Preparing a Sustainable Tourism Strategy

Transcription

1 Preparing a Sustainable Tourism Strategy Why do we need a strategy? What would be the aims of the strategy? What do we mean by "sustainable" (& "tourism")? Who should produce/ lead the strategy? Who is consulted and how? Specific sectoral groups, general public, communities... Blank page" or "Pre-prepared draft"? How do we ensure ownership and delivery by local communities and enterprises by external tourist companies, funding agencies? Who monitors the results and how?

2 New tourism Tourist/ market Poor in time rich in cash Experienced, discriminating, demanding, critical Increasing media exposure world-wide Added value/ multi-interest/ flexibility Second holidays / outside traditional season Unspoilt nature / cultural landscapes/ contact with local population Segmented markets - young/old; family/single &c Host/ destination marketing competitive advantage quality environment, provision and service good (niche) marketing/ direct (web) communication Socioeconomic groups > Separate > integrated activities Single> multiple activities; Seasonal> all weather tourism Fully packaged tours > menu of optimal experience Mass marketing > targeted direct communication, database, web &c Plus, meetings, incentives, conferences, exhibitions

3 Types of (tourist) strategy Sectoral Approach where the each topic is treated as a separate economic sector with the same status - Environment, Tourism, Agriculture, Education, etc.. Inevitable (?) where particular issues are add-ons ; can be a useful approach where there are a number of specific environmental objectives and/or 'projects' to include in a final development strategy but also leads to repetition and confusion of issues. Generic Approach if feasible can be much more valuable since all issues are related (e.g. the "Environment" covers all development sectors). The development of acceptable guiding environmental principles which then apply to any proposal, tourism or otherwise, is therefore very important here. Stakeholder participation and ownership are critical (but not typical) in both types of plan.

4 Sustainable tourism plan Agreed - and owned - by stakeholders in the area: a framework for consensus, cooperation and commitment Attract resources, for example as a bidding document for grant aid Be the basis for a legal agreement, for example with a sponsor Promote and publicise the site. A shared description of the area, identifying its value and significance - a Vision Relate the site to the wider ecological and social context Explains what management is intended to achieve (objectives) and outline the means (methods) which will be used to do this Manage multiple uses and conflicting interests on the site Ensure management can be achieved within the resources available Conserving the site for the use and enjoyment of future generations Integrate with other management and strategic plans

5 Strategic Area Planning combinations and agencies Inventory and evaluate the (tourist) resource Identify and assess the tourist potential Develop integrated, strategic policies for resource protection (designated areas, bye-laws, reserves, sacrificial and honeypot sites, zoning) for maximising tourist benefit (develop and diversify season, stay, spend) Secure commitment of local communities and enterprises; add value and local distinctiveness (tourism charters, local produce, quality marks)

6 Sites and landscapes Conservation site: Specific areas normally small or uniform enough to be considered (or managed) as an unit, or in single ownership or management (by private individuals and commercial institutions as well as public utilities, local authorities and voluntary organisations) where explicit conservation objectives, are the focus of management or legal protection. Visitor management and marketing policy (usually by managing agency) Protected landscape: Generally larger areas consisting of multiple sites or properties where for reasons of size, multiple ownership, or the complexities of legal requirements or institutional practice, management or legal protection must be focus on broad policies (rather than specific prescriptions) to be achieved by (legal) sticks, (financial) carrots and leadership. Tourism development strategies (often by separate agency)

7 Models of protected area management planning Values based (conservation sites) on objective evaluation and policy planning. Normally top down (the Yellowstone model ). Participatory (urban sites, cultural landscapes) based on involvement, consensus building and local ownership; can be bottom up

8 CCP527 (1998) CA23 (2001)

9 PL management and planning spheres Source: IUCN/Eagles et al 2002

10 From

11 Ramsar MP flowchart

12 From CCW AONB Management Plan Guidance 2001

13 Planning process (cabespace)

14 Management Cycle

15 Evaluation The interface between analysis and action The ascription of value (= significance) to the area as a whold and to its (natural and cultural) elements and to individual features regarding intrinsic value and need for intervention Leads to statement of Vision or Aims Identifies limits and constraints (and helps to formulate objectives and to choose between management options) Areas (historical, archaeological, buildings, wildlife reserves, &c) Collections (artefacts, art work Features (species, species, buildings habitats, buildings, monuments, &c)

16 Evaluation and management policy Evaluation needs to identify, for each feature of the area: Its intrinsic value The need to intervene to ensure its conservation. use value (including, e.g. potential for revenue earning, tourism, education &c) Evaluation also helps you to develop management policies, through identifying: Measurable indicators which will help you to specify your vision more precisely (limits) Factors which may influence the degree to which you can achieve your aims, or the way in which you do this (constraints)

17 Integrated Evaluation Criteria? Formal status and legal obligations Rarity Fragility/ vulnerability Diversity/ variety Survival/ condition Typicalness/ representativeness Size/ shape Location and ecological relationships Documentation, recorded history and cultural associations Visitor facilities, amenities, safety and security Use value - public appeal, economic potential &c

18 Formal status Any legal designation (for example area of Special Scientific Interest, Scheduled Ancient Monument, Public Right of Way) should create a presumption (and often a legal requirement) in favour of management to maintain and enhance the features or purposes for which the area has been designated. Agreements with other bodies (for example, conditions of grant aid) will influence judgements made about the area s significance. Rarity The conservation of any rarities such as archaeological remains, species, habitats or landscape features should be an aim of management. The presence of rare features which could be damaged may restrict what can be done on area. Fragility / vulnerability Fragile or vulnerable historic features, species or habitats may need to be the focus of directed conservation measures. Robust areas or features may be appropriate for higher levels of recreational use. Note that some plant and animal communities may be vulnerable to external influences; others to internal changes such as vegetation succession. Diversity / variety A variety of different landscape types or a diversity of species or historic features within them may be valuable for its own sake. Note that in some circumstances diversity may not be a valued feature, for example, heathland is 'naturally' a species poor habitat. Open or 'barren' landscapes may also have an aesthetic appeal of their own. Survival / condition Historical or archaeological features that are well preserved may be particularly valuable. Those that are deteriorating significantly may also be in need of urgent protection. Most landscapes in Britain are human-made but in some the appearance of wilderness may be a valuable feature. Some habitats owe their value to past management. Others are valuable because they show little evidence of human modification or interference. Representativeness / typicality Some landscape features merit special conservation because they are characteristic of particular historical periods or landscape types. In other cases their value might be that they are atypical or unusual examples of things which are common elsewhere

19 Size / extent The size of the whole area or of individual features may be a valuable feature in its own right. Size may also be a constraint on management. Some habitats are not viable if they are less than a certain size. Some management methods (such as grazing, or coppicing) may be difficult to implement in small areas. Physical location and ecological relationships. Archaeological features may be related to other remains nearby; the area may be part of a wider ecological system (maybe an over-wintering or roosting area for birds); it may be the source of sediments for deposition elsewhere. Pollution or other influences, such as changes in the water table, will depend on land use or other activities in the surrounding area. The location of a area will influence how it is used. It might be a recreational resource used by local people or visitors from further afield. Local communities may often use a area as part of their neighbourhood. Their views should always be taken into account. Documentation, recorded history and cultural associations What is known of the past land use and history of a area may be an important factor in the understanding of its wildlife as well as its cultural features and landscape. In some areas the degree of documentation or previous research, or its literary, cultural, and aesthetic associations, may be an important feature of the area or an influence on management. Recreation, safety and security Existing visitor facilities - for example paths, car parks, seats, toilets - will be an important factor in determining the objectives and methods of management. It is important to identify potential hazards or security problems at an early stage in the planning process. Use value - public appeal, economic potential &c In some areas income generation may be a primary aim of management. Even where this is not the case, many areas today need to pay their way Protected areas can often contribute to the local economy and social well-being

20 Conceptual mapping and systems approaches

21 Evaluation for sites and landscapes Use all available expertise and a mixture of techniques Consult widely Sites & features Can be top down Based on objective criteria Protected landscapes Must be participatory Subjective feelings and local ownership critical

22 Stanage & North Lees Estate Management Plan = Vision for Recreation From

23 Vision and aims - Hod Hill

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25 Vision, Objectives, Methods Vision & Aims Identify limits, constraints Objectives Evaluation Identify options, constraints Policies Methods

26 Stanage & North Lees Estate Management Plan = Delivery Plan

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28 Limits of Acceptable Change (CCW Version) For each important feature Select key attributes Identify factors For each attribute Set a target value and LACs For each factor Set operational limits For each LAC and for any operational limits Specify monitoring projects

29 Carrying Capacity & Environmental Capital Ecological -the ability of the existing ecosystem or community characteristics to sustain a given set of (usually human) impacts Priorities? Economic -the level and intensity of visitor use which maximises income to the site owners or managers Physical -the capacity of space and built facilities to accommodate a particular pattern or intensity of visitor use Recreational - the estimated visitor numbers and behaviour, derived from some combination of the above or the lowest threshold of any one (Yapp and Barrow, 1979) Social or Psychological - the willingness of existing users to accept changes consequent on more intensive use or changed patterns of use Source:Yapp and Barrow, 1979

30 Carrying capacities for sustainable tourism Environmental carrying capacity - the degree to which an ecosystem, habitat or landscape can accommodate the various impacts of tourism without damage being cause and without losing its 'sense of place' Cultural and social carrying capacity - the level beyond which tourism developments and visitor numbers adversely affect local communities and their ways of life Psychological carrying capacity - the level beyond which the essential qualities that people seem in the protected area (such as peace and quiet, few other people, few signs of human development) would be damaged by tourism developments Economic carrying capacity - the level beyond which the financial benefits of tourism are exceeded by the costs of providing for them. modified from: Federation of Nature and National Parks of Europe et al., 1995:26

31 Dual role of interpretation? Interpretation is the process of explaining to people the significance of the place or object they have come to see, so that they enjoy their visit more, understand their heritage and environment better, and develop a more caring attitude to conservation (Society for the Interpretation of Britain s Heritage, undated) "On most reserves the main function of interpretation will be as a management tool designed to control the activities of visitors and contain them within limits..." (Henchman 1983)

32 Visitor management in heritage attractions Source: IUCN/Eagles et al 2002

33 Zones for sustainable tourism in & around protected areas A sanctuary zone - strictly protected from tourism impacts A quiet zone - where access is limited to small, mainly guided groups and few facilities are provided A zone for compatible forms of tourism without additional development - where existing activities continue A zone for the development of sustainable forms of tourism - where activities based around nature, cultural and educational activities are developed, in keeping with the resource characteristics A buffer zone outside the area -where sustainable developments in keeping with the protected area are encouraged modified from: Federation of Nature and National Parks of Europe et al., 1995:26

34 Checklist for managing tourism in Natural World Heritage Sites TOURISM ACTIVITIES AND PHYSICAL FACILITIES : What facilities, why, where, how, by whom? MARKETING AND RELATIONSHIP WITH THE TOURISM INDUSTRY: define goals, provide information, establish communications, secure appropriate regulatory tools VISITOR MANAGEMENT: Consider zoning, different visitor management regimes, time flow scheduling or screening. Check transport modes, access provision. INFORMATION, EDUCATION AND INTERPRETATION: Provide educational and interpretive materials, involve partners and the local population. Monitor and evaluate PLANNING, CARRYING CAPACITY AND MONITORING: Identify key resources and characteristics, management requirements, carrying capacity and Limits of Acceptable Change, Monitor and feedback INSTITUTIONAL FRAMEWORK AND LINKS WITH THE LOCAL COMMUNITY: Consider local culture, values and activities, rights and obligations, benefits from tourism, participation and co-ordination. modified from: United Nations Environment Programme - Industry and Environment and UNESCO World Heritage Centre, 1993:20

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37 CONSULTATION issues WHY? Consensus (but not raise divisions) Ownership (but not raise expectations) Commitment (but not embarrassing involvement) WHAT, WHEN? Vision document? Pre/ post draft strategy plan? Implementation plan? HOW? Survey/ question(naire) Public meetings User group fora Working group? WHO? Residents Visitors (undefined) User groups (defined) Stakeholders (statutory & informal)

38 Source: IUCN/Eagles et al 2002

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40 Source: IUCN/Eagles et al 2002

41 General advice Consult widely and as early as possible. Often easier for people to comment on a draft rather than to come up with new ideas. Keep things simple - always avoid jargon Try to take all comments on board. Consult again! Identify key people and seek their advice and support. When final document produced - publicise the fact, emphasising the consultation process. Always remember who the strategy is for. Strategy must be both reasonable & easy to follow.

42 Strategy planning Operational planning Implementation Delivery Planning The Planning Process Owner s Purposes and site context Formulate Policy Plan & budget work Review Annual Long- term Assess site Operational plan Monitor Implementation Site condition The Plan Introduction Strategy plan Assessment Description, Evaluation Policies Objectives, Prescriptions Work Projects programme Implement Financial Plan A full delivery plan will include: A work programme/ action plan Estimates of resources needed to carry out the work (including money, labour and time) Details of how the work and the condition of the site can be monitored Information about how the plan itself should be reviewed and updated

43 Action/ Delivery/ Work Plan/ Programme The work programme should normally be divided into: Repeated and ongoing tasks (the maintenance programme). This is normally produced on a yearly basis following the annual review One-off projects. These may include capital works such as restoration projects, surveys, the production of new interpretive material or fence construction. The programme for these projects normally covers the whole period of the management plan, which makes it easier to plan and budget ahead. However it also needs to be reviewed annually in order to deal with unforeseen events.

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46 Action plan - one page?

47 Stanage & North Lees Estate Management Plan = Delivery Plan

48 Blackdown Hills Joint AONB/ Community Strategy Action Plan

49 Suffolk Coast and Heath AONB Management Plan = Action Plan

50 Monitoring Implementation monitoring (tourist provision/ marketing activities &c) Outcome monitoring: Tourist numbers (and activities) Profitability (facility provider) Impact on local community Visitor satisfaction monitoring Site/ environmental (condition) monitoring (natural and cultural)

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52 126.1 km/1.943 km² 294 km/ 8,412 km² 250 km² (Korana) KOLPA/KUPA River Sub-basin

53 Krajnski Park Kolpa (KPK)