach an advisory board with expertise in the fields of tourism, communication of information and conditions in Greenland to the project management. The operating organisation should be responsible for the running and continued development of the Icefjord Centre, including the preparation of a detailed business plan for the Centre. An operations manager should be involved as early as the project development phase to ensure adequate anchoring of the project. The analysis concludes that the Icefjord Centre should either be owned by Qaasuitsup Municipality or established as a self-governing institution. Municipal ownership would imply that the municipality would be making a commitment to run the Icefjord Centre, and that the municipality could guarantee funding for the day-to-day running of the Icefjord Centre. Municipal ownership and running of the Icefjord Centre could ensure that the Centre achieved local anchoring and create local ownership of the venue. If the Icefjord Centre were anchored in the municipality, it should be under the mayor s or city manager s office in order to ensure maximum focus on and attention to the Centre. The Icefjord Centre should create a strong focus on market, customers, partnerships and innovation through a new board, which would thus be responsible for the overall activities of the Icefjord Centre and the Icefjord Office. The board should be ambitious, innovative and international and comprise individuals with backgrounds such as: Municipal representative (city manager) Business community, experience in running a company Exhibition and dissemination Tourism development Local business community National Greenlandic representative Global climate debate Research into climate and glaciology Clear regulations should be established for the composition of the board and the selection of members of the board. Rules of procedure should also be laid down that clearly stipulate guidelines for the board s division of duties, distribution of roles between the members of the board, decision-making powers etc. MANAGEMENT AND STAFFING OF THE ICEFJORD CENTRE Staffing of the Icefjord Centre should be characterised by the short but intense peak season in Ilulissat and the long off-peak season with its substantially lower degree of activity. Icefjord Centre staff should be trained and finally appointed on on the basis of a business plan for the project. The following are initial considerations. The existing Icefjord Office could be integrated into the new Icefjord Centre. This would guarantee allyear-round activity in the venue, and the Icefjord office could go about its work in a relevant, up-to-date setting. The Icefjord Office s current website, could also be integrated into the website of the Icefjord Cen- 58

61 RUNNING THE ICEFJORD CENTRE Operating organisation tre to create a comprehensive website, which would provide information about current exhibitions and events, disseminate relevant local research in the area of climate and impart basic knowledge about the Icefjord. Interlinked operations between the current Icefjord Office and the Icefjord Centre would also create necessary operational synergies which would ensure that the municipality s operating grant to both the Icefjord Office and the Icefjord Centre was put to the best use. We estimate that there should be four full-time and two part-time employees throughout the year. There would then be a number of temporary jobs and casual staff during the summer months. The permanent staff in the Icefjord Centre should comprise: Manager Site manager Exhibitions and dissemination officer Communications officer Park ranger (part time) Building manager (part time) The manager of the Icefjord Centre would be responsible for strategic business development, fundraising, networking etc. in a close dialogue with the board. This profile would be particularly important to ensure innovation and commercial flair in running the Icefjord Centre. The site manager s job would be to develop and run the exhibition, website and guide service and to manage the UNESCO site. The exhibitions and dissemination officer would be responsible for ensuring high quality and development in the Icefjord Centre s dissemination. The communications officer would handle press relations and marketing of the Icefjord Centre in the global tourism and climate debate context. The park ranger would be responsible for practical tasks in connection with the operation and maintenance of the UNESCO site, and the building manager would handle the operation and maintenance of the building. In the summer months there would be a member of staff for tourist information, shop and ticket sales and part-time staff to help out with ticket sales and to act as guides. The Icefjord Centre s café could be leased out. The leaseholders should be reliable and, with respect for the venue s special character, support the Centre s high level of quality. The leaseholders operation of the café should be implemented in a close partnership with the Icefjord Centre to anchor and integrate the two areas of business into the Icefjord Centre s overall business concept. THE MANAGER OF THE ICEFJORD CENTRE WOULD BE RESPONSIBLE FOR STRATEGIC BUSINESS DEVELOPMENT, FUNDRAISING, NETWORK- ING ETC. IN A CLOSE DIALOGUE WITH THE BOARD. 59

62 RUNNING THE ICEFJORD CENTRE Operating budget OPERATING BUDGET The analysis finds that the operating costs of the Icefjord Centre could, in the long term, be maintained with the current operating grant to the Icefjord Office of DKK 1 million. However, during the first years of operation, we expect that a yearly municipal operating grant of DKK 2 million would be required. In a normal operating year (from year 3 after opening the Icefjord Centre) we expect that the operating costs would be in the region of DKK 4.25 million, and the analysis estimates that a sustainable operating budget would be based on the following preconditions: 17,000 entrance-fee-paying visitors. An average ticket price of DKK 75. An annual operating grant of DKK 2 million from Qaasuitsup Municipality, of which about DKK 1 million has already been granted to the current Ice Fjord Office, which we suggest would be integrated into the Icefjord Centre. This means that the current grant should be increased by DKK 1 million per year. An annual profit of DKK 200,000 from the shop. An annual lease fee of DKK 100,000 from the café. Income from sponsors and rental of premises amounting to DKK 150,000 per year. The proposed operating budget contains the tables on this page. We have also outlined a best case REVENUE Start-up year 1 Start-up year 2 Start-up year 3 Best case Admission 900,000 1,100,000 1,300,000 2,200,000 Lease of café 50,000 75, , ,000 Rental of premises 25,000 50, ,000 Shop 300, , , ,000 Fundraising, sponsorships 100, , , ,000 Municipal operating subsidy 2,000,000 2,000,000 2,000,000 1,000,000 Extraordinary municipal start-up grant 250, , Other 50,000 50, , ,000 Total 3,650,000 4,000,000 4,250, COSTS Start-up year 1 Start-up year 2 Start-up year 3 Best case Salaries, fees, expenses for board 2,100,000 2,250,000 2,500,000 2,350,000 Operation of World Heritage Site 200, , , ,000 Administration, IT, office expenses, insurance 300, , , ,000 Operation and maintenance of building and construction 200, , , ,000 Operation, maintenance and development of exhibition 150, , , ,000 Marketing and communications 400, , , ,000 Shop 250, , , ,000 Other 50,000 50, , ,000 Total 3,650,000 4,000,000 4,250, operating budget with a market base of 24,000 visitors paying an admission fee of DKK 90 and with increased income from ticket sales, café and shop. This would reduce the municipality's annual operating grant to DKK 1 million: i.e. the same grant currently given to the Icefjord Office. With the the upward trend in tourism, which is taking place in Greenland and Ilulissat, it is likely that this operational scenario could be achieved in the long term, but not in the first years of operation. We estimate that the first two years of operation would be start-up years with lower income from ticket sales, shop and café and with increased costs for marketing and communications. We estimate that in the first two years of operation, there would be a need for an additional grant from Qaasuitsup Municipality of DKK 250,000 per year (in addition to the DKK 2 million grant). 60

63 RUNNING THE ICEFJORD CENTRE 61

64 RUNNING THE ICEFJORD CENTRE Case analysis CASE ANALYSIS The assessment of the operational basis for the Icefjord Centre is based both on an evaluation of local conditions in Ilulissat and on an analysis of the operational basis of other nature information centres. KPIs from the case analysis are given in the following tables and illustrations. KPIs for operation of the information centres we investigated Average admission fee, DKK 60 Total revenue per visitor, DKK 166 Total revenue per m 2, DKK 3,230 Average consumption per visitor in the shop, DKK 39 Average consumption per visitor in the café, DKK % Admission 3% Sales and renting of exhibitions 10% Café, restaurant 23% Shop 2% Fundraising, sponsors 18% Public subsidy 2% School service, conference rooms etc. 6% Other Figure 12 / Average distribution of income in nature information centres % Administration, building operation, accounts etc. 7% Maintenance of buildings 10% Maintenance and development of exhibition 4% Marketing and communications 11% Shop, café, restaurant 12% School service, conference rooms etc. 16% Management and development 1% Other Figure 13 / Average distribution of costs in nature information centres 62

65 RUNNING THE ICEFJORD CENTRE Case analysis 63

66 THE PHYSICAL SETTING 6 64

67 THE PHYSICAL SETTING NEW CENTRE P/66 LOCATION P/68 FUNCTIONS P/70 CONNECTIONS P/72 DISSEMINATION P/74 UNESCO P/75

68 THE PHYSICAL SETTING New centre A NEW INFORMATION CENTRE NEAR THE ICEFJORD The ambition of the project is to establish an information centre near the icefjord. Its architecture and interior would enhance the narrative of the icefjord as a unique natural area. The Icefjord Centre should house exhibition and dissemination activities and an arrival point with café and shop, along with enhancing the small informational structures out in the landscape. The Icefjord Centre should be a simple building that is small-scale yet of high architectural quality, carefully located midway between the ice fjord and the town of Ilulissat. The architecture of and the way the information is presented at the Icefjord Centre should also help to enhance the overall visitor experience of the whole of Ilulissat and its neighbouring settle- ments, towns and areas of countryside. The actual design of the Icefjord Centre should be determined by an international architectural competition. It is hoped that the centre, with its central location between the town and the ice fjord, would create a whole new meeting place for residents, tourists, scientists, business leaders, politicians etc. The Icefjord Centre would thus help enhance the experience of the ice fjord while at the same time ensuring better protection of the World Heritage area. THE ICEFJORD CENTRE WOULD HELP ENHANCE THE WAY PEOPLE EXPERIENCE ILULISSAT AS A WHOLE. 66

69 THE PHYSICAL SETTING New centre The location of the Icefjord Centre midway between the town of Ilulissat and the ice fjord. ICEFJORD CENTRE 67

70 THE PHYSICAL SETTING Location THE LOCATION OF THE ICEFJORD CENTRE The Icefjord Centre would be located at the former heliport, between the town of Ilulissat and the Icefjord The Icefjord Centre would be simple, beautiful, functional and smallscale. The centre should clearly promote the ice fjord as a unique natural area. The Icefjord Centre would be located midway between the town and the ice fjord and situated at the southeast end of the previous heliport, i.e. outside the UNESCO-designated protected area and outside the agreed buffer zone, which is located between the conservation limit and the built-up part of Ilulissat. Sub-section C12 of the municipal plan allows for the location of the Icefjord Centre. The area is also where the former heliport was located. A small lake is included in the sub-section, and the overall conditions of the municipal plan allow for the establishment of the Centre close by. The area covers an area of about seven hectares. The designated use of the area is for common purposes in the form of ice fjord related research and teaching, dissemination and accommodation activities, and the permitted building height is a maximum 3.5 storeys. The building must not be visible from the conservation limit, except from Sermermiutdalen, which offers an uninterrupted view of the town. The current district plan for the area (District Plan C12.1) was publicly announced on 19 January The district plan stipulates that the Icefjord Centre should contain three buildings: 1) an exhibition building, 2) a research building and 3) a building presenting Greenlandic building culture and history. The local plan envisages restoration of the former warehouse buildings as a basis for the Icefjord Centre. The Greenandic planning department no longer work with district plans since 2009, but have introduced so-called detailed provisions that are added to the district plan. But previous district plans are applicable until new detailed provisions have been decided on. Consequently, new detailed provisions would have to be added to the sub-section of the district plan to replace the current district plan. The new detailed provisions should establish a more precise framework for the construction, but must also leave room for an innovative and visionary building of high architectur- al quality. One possibility is to leave the detailed provisions open to a certain extent until the more specific design of the building is known. The buffer zone s limits follow the sub-section s limits in the current Qaasuitsup Municipal Plan, which came into force on 1 May Arrival to the Icefjord Centre would be via Sermermiut Aqqutaa from Ilulissat, and the Icefjord Centre would be located at a walking distance of roughly one kilometre from the town centre. Parking facilities would be established on the former heliport. The new Icefjord Centre would be centrally located in relation to established paths out into the countryside. The Icefjord Centre would be linked directly to the existing board-walk that currently takes visitors from the heliport to Sermermiut and the ice fjord. The Icefjord Centre would also mark the starting point for a red route leading to Holms Bakke, a blue route that would be a longer walk along the ice fjord ending at the stone quarry, and a yellow route, which would take visitors past the cemetery to Kingitoq and back to town. 68

71 THE PHYSICAL SETTING Location Existing district plan Municipal plan section C12.1 You can also find the municipal plan at by-_og_ bygdeplaner/delomraadeplaner/ vedtaget/1200-c12.htm URBAN ZONE BUFFER ZONE Location The Icefjord Centre would be located down by the little lake, overlooking the ice fjord. 69

72 THE PHYSICAL SETTING Functions THE SIZE AND FUNCTIONS OF THE CENTRE The Icefjord Centre would mainly be a centrally located dissemination venue providing visitors with information on the ice fjord and guiding them towards experiences in the entire area. The Icefjord Centre would be a gathering point and meeting place for information and debate about world climate. The Centre would also be a warm place to shelter and take a break when visiting the ice fjord. The analysis finds that an Icefjord Centre located in the vulnerable natural area midway between Ilulissat and the protected ice fjord should have a total indoor area of max. 620 m 2, corresponding to a gross area of 800 m 2 (i.e. 30% more for corridors, walls, stairs and installations). The area would be shared by the following functions: The functions and scale of the Icefjord Centre m 2 Exhibition and dissemination 300 Café, kitchen and meeting area 100 Offices, administration and conference room 70 Storage, service etc. 100 Shop and tourist information 30 Toilets 30 Arrival and entrance area 20 Total net indoor area 620 Gross area + approx. 30% for corridors, walls, stairs and installations 180 Total gross area 800 USE OF AREA 48% Exhibition and dissemination 16% Café, kitchen and meeting area 11% Offices, administration and conference room 11% Storage, service etc. 5% Shop and tourist information 5% Toilets 3% Arrival and entrance area USE OF AREA 44% Exhibition and dissemination 4% Shop and information 7% Café, restaurant 10% Offices, administration 4% Toilets 5% Meeting facilities 10% Store 12% Other (library, cinema etc.) 4% Arrival, entry area Figure 5 / Case Analysis. The case analysis for this project has identified the following average distribution of functions in the information centres we investigated: 70

73 THE PHYSICAL SETTING Functions TOILETS OUTDOOR AREAS WITH SHELTER, SEATING ETC. PARKING & ARRIVAL ARRIVAL AND ENTRANCE AREA CAFÉ, KITCHEN AND MEETING AREA SHOP & TOURIST INFORMATION EXHIBITION AND DISSEMINATION STORAGE, SERVICE ETC. OFFICES, ADMINISTRATION AND CONFERENCE ROOM The Icefjord Centre s central location between the town and the ice fjord would invest it with a clear function as a resting place and an information/dissemination venue for people visiting the ice fjord. So the Centre would also have an open part, free of charge, in the form of a car park, an entrance area with toilets, a shop and information centre plus a café area. There would be an admission fee for entry into the Centre s dissemination area via the shop and information area. It is estimated that a large number of the visitors to the area would also visit the exhibition, and there must be an easy and direct connection between the entrance area and the exhibition, both physically and visually. It is important that visitors are able to enter the exhibition easily from outside. The entrance areas would also provide access to toilet facilities, shop and café area, and allow staff easy movement between exhibition, offices and shop. Another option is to have easily accessible toilets in the car park, which would be helpful in the event of large groups of guests visiting the Centre. The café should provide flexible options, together with the exhibition space, for meetings and conferences of up to 70 people. Adjacent to the café, there should be room for outdoor seating and shelter from the wind. 71

74 THE PHYSICAL SETTING Connections THE CONNECTION BETWEEN THE TOWN AND THE ICEFJORD CENTRE An upgrading of the connection between the Icefjord Centre and the town could enhance the experience of the site. Simple interventions and a socioeconomic basis could create a better connection. Transport to the ice fjord is today via the Sermermiut Aqq road, which is in relatively poor condition and narrow, and there are no facilities for pedestrians. Along the way, there are also several areas where packs of dogs are kept. The project will have to involve an upgrade of the road so the positive experience of a visit to the Icefjord Centre would already begin on the way there. There is some local concern about making the road wider than it is, because there have been problems with wide roads leading to speeding by the town s young people. Therefore it would instead be more appropriate to up-grade the current one-lane road, but to add one or more lay-bys to offer a solution during periods when there are many tourists visiting the Centre. While the proximity of the packs of dogs provides an authentic experience of Greenlandic culture, it also entails a risk, since people from outside the area do not always have respect for the dogs and in some cas- es try to pet them. Moving the dogs away from the road somewhat could help alleviate the problem. Some light shielding should also be added to make it less inviting to move closer to the dogs. This would create safety of movement for visitors. Upgrading the arrival experience could also involve an alternate route for hikers who do not rely on high accessibility and who want an experience on their route to the Icefjord Centre. One option is to clean up the old dump (refuse tip), which is located north-east of the heliport and could provide an alternative route into the town. Plans were previously made for cleaning up the dump, but the project never got off the ground. The project involved the removal of visible waste, covering the area with stones and a top surface and installing a drainage system, which means a clean-up would upgrade the land around the Icefjord Centre, complete a task which has been on the municipality s to-do list for some time but was never completed for lack of funds, and create an alternative walking route between the town and the Icefjord Centre. We believe that the project of upgrading both the road and the footpath and the possible clean-up of the dump could be realised with significant contributions from local workers and in close consultation with local inhabitants who know the area well. The project could be used as a local job-creation project. There is a shortage of jobs in the town, and it would contribute to local ownership of the project and local anchoring to delegate this task to local companies or to turn it into a social project in the town. Before making any final decision on the clean-up of the old dump, the possibility of creating synergy with the process of site preparation should be investigated, and the financial implications of the project should be clarified. 72

75 54 THE ILULISSAT ICEFJORD CENTRE 69 THE PHYSICAL SETTING Connections NEW ROUTE? One option is to clean up the old dump (refuse tip) located north-east of the heliport, which could provide an alternative route into the town. The area is marked in green on the map. ILULISSAT DUMP (REFUSE TIP)

76 THE PHYSICAL SETTING Dissemination DISSEMINATION IN THE LANDSCAPE The Centre s information on the ice fjord would be supported by two discreet initiatives which would contribute to the dissemination of information on and protection of the landscape. We propose the establishment of two discreet dissemination initiatives in the landscape on the existing path/route network. Along with the Icefjord Centre, they would create a cohesive architectural and communicative approach to presenting the ice fjord s unique scenery and history. In the vicinity of Sermermiut and Kællingekløften, where the existing boardwalk runs, it would be possible to contribute to the accessibility of and improve the dissemination of information on the ice fjord. These two sites are the busiest areas of the ice fjord and would benefit from a reinforcement of the information provided and improved accessibility by interventions of a reversible nature. We do not propose the establishment of dissemination initiatives anywhere else in the landscape other than at these selected points. Everywhere else in the vicinity of the ice fjord, visitors should be left to enjoy nature in tranquility and contemplation. boardwalk "Red Route"to Holms Bakke "Blue Route"along the icefjord "Yellow Route" to Kingitoq and Ilulissat ICEFJORD CENTRE 1 2 ALONG WITH THE ICEFJORD CENTRE, THE TWO DISCREET DISSEMINATION INITIATIVES WOULD CREATE A COHESIVE ARCHITECTURAL APPROACH TO PRESENTING THE ICE FJORD S UNIQUE SCENERY AND HISTORY. 74

77 THE PHYSICAL SETTING UNESCO THE UNESCO PROTECTION South of Ilulissat are the ice fjord and the surrounding countryside, which was declared a protected area in 2003 and designated a UNESCO World Heritage Site in Ilulissat Icefjord is subject to the national Conservation Order for Ilulissat Icefjord, the purpose of which is to protect the natural beauty of the landscape around the ice fjord and the natural and cultural history of the area. Protection of the ice fjord area restricts construction and traffic in the area. Unesco fredning Hotel Icefiord ILULISSAT Within the conservation area, the Department of Environment and Countryside, after consulting the municipal council in Qaasuitsup municipality, may authorise the construction of buildings or other permanent structures, and the Department may also establish conditions for scale, location, height and design. The two proposed dissemination points near Sermermiut and Kællingekløften would be located within the conservation area, so require authorisation as explained above. We suggest that the stations have a non-permanent character, and, of course, do no damage to the area s nature. On the request of UNESCO, the designation as a World Heritage site involved the creation of a buff- er zone between Ilulissat s urban boundary and the ice fjord area s conservation boundary. The purpose of the buffer zone is to ensure that there is no activity in the vicinity of the World Heritage Site which might be of detriment to its conservation values. UNESCO are very concerned with limiting activities in the buffer zone, which is visible from the protected World Heritage Site. This includes construction in particular. However, construction is permitted in the buffer zone, but it is subject to stricter requirements in relation to the building s location, appearance, height etc. The proposed location at the heliport is outside the buffer zone and the UNESCO conservation area. Elværket Stenbrudet 112. ICEFJORD CENTRE Gl. heliport 205 Kingittoq. 96 PIT O Q Q E Q Sermermiut Nakkaavik Kællingekløften Seqinniarfik Holms Bakke Q I L A K I T S O Q Qoororsuaq Qoororsuaq Kløften WE SUGGEST THAT THE STATIONS HAVE A NON- PERMANENT CHARACTER, AND, OF COURSE, DO NO DAMAGE TO THE AREA S NATURE. 75

78 MARKET ANALYSIS 7 76

79 CONSTRUCTION BUDGET CONSTRUCTION BUDGET P/78 FUNDING P/80 77

80 CONSTRUCTION BUDGET Construction budget CONSTRUCTION BUDGET The Icefjord Centre could be built with a total budget of DKK 108 million for construction, exhibition and project development. The total construction budget is estimated to be DKK 108 million including the cost of site preparation, establishment of the exhibition, project development and contractor contingency. The construction figures look like this: Construction costs, 800 m 2, DKK 65,000 per m 2 52,000,000 Contractor contingency. 10,000,000 Site preparation (supplies, terrain, roads, parking etc.) 15,000,000 Establishment of exhibition and dissemination concept, 300 m 2, DKK 35,000 per m 2 10,500,000 Project development (programme, architectural competition, construction organisation, client design advice etc.) 16,500,000 Connection to the town 2,000,000 Dissemination and accessibility in the landscape 2,000,000 Total construction costs, DKK 108,000,000 It is suggested that the Icefjord Centre has a gross floor area of about 800 m 2, taking into account its integration into the landscape. Given the building s relatively small size, its geographical location in Ilulissat and the desired architectural level requiring the participation of some of the world s leading architectural practices, we consider DKK 65,000 per m 2 to be a reasonable level of construction cost. The square-metre price includes all construction costs, including project design, taxes, fees, insurance etc. but excluding site preparation. The task of site preparation was analysed in discussions with Qaasuitsup Municipality, and we estimate that the site preparation could be implemented within a framework of DKK 15 million and cover all preparatory work in terms of technical feasibility studies, terrain adjustments, technical supplies etc. and all terrain jobs including lighting installations, roads, planting etc. outside the building s base. We expect that the exhibition could be designed and established on a budget of just over DKK 10.5 million, equivalent to roughly DKK 35,000 per m 2 of exhibition. This relatively high price per square metre takes into account the cost increase resulting from the geographical location in Ilulissat. It is assumed that this exhibition budget could also include the creation of a complete dissemination concept, e.g. with a new website and possibly other digital dissemination points. We also suggest putting aside a contractor contingency of DKK 10 million. It is expected that the project development phase would take four years and has been budgeted at about DKK 17 million, distributed as follows: 78

81 CONSTRUCTION BUDGET Construction budget Activity Total The development organisation in Copenhagen incl. expenses for steering committees and project manager 700, , , ,000 2,600,000 General client design advice incl. overall construction management 800,000 1,200,000 1,000, ,000 3,600,000 Dissemination advice 400, , , ,000 Support from operations manager 150, , , , ,000 Implementation of 2-phased project competition incl. programme preparation, prizes, jury etc. 500,000 3,500,000 4,000,000 Legal assistance in conjunction with signing contracts 50, , ,000 50, ,000 Translation, travel. communication, workshops etc. 400, , , ,000 1,300,000 Development of business plan 300, , ,000 Tender for interior decoration, fixtures and fittings etc. 450, , ,000 Launching of the operating organisation, preparatory organisation etc. 500,000 1,250,000 1,750,000 Total DKK 3,300,000 6,350,000 3,750,000 3,100,000 16,500,000 79

82 CONSTRUCTION BUDGET Funding FUNDING OF CONSTRUCTION COSTS We are suggesting shared funding of the development and construction of an Icefjord Centre in accordance with the following general principle: Qaasuitsup Municipality and the Government of Greenland would finance the whole site preparation and a percentage of costs for project development and the construction phase. The actual building of the Icefjord Centre would be funded by foundation grants including a pool of DKK 10 million for a contractor contingency, and half of the costs for project development and the construction phase. The exhibition and communication concept would also be financed by foundation grants. The tentative funding plan is as follows: Costs Qaasuitsup Municipality and the Government of Greenland Foundations Construction costs, 800 m 2 52,000,000-52,000,000 Contractor contingency 10,000,000-10,000,000 Establishment of exhibition and dissemination 10,500,000-10,500,000 concept Costs of project development, site preparation and construction phase 31,500,000 23,000,000 8,500,000 Connection to the town 2,000,000-2,000,000 Dissemination and accessibility in the landscape 2,000,000-2,000,000 Total construction costs, DKK 108,000,000 23,000,000 85,000,000 80

83 CONSTRUCTION BUDGET Funding The preliminary assessment of possible foundations and organisations identifies the following relevant options which can be worked on further during the development phase of the project: DANISH FOUNDATIONS Aage V. Jensen's Foundations The objective of the foundations is to help preserve, protect, develop and promote natural values and knowledge about nature. The foundations have supported several projects in Greenland, including construction of the Greenland Institute of Natural Resources The A.P. Møller Foundation The A.P. Møller Foundationsupports charitable causes, including a special focus on Danishness in Southern Jutland and collaboration with the other Nordic countries. The New Carlsberg Foundation The New Carlsberg Foundationaims to promote the study of art and science in Denmark. Realdania Realdania supports charitable and non-profitmaking causes within the built environment. The Velux Foundations The foundation supports the dissemination of natural science and focuses on sustainability, use of resources etc. The foundations have also shown interest in Greenlandic projects and were previously informed about the project in Ilulissat. INTERNATIONAL FOUNDATIONS AND ORGANISATIONS The Bill & Melinda Gates Foundation (US) Particular focus on developing countries. The foundation does not specifically focus on climate, but Bill Gates has a close relationship with Greenland and often visits the region. Bloomberg Philanthropies The organisation works on the basis of three main principles: global scope, effective involvement and innovation. They support non-profit organisations and charitable projects that impact one of four areas: health, literacy, social welfare or art. The foundations focus on renewable energy as a way to combat climate change. Children s Investment Fund Foundation The objective of the foundation is to improve the living conditions of children in developing countries. The foundation supports sustainable projects which improve children's opportunities for survival and education. This initiative from 2008 focuses particularly on the impact of climate change on the living conditions of children in developing countries. Environmental Grantmakers Association (US) This association of more than 200 foundations from around the world works on environmental issues. European Climate Foundation Established in 2008 as a philanthropic initiative to disseminate climate and energy policies which reduce Europe's emission of greenhouse gases, and to help Europe become an even stronger international partner in the struggle to prevent climate change. Robertson Foundation (US) Focuses on the world's climate problems by supporting projects that build public awareness of the causes and risks of climate change. Schmidt Family Foundation (US) The mission of the foundation is to improve the relationship between human activity and the use of the world's natural resources. Focuses on environmental conservation and education, including the dissemination of climate issues. 81

84 MARKET ANALYSIS 8 82

85 CONSTRUCTION ORGANISATION AND PROCESS ORGANISATION P/84 PROCESS PLAN P/88 83

86 CONSTRUCTION ORGANISATION & PROCESS PLAN Organisation CONSTRUCTION ORGANISATION The analysis recommends establishment of a temporary organisation to handle the construction process. The proposed organisation should handle the construction process up to building the Icefjord Centre itself, including the development of a programme for the construction of the building, setting up the exhibition, implementation of the project competition and project development, and responsibility for tendering and construction. Our general evaluation is that the main expertise required for realisation of this project with the high international quality desired should be found outside Greenland. That is why we recommend that the client organisation should be located in Copenhagen with a project manager who, while answerable to an appointed steering committee and with support from an associated client design advisor, would implement the process. The construction organisation should generally be a dynamic organisation that can evolve in tandem with the phases and changing needs of the project. The process up until the commissioning of the Icefjord Centre is expected to proceed through ten phases as described on Page 89. On Pages 86 and 87 we show four organisational diagrams which present the proposed dynamic organisation and its development throughout the various phases. With regard to the organisational diagrams, we should clarify the following points. The steering committee should consist of four to six people with a chairman appointed by the foundations. The chairman would be expected to take responsibility for the contractor during construction. The steering committee s other members would represent other possible contributors, Qaasuitsup Municipality (responsible for operation), and individuals with knowledge of conditions and construction in Greenland. Throughout the process, a client design advisor would guide the steering committee and the project manager. The client design advisor should have substantial experience in construction in Greenland, experience in implementing international architectural competitions, experience with cultural building and skills to provide advice on complex and ambitious construction projects. It is assumed that the associated client design advisor would have local representation in both Denmark and Greenland and would assist not only in the ongoing process and contact with the coordinating contractor, but also with contract management and the overall inspection of the contractor s work. We also propose that, early on in the process, a dissemination consultant should be appointed to ensure indepth integration between the architectural concept and the dissemination/exhibition concept. 84

87 CONSTRUCTION ORGANISATION & PROCESS PLAN Organisation The dissemination consultant should be a top international professional and should contribute to the development of the project from the programme phase up to and including the proposal phases, when the final strategy for tender for work on the interior is established with consideration for the selected project. We would expect that work on the actual interior decoration process would be taken over by an exhibition architect with links to the supply market. However, the dissemination consultant could continue as a consultant on an ad hoc level. It would also be a good idea to attach the future operations manager to the project on an ad hoc basis in the planning phase, and we suggest that this person should be attached to the client organisation by way of local representation. This would also ensure a smooth transition between the construction and operation phases. In terms of execution, we recommend that the building be realised in a general contract in a partnership process with a major Danish/ Greenlandic construction company with operations in Greenland. This would simplify construction management, and the contractor would be hedged to the best possible extent in terms of the special Greenlandic challenges related to technical solutions, pricing and implementation-related conditions. Instead, the knowledge gained from the execution could be used constructively in connection with the building s design and planning. We propose that the contractor be selected in a dialogue competition in the outline proposal phase, where in addition to budget and financial regulatory parameters there would be a discussion about organisation, purchasing strategy, value engineering processes and the implementation strategy. The chosen contractor would then contribute to the building s development from the project proposal phase with expertise in buildability and construction economy under Greenlandic conditions. THE CONSTRUCTION ORGANISATION SHOULD GENERALLY BE A DYNAMIC ORGANISATION, THAT COULD EVOLVE IN TANDEM WITH THE PHASES AND CHANGING NEEDS OF THE PROJECT. 85

88 CONSTRUCTION ORGANISATION & PROCESS PLAN Organisation Organisation plan 1 PROJECT DEVELOPMENT AND PROJECT COMPETITION Period: Phases 1 to 5 Task: Take responsibility for the development of the project up until selection of the full-service consultant. STEERING COMMITTEE OPERATIONS MANAGER (GR) CLIENT DESIGN ADVISOR (DK + GR) PROJECT MANAGER (DK) DISSEMINATION CONSULTANT COMPETITION CONSULTANT (PHASES 3 AND 4) Organisation plan 2 FEASIBILITY STUDY AND TENDER OF CONTRACTS Period: Phase 6 Task: Further develop the project in collaboration with the full-service consultant before involving contracted professionals. STEERING COMMITTEE OPERATIONS MANAGER (GR) CLIENT DESIGN ADVISOR (DK + GR) PROJECT MANAGER (DK) DISSEMINATION CONSULTANT FULL-SERVICE CONSULTANT 86

89 CONSTRUCTION ORGANISATION & PROCESS PLAN Organisation Organisation plan 3 FINISHED PROJECT DESIGN Period: Phases 7 and 8 Task: Complete the development of the project in collaboration with the full-service consultant and general contractor and handle detailed project design. STEERING COMMITTEE OPERATIONS MANAGER (GR) CLIENT DESIGN ADVISOR (DK + GR) PROJECT MANAGER (DK) DISSEMINATION CONSULTANT FULL-SERVICE CONSULTANT GENERAL CONTRACTOR PARTNERING Organisation plan 4 IMPLEMENTATION, INTERIOR DECORATION AND COMMISSIONING Period: Phases 9 and 10 Task: Construction of building, establishment of exhibition and transfer of building to operating organisation. STEERING COMMITTEE CLIENT DESIGN ADVISOR (DK) PROJECT MANAGER (DK) DISSEMINATION CONSULTANT CLIENT DESIGN ADVISOR (GR) OPERATIONS MANAGER (GR) FULL-SERVICE CONSULTANT GENERAL CONTRACTOR PARTNERING EXHIBITION ARCHITECT/ SUPPLIER 87

90 CONSTRUCTION ORGANISATION & PROCESS PLAN Process plan PROCESS PLAN We propose an iterative process which within an initial broad framework would allow the development of a unique concept in terms of architecture and content, a concept that would be subordinate to the spectacular scenery. The creative advisor would be chosen in a project competition which, through pre-qualification and a subsequent workshop in Ilulissat, would guarantee both a high level of innovation and a substantial familiarity with the special landscape that is the essence of the project. The iterative process would ensure a structured approach to architecture, building technology, dissemination and exhibition concept, and budget in a process which would become tighter and tighter as it evolves towards the goal creating the very best project within the given budget. We propose that the process would pass through the following ten phases: 88

91 CONSTRUCTION ORGANISATION & PROCESS PLAN Process plan PHASE TERMS ACTIVITIES 1 Sustainability evaluation Approval of external funding sources, Qaasuitsup Municipality, Government of Greenland/ Naalakkersuisut as well as any other substantial contributors 2 Organisation Establishment of construction organisation Choice of client design advisor Choice of dissemination consultant Determination of the overall schedule and process 3 Project development and planning basis 4 Project competition 5 Discussion phase 6 Feasibility study phase 7 Project proposal phase 8 Main project phase 9 Construction phase Technical feasibility studies Initial discussions on the framework in terms of UNESCO protection Initial work on municipal plan User and stakeholder involvement Preparation of overall dissemination concept Preparation of the competition programme Selection of participating architectural practices by direct invitation and pre-qualification Joint workshop with bidders in Ilulissat for the dissemination of the site's unique quality and Greenland's special conditions Running the competition and appointment of the jury Selection of 2 to 3 winning projects Discussion on architectural conditions and their relationship to the dissemination concept VE process in relation to Greenlandic conditions and construction budget with the client design advisor Discussion on organisation and implementation Choice of the actual winning project Further development of the competition proposal in relation to content and constructability Compilation of tender documents for tender of contracts Discussion competition between selected general contractors Signing of partnership contract with the selected Preparation of definitive district plan Determining the strategy for tender of work on the interior VE process taking into account constructability and construction budget with the selected general contractor Further development of the project to the project proposal level in relation to content and dissemination concept, implementation methodology, choice of materials etc. Any adjustment of the project to fit the budgetary framework Determination of procurement and tender strategy for subcontracts, including signing contracts with primary subcontractors Determination of construction schedule Final signing of contract with general contractor Detailed project design Start of site preparation Tender for work on interior, including technical equipment and both loose and permanent fixtures and fittings Construction of the building The general contractor is in charge of management of the construction site and day-to-day supervision The client design advisor is responsible for overall supervision and contract management and reports to the project manager in Copenhagen The full-service consultant is responsible for project follow-up Future operational manager is local client contact in close collaboration with the client design advisor 10 Commissioning Establishment of operating organisation Preparation of business plan Establishment of exhibition and other interior decoration Transfer of building to operating organisation Preparatory organisation Opening 89

92 CONSTRUCTION ORGANISATION & PROCESS PLAN Process plan PHASE 1 Sustainability Assessment PHASE 2 Organisation PHASE 3 Project development and planning basis PHASE 4 Project competition PHASE 5 Discussion phase PHASE 6 Feasibility study phase PHASE 7 Project proposal phase PHASE 8 Main project phase PHASE 9 Construction phase PHASE 10 Commissioning 90

93 CONSTRUCTION ORGANISATION & PROCESS PLAN Process plan 91

94 CONSTRUCTION ORGANISATION & PROCESS PLAN 9 92

95 APPENDIX INSPIRATION P/94 BIBLIOGRAPHY P/98 INTERVIEWS P/99 93

96 APPENDIX Inspiration SELECTED CASES FOR INSPIRATION We selected 17 information centres from all over the world whose architecture, concept and business models are inspiring and provide data for the evaluation of sustainability. We selected the 17 cases because they provide inspiration for various parameters in analysing an information centre. The 17 information centres were selected because they have inspiring architecture, an innovative business, an inspiring concept or in some other way provided in-put for our analysis. We have as much as possible investigated key aspects of all 17 cases such as overall square metre figures, dissemination concept, building and age. All 17 cases received a questionnaire with questions about their market, business, concept and construction. Six cases in particular were thoroughly investigated and interviewed to provide a fair amount of information about how to establish, equip and run an information centre. All the centres that completed the questionnaire also took part in a follow-up interview that gave them an opportunity to clarify their response. THE 17 INFORMATION CENTRES WERE SELECTED BECAUSE THEY HAVE INSPIRING ARCHITECTURE, INNOVATIVE BUSINESS AND AN INSPIRING CONCEPT. 94

97 APPENDIX Inspiration SNAEFELLSSTOFA VISITOR CENTRE The Snaefellsstofa Visitor Centre is located in Vatnajökull National Park in Iceland. The centre disseminates information about the natural and cultural history of the park, and it stands out thanks to its architecture, which relates very distinctively to the surrounding countryside. Designed by Arkis Architects, the centre has an indoor space of 750 m 2 and opened in THE NORWEGIAN FJORD CENTRE The Norwegian Fjord Centre is a visitor centre located in Norway s Geiranger Fjord, which is on the UNESCO World Heritage List. The Centre disseminates information about the natural and cultural history of Geiranger Fjord, and it opened in TROLLSTIGEN VISITOR CENTRE The Trollstigen Visitor Centre is a 1,200 m 2 arrival and information centre for one of Norway s national tourist routes, Trollstigen Fjeldvej. Trollstigen is located in Norway s Geiranger Fjord, which was added to the UNESCO World Heritage List in Trollstigen s architectural intervention in the countryside has been adapted to the landscape with a use of materials that can withstand the harsh climate. Walking paths and viewpoints relate to the surrounding countryside and make it accessible. The Centre opened in 2012 and was designed in a collaboration between Reiulf Ramstad and Multiconsult. THE NORWEGIAN GLACIER MUSEUM & ULLTVEIT-MOE CLIMATE CENTRE The Norwegian Glacier Museum & Ulltveit-Moe Climate Centre is a visitor centre in Jostedalsbreen National Park in the village of Fjærland in Norway. This smallscale information centre covers 1,350 m 2. Based on the surrounding landscape, it disseminates information about the local glacier and about glaciers and climate in general. The museum opened in 1991 and was designed by Norwegian architect Sverre Fehn. In 2007 the Museum added an exhibition building. SVALBARD MUSEUM Svalbard Museum is located in Svalbard Science Centre in northern Norway. The Museum disseminates knowledge about the area s natural conditions and cultural history, with a special focus on creating an understanding of the relationship between nature, culture, landscape and environment in the Arctic. The Museum is quite large, with an indoor area totalling 9,000 m 2, and it plays host to a number of research activities. After opening in 1979, it underwent a major expansion in 2005, which was designed by JVA Jarmund / Vigsnæs AS Arkitekter. Svalbard Museum won the 2008 Council of Europe s Museum Prize as Museum of The Year. ALTA MUSEUM - WORLD HERITAGE ROCK ART CENTRE Alta Museum is located in northern Norway in a landscape with rock carvings dating from 4200 BC. The area was added to the UNESCO World Heritage List in With its indoor exhibition and 2.9 km of trails in the landscape, Alta Museum disseminates information on the natural and cultural history of the area. The Museum has 2,200 square metres of indoor space. Designed by Atelier 2, the Museum opened in 1987 and was extended in

98 APPENDIX Inspiration LA PAVILLON MARQUÈZE, ÉCOMUSÉE DE LA GRANDE LANDE The visitor centre La Pavillon Maquèzeis forms part of the Écomusée de la Grande Lande museum in the Bordeaux region of France, which disseminates information on the cultural history of the region. The architecture of the visitor centre is highly idiosyncratic because its shape and choice of materials relate to the landscape that surrounds it. Based on the principle of sustainability, modernised versions of traditional materials and building techniques were deployed. La Pavillon Marquèzewas built in 2008 and designed by French architect Bruno Mader. The centre has more than 4,750 m 2 of indoor space. THINGVELLIR VISITOR CENTRE The Thingvellir Visitor Centre is located in Thingvellir National Park in Iceland, which was added to the UNESCO World Heritage List in The Centre disseminates information on the natural and cultural history of the area and has built observation platforms and walkways designed to make the landscape accessible. ARKTIKUM MUSEUM AND ARCTIC SCIENCE CENTRE Arktikum is a museum and science centre located in Rovaniemi, Finland. Arktikum disseminates knowledge about the Arctic s nature, culture and history. The Centre opened in BROCKHOLES VISITOR CENTRE The Brockholes Visitor Centre is located in Brockholes Nature Reserve in Preston, England. The Centre disseminates information on the countryside and wildlife of the area and has more than 150 volunteers. The building is BREEAM-certified for its sustainable architecture. The Centre opened in 2011 and was designed by Adam Kahn Architects. GRUTA DAS TORRES VISITOR CENTRE The Gruta das Torres Visitor Centre is located on Pico Island in the Azores in Portugal. Pico Island was added to the UNESCO World Heritage List in 2004 and has been open to tourists since The Gruta das Torres Visitor Centre comprises a small information centre and a long subterranean path that conducts visitors through a 5.2 km long volcanic cavern. Designed by SAMI-Architectos, the Centre won the Mies Van Der Rohe Architecture Prize in

99 APPENDIX Inspiration CASTELO NOVO Castelo Novo is located in a historic cultural landscape centred around castle ruins dating back to the 13th century. With a focus on preserving the archaeological ruins while also making them accessible for visitors, a system of walkways and viewpoints has been set up amongst the ruins. Designed by Comoco Architectos, the Castelo Novo Visitor Centre opened in 2008 and has 3,650 m 2 of indoor space. GLACIARIUM THE MUSEUM OF ICE Glaciarium is located in the Los Glaciares National Park in Argentina. The park s ice cap is the third largest in the world and was in 1981 added to the UNESCO World Heritage List. Glaciarium disseminates information about glaciers and climate change, and it has an indoor area of 3,500 m 2. NORTHERN LIGHTS CATHEDRAL - ALTA CHURCH The Northern Lights Cathedral is a local church, an architectural landmark and a building that highlights Alta in Norway as a place where the northern lights phenomenon can be observed. Designed by schmidt hammer lassen architects in collaboration with Link Arkitektur, the cathedral has seating for 350 people in the church and also plays host to functions such as offices, classrooms, exhibition spaces and a parish hall. NATURBORNHOLM NaturBornholm is an activity and information centre that deploys interactive exhibitions to disseminate information on the natural history of the Danish island, Bornholm. The centre opened in 2000 and was designed by Henning Larsen architects. NaturBornholm has 3,600 m 2 of indoor space. VOLUBILIS VISITOR CENTRE The Volubilis Visitor Centre is located in the ruined Roman city of Volubilis in Morocco. The centre has 4,200 square metres of indoor space and disseminates information on the surrounding cultural landscape. The centre also serves as a platform for archaeological research. The Volubilis Visitor Centre opened in 2011 and was designed by Kilo Architects. THE MØNS KLINT GEOCENTER The Møns Klint Geocenter in Denmark disseminates information on the natural history of Møns Klint. The centre s exhibition has a focus on interactivity and visitor participation and caters largely to families. Designed byh PHL Arkitekter, the centre opened in 2007 and has 3,000 m 2 of indoor space. 97

100 APPENDIX Bibliography BIBLIOGRAPHY Analysis and report on business conditions in Greenland, COWI, 2009: Nyhedsarkiv/Documents/Arctic%20business%20network_ FINAL2.pdf The melting of Greenland and Antarctica is outlined more accurately than ever before, The Technical University of Denmark, 2012: aspx?guid=%7bc9db c0-48b9-85a5- A441C38C4923%7D Management plan for the World Heritage Site Qaasuitsup Kommunia & the Government of Greenland. The Government of Greenland's executive order no. 10 of 15 June 2007 regarding the protection of Ilulissat Icefjord, the Governmanet of Greenland 2007: http: PDF/Fredningsbekendtgoerelse%20dk%20og%20grl/ Fredningsbekendtg%C3%B8relse%20Ilulissat%20ICE FJORD. ashx The Climate Relay in Greenland Diocese of Greenland, 2009: BILLEDDAGBOG_fra_KLIMASTAFETTENS_REJSE_I_GRL.pdf The Danish Commonwealth Strategy for the Arctic , the Ministry of Foreign Affairs, Department of Foreign Affairs (Greenland) and Ministry of Foreign Affairs (Faroe Islands), 2011: dk/da/~/media/canada/documents/other/ Arktis_Rapport_DA.pdf Nomination of the Ilulissat Icefjord for inclusion in the World Heritage List, Mikkelsen, Naja & Ingerslev, Torsten, Copenhagen 2002 New state school in Ilulissat, Nanoq: Departement_for_infrastruktur/Nyhedsforside/Nyheder_fra_ dep_infra/2012/10/ny_folkeskole.aspx Ordinary Municipal Council Meeting, 2012: Kommunalbestyrelsen/~/media/Files/Politik/Referater/ Kommunalbestyrelsen/2012/KOM_03_12_ref_DK.ashx Strategic Plan for Visit Greenland Action plan 2012, Visit Greenland: strategi_enkelts.pdf Transport, Tourism and Communications 2009: Statistics Aalborg Transport, Tourism and Communications 2012: Statistics Aalborg Tourism in Ilulissat - facts and potential. Version Centre for Regional and Tourism Research. "Tourism in numbers", Statistics Greenland and the Greenland Tourism and Business Council Tourism statistics for the period 1 October September Statistics Greenland. asp?lang=da&link=tu&subthemecode=undefined Tourism statistics for the period 1 October September Statistics Greenland. gl/dialog/main.asp?lang=da&ver-sion=201301&link=tu&s ubthemecode=p2&colcode=p UNWTO Tourism Highlights 2012 Edition, UNWTO 2012: Annual Report Royal Greenland A/S, Royal Greenland: N%C3%B8gletal/%C3%85rsrapporter.aspx Websites www. bank.stat.gl/ 98

101 APPENDIX Interviews PERSONS INTERVIEWED We interviewed 32 people: Agnes Brá / Director of Snaefellstofa Visitor Centre, Iceland Anders Stenbakken / CEO of Visit Greenland Arne Niemann / CEO of the tourist incoming agency, Icecap Tours, Ilulissat Erik Bjerregaard / Manager of Hotel Arctic, Ilulissat Espen Andersen / CEO of World of Greenland, Ilulissat Gerd Johanne Valen / Director of Alta Museum World Heritage Centre for Rock Art (Norway) John Brekke / Director of the Norwegian Glacier Museum & Ulltveit-Moe Climate Centre (Norway) Hanne Holm Andersen / Head of Planning,the planning department of the Department of Building and Environment, Qaasuitsup Municipality, since 2013 Hans Eriksen / Director, Administration for Children, Culture and Leisure, Qaasuitsup Municipality Henrik Rafn / CEO, Qaasuitsup Municipality Ingolf Skov / Chairman of Greenland's Employers' Association, Ilulissat Inuuteq Holm Olsen / Director of the Department of Foreign Affairs, Greenland Jess Svane / Mayor, Qaasuitsup Municipality Kim Hvistendahl / Cowi Greenland Kent Martinussen / CEO of the Danish Architecture Centre Kirsten Strandgaard / Former director of the Ilulissat Town Museum Konrad Seblon / Tourism consultant for Qaasuitsup Municipality The cruise company, Arctic Umiac Line Lars Lennart-Sandgreen / Director, Business, Mineral Resources and Tourism, Qaasuitsup Municipality Mads Thimmer / Director of Innovation Lab Magga Fencker / Director, Administration for Welfare, Labour and Business, Qaasuitsup Municipality Minik Rosing / Professor at the Geological Museum, Copenhagen Michael Binzer / CEO of Air Greenland Morten Meldgaard / Director of the Natural History Museum of Denmark and member of the present board for an Icefjord station Naja Habermann / Site Manager of the Ilulissat Icefjord Worl Heritage Site Naja Mikkelsen / Glaciology scientist at GEUS and member of the present board for an Icefjord station Nick Nielsen / Director, Department of Building and Environment, Qaasuitsup Municipality Nils Natorp / Director of GeoCenter Møns Klint (DK) Ole Gamst Pedersen / Director of Ilulissat Art Gallery Peter Hase / Director of NaturBornholm, Denmark Thomas Gaarde Madsen / Until 2013, head of planning, the planning department of the Department of Building and Environment, Qaasuitsup Municipality Tommy Kanstrup / Manager of Hotel Icefiord, Ilulissat Ulla Tofte / CEO of Golden Days, Copenhagen 99

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