cbd-good-practice-guide-tourism-powerpoint-en.ppt

TOURISM
FOR NATURE &
DEVELOPMENT
This presentation has been prepared as part of the publication “Tourism for Nature &
Development: A Good Practice Guide”. The CBD endorses the use and modification of these
presentation materials for non-commercial purposes. If modifying the presentation materials,
photograph credits should be maintained.


INTRODUCTION
 Tourism, biodiversity and poverty alleviation
 Ecosystem goods & services
 Environmental impacts of tourism
 Tourism, development and poverty alleviation
 Some current trends in tourism
GOOD PRACTICES
 Policy and strategy tools
 Legal and normative tools
 Measuring, reporting, auditing, monitoring and evaluation
 Economic, financial and market-based instruments
 Capacity building
 Promotion, marketing and communication
RESOURCES
 References
OVERVIEW

i
 Biodiversity is a vital asset to the tourism industry.
 A clean environment is each tourist’s expectation, and many
tourists will not return to polluted or degraded destinations.
 Developing counties are receiving an increasing share of a
growing international tourism market.
 Developing counties control the largest proportion of global
biodiversity, and many tourism attractions in developing
counties are closely linked to biodiversity.
Tourism, biodiversity & poverty alleviation
INTRODUCTION

i
Tourism, biodiversity and poverty alleviation
 Developing countries are receiving an increasing share of a
growing international tourism market. The market share of
developing countries has grown to 40% of worldwide international
arrivals – up from 34% in 2000.
INTRODUCTION
1990 2000 2006 Growth rate
World 264 474 733 177%
High Income
Countries
221 352 511 131%
Developing Countries 43 122 222 416%
International Tourism Income (in billion US$)

i
The tourism industry is dependent on the healthy
production of a wide variety of ecosystem services.
 Tourist activities in coastal areas often focus on diverse
marine resources such as coral reefs, whales, and birdlife,
and require clean water for activities such as swimming and
scuba diving.
 National parks are often located in forested and
mountainous areas and rely on the services of ecosystems to
provide visitors with recreational, educational, and cultural
experiences.
Ecosystem goods and services
INTRODUCTION

i
Ecosystem goods and services
 The Millennium Ecosystem
Assessment reports that the
demand for recreational use of
landscapes is growing; areas are
being increasingly managed for
tourism.
 Tourism/recreation services
were measured to be in good
condition, though there are
concerns that tourist activities
may reduce the capacity of
ecosystems to continue to provide
these services.
INTRODUCTION
MEA
(2005)
ECOSYSTEM GOODS AND SERVICES
Provisioning Services
▪ Food, Fiber and Fuel
▪ Genetic Resources
▪ Biochemicals
▪ Fresh Water
Cultural Services
▪ Spiritual and religious
values
▪ Knowledge system
▪ Education and
inspiration
▪ Recreation and
aesthetic value
Regulating Services
▪ Invasion resistance
▪ Herbivory
▪ Pollination
▪ Seed dispersal
▪ Climate regulation
▪ Pest regulation
▪ Disease regulation
▪ Natural hazard
protection
▪ Erosion regulation
▪ Water purification
Supporting Services
▪ Primary production
▪ Provision of habitat
▪ Nutrient cycling
▪ Soil formation and
retention
▪ Production of
atmospheric oxygen
▪ Water cycling

i
Tourism can have a variety of negative impacts on biodiversity,
particularly when carried out without management standards
designed to protect natural assets.
 Infrastructure / facilities: Tourism development usually
requires some form of infrastructure, which can result in
significant alteration or destruction of natural habitats.
 Resource depletion: Tourism development may concentrate
local resource use in smaller areas and / or undermine local
resource management systems.
 Water pollution: New infrastructure developments often
lead to increased sewerage pollution. This can have severe
negative impacts on coastal biodiversity, particularly in areas
with coral reefs.
Environmental impacts of tourism
INTRODUCTION

 Tourism activities: The activities of tourists and operators
can lead to negative impacts on local environments. Coral
reefs can be damaged by careless divers, boats, or by
entrepreneurs who sell pieces of coral as souvenirs.
 Waste: Tourism produces 35 million tonnes of solid waste
yearly, roughly equivalent to that of the country of France.
 Climate change: Carbon dioxide emissions from the
tourism sector’s transport, accommodation and other
activities are estimated to account for 4 to 6% of total global
emissions, approximately equivalent to the total emissions
of Canada, Brazil and South Korea combined.
i Environmental impacts of tourism
INTRODUCTION

i Positive impacts of tourism
Sustainable tourism can also result in positive impacts for
biodiversity conservation, while also delivering social and
economic benefits to host communities.
 Revenue raising for local communities: Tourism is an
opportunity for business development and job creation.
 Education and awareness raising: Tourism can help promote
conservation by raising awareness amongst visitors through
well-designed interpretation programmes.
 Economic incentives for habitat protection: Tourism can bring
economic value to natural and cultural resources.
 Sustainable land management: Tourism can be a force for
more sustainable land management by providing additional or
alternative forms of livelihood.
INTRODUCTION

 Tourism generates jobs and business opportunities for
the host population, and can help reduce or eliminate
poverty.
 In 2004, total tourist arrivals to the 49 Small Island
Developing Nations was estimated at just over 27 million
people, compared to approximately 11 million people in
1988. This translates into a cumulative increase of 145
per cent over the 16-year period or 9 per cent per
annum.
 UNWTO ST-EP (Sustainable Tourism—Eliminating
Poverty) is implementing 75 projects and has an
additional 100 projects under development.
i Tourism, development & poverty alleviation
INTRODUCTION

i
 There is an increasing awareness at the level of
governments of the social, economic and environmental
importance of the tourism sector, and of the impacts it
causes on destinations.
 Globally, the responsibilities of governments in tourism
development have tended to become more decentralized,
with many mandates being gradually devolved to local levels
of governance.
 There is an increased awareness, on the part of tourists, of
the need for sustainability. Tourists are becoming more
interested in addressing negative impacts of tourism (e.g.
environmental degradation of destinations).
Some current trends in tourism
INTRODUCTION

 There are clear and growing threats to basic tourism
attractions – pristine beaches, healthy coral reefs, and
megafauna / charismatic species.
 Tourism has traditionally been a source of financing for
protected areas, and this contribution is growing.
 Many destinations have set up Local Agenda 21
processes to ensure that tourism is integrated into
sustainable development plans, and the CBD’s
ecosystem-based approach has been applied in many
sustainable tourism destinations, to ensure that the needs
of all players are considered.
i Some current trends in tourism
INTRODUCTION

Policy and strategy tools
GOOD
PRACTICES
 Tourism policies and strategies reflect the ways and means
to achieve the goals and milestones for sustainability.
 Policies often refer to institutional setups that allow
governance of tourism development. Policies may not be
site-specific and may apply across all of a country’s area.
 Strategies are more action-oriented and often linked to a
destination or region.
 Examples: Tourism policies, inter-ministerial and inter-
agency cooperation mechanisms, revenue retention schemes
for parks, training for professionals / communities.
>> Sustainable tourism development policies and strategies

CASE STUDY
GOOD
PRACTICES
National Ecotourism Strategy and Action Plan (Bulgaria)
 Two-year, multi-stakeholder consultation process
 12 regional associations were established to develop regional
action programmes, in line with the National Strategy. These
action programmes then directed the development of the
National Action Plan.
 Some key outcomes:
 Support for business development and marketing through
training, assistance packages, quality assurance and branding.
 Legislative changes made so that tax revenue generated from
tourism remains in the municipality and must be directed to
tourism-related infrastructure.
Source: UNEP and UNWTO 2005

 Destination Plans are usually site- or destination-specific and
describe a future state and process (e.g. required human
resources, infrastructure, etc.) to achieve a desired vision.
 Destination Plans can include the following elements:
▪ Inventory of attractions, equipment, and other factors affecting
a destination
▪ A strategic analysis of strengths, weaknesses, threats and
opportunities in relation to the destination’s competition
▪ An examination of market trends and resident
needs/expectations, and human resources / labour
 The plan requires extensive consultation, comprehensive
collection of information and an understanding of resources,
social and political dynamics, influence of interest groups.
>> Sustainable Tourism Destination Plans
GOOD
PRACTICES

Master planning as an effective tool for destination
management (Croatia)
 Development of local-level destination plans with mid-term
goals have been identified as a key factor to the success of
Croatia’s tourism sector.
Local destination plans were developed with the involvement of
a broad network of stakeholders.
 The plans have focused on the means by which
competitiveness can be increased (e.g. product plans,
investment plans, and action plans).
 Have taken a pragmatic, implementation-oriented approach
(e.g. the Istrian destination plan realized 50% of its investments
within the first 3-years of its implementation.
CASE STUDY
Source: Cizmar and Lisjak 2007
GOOD
PRACTICES

 Sub-components of the destination plan may be packaged as
specific sustainable tourism projects, as a strategy to facilitate
fundraising, management and evaluation.
 A governance structure needs to be set up for each project,
taking into account the mandates, capacities and interests of
different agencies and players.
 The full participation of local players must be integrated in a
project from the outset, recognizing their motivations, goals,
and expectations.
 Consistent capacity building to address the limitations of local
institutions needs to be factored in from the design phase to
ensure that significant components of projects live on.
>> Sustainable Tourism Projects
GOOD
PRACTICES

Gudigwa cultural village (Botswana)
 The NGO Conservation International (CI) and the Bugakhwe
Conservation Cultural Trust initiated the Gudigwa community-
based eco-cultural tourism project (northern Botswana) in
1999.
 The project aimed to establish a commercially viable camp
which would allow visitors to experience the cultural richness
of the local San community.
 The camp was a commercial failure under CI’s management,
despite providing some positive social impacts.
 Lesson learned: Early involvement of private sector
professionals is essential to ensure value chain linkages and
operational integrity.
CASE STUDY
Source: Conservation International 2008
GOOD
PRACTICES

Legal and normative tools
Legal and normative tools constitute the enabling
environment that facilitates the development of sustainable
tourism, and include some of the following:
▪ Tourism laws (specifying conditions and requirements for
licensing operation of hotels, tour operations and services).
▪ Requirements and norms regulating environmental impact
assessments.
▪ Zoning and land-use, construction laws / codes that affect
tourism development.
▪ Environmental Impact Assessments.
GOOD
PRACTICES

 In 2001, the Tourism Development Authority initiated a land
use management planning and zoning process for the
Southern Red Sea region.
 The Land Use Management Plan that was developed was
based on a recognition that resources and sites within the
region have different capacities to accommodate various
tourism activities.
 Five different management zones proposed, corresponding
to differing grades of sensitivity.
 Zoning regulations led to the modification and in some cases
cancellation of development plans in some zones.
Land Use Management & Zoning Regulations (Egypt)
CASE STUDY
GOOD
PRACTICES

Measuring, baseline information, reporting,
auditing, monitoring and evaluation
This tool includes:
 Development of indicators and measurement systems to
determine acceptable levels of impact from tourism.
 Identification and collection of baseline information to serve
as reference for monitoring programmes.
 Establishment of goals and references through
benchmarking. By comparing how problems have been solved
at other sites, and by taking into consideration the particular
circumstances of each destination, an action plan for
improvements can be implemented.
 A critical component of any strategy is the concept of carrying
capacity and limits of acceptable change.
GOOD
PRACTICES

 Visitation rates to China’s 42.84 km² Tianmushan Nature
Reserve nearly doubled over the 1990s to 52,160 people.
 An environmental management programme was established
using the Pressure-State-Response (PSR) model.
 In total, forty-five indicators were developed, designed to
monitor the state of tourist destinations, the impacts of tourism
activities, and the effectiveness of management measures.
 The programme acknowledged the influence of tourism
activities on the ecosystem as a whole, including areas beyond
the reserve boundaries.
 Two key issues restricting tourism development were
vegetation damage by hikers, and water supply shortage.
Environmental management indicators for ecotourism (China)
CASE STUDY
Source: Li 2004
GOOD
PRACTICES

Economic, financial and market-based instruments
Economic, financial and market-based instruments include
some of the following:
▪ Concessions for tourism operations in parks
▪ Incentives for sustainable tourism (e.g. tax incentives)
▪ Implementing or modifying taxes, charges and fees to
redirect tourism flows
▪ Provision of sound visitor management infrastructure
▪ Sustainable tourism certification
▪ Awards and marketing support to pioneers
▪ Voluntary reporting, guidelines / codes of conduct.
GOOD
PRACTICES

Certification for Sustainable Tourism (Costa Rica)
 The Certification for Sustainable Tourism (CST) programme
rewards socially and environmentally responsible businesses.
 Certification is awarded by an independent commission to
businesses that can demonstrate, upon external audit,
compliance with established sustainability criteria.
 The CST has proven to have had a positive effect on Costa
Rica’s tourism industry, as it establishes a set of credible,
objective standards for sustainability.
 As a government-led initiative, the CST programme has the
advantage of being free-of-charge to participating business,
while also maintaining high technical and ethical standards.
CASE STUDY
GOOD
PRACTICES

Capacity Building
Capacity building may include:
▪ Networks of specialists, distance education tools,
virtual conferences and webinars;
▪ Establishment of destination management / marketing
organizations with a social and environmental focus;
▪ Development of a standard curriculum on sustainable
tourism for training/education institutions;
▪ Establishment of Public-Private-Partnerships and
tourism trade associations;
▪ Professional development tools for small and medium
enterprises (e.g. business incubators, special credit lines,
and marketing support).
GOOD
PRACTICES

Train-the-trainers workshops (Brazil)
 Conservation International in partnership with other NGOs
and the Ecoplan:net Institute held a series of train-the-trainer
workshops in Brazil in 1994.
 35 tourism professionals were trained to be interactive
instructors / facilitators of 5-day ecotourism workshops.
 Key outcomes:
 Between 1994 and 2004, 55 workshops were held in
Brazil, with more than 600 participants.
 Approximately 80 new products (e.g. tours, eco-lodges,
attractions) have been designed with the workshop
methodology.
Source: Hillel 2009
CASE STUDY
GOOD
PRACTICES

Promotion, marketing and communication
 Most travelers are still unaware of the potential impact their
consumer choices can have on the sustainability of tourism.
 Sustainability sells – if the message is well-presented, and
pricing is competitive, customers are inclined to prefer
providers that benefit destinations.
 Interpretation techniques can be employed by tourism
providers to communicate natural and cultural heritage values,
create a sense of place and awareness, and to offer a quality
tourism experience.
 Governments can steer strategic planning in tourism towards
sustainability by targeting its marketing investment (e.g. the
Costa-Rican government uses its tourism marketing investment
preferentially on businesses recognized by its CST label).
GOOD
PRACTICES

Tour operators initiative (TOI) for sustainable tourism
development (Mexico)
 With the support of related UN agencies, TOI is an
international alliance of tour operators engaged in advancing
the UN goal of sustainable development.
 TOI signed a cooperation agreement in 2006 with the World
Wide Fund for Nature (WWF) to support biodiversity
conservation in areas of high-volume tourism.
 Outcomes: In Riviera and Costa Maya (Mexico), TOI and its
partners contributed to the drafting of the National Tourism Law,
specifically focusing on coastal conservation and responsible
tourism in protected areas, and recommended rules for Siting,
Design and Construction at the Yucatán Peninsula, formally
approved in February 2009.
CASE STUDY
Source: UNWTO 2009
GOOD
PRACTICES

RESOURCES
?
(SCBD) Secretariat of the Convention on Biological Diversity. 2004. Guidelines on
Biodiversity and Tourism Development.
www.cbd.int/doc/publications/tou-gdl-en.pdf
(SCBD) Secretariat of the Convention on Biological Diversity. 2007. Managing Tourism &
Biodiversity: User’s Manual on the CBD Guidelines on Biodiversity and Tourism
Development. www.cbd.int/tourism/guidelines.shtml
UNEP and WTO. 2005. Making Tourism More Sustainable: A Guide for Policy Makers.
www.unep.fr/scp/publications/details.asp?id=DTI/0592/PA
UNEP. 2008. Sowing the Seeds of Change: An Environmental and Sustainable Tourism
Teaching Pack for the Hospitality Industry.
IUCN. 2008. Biodiversity: My Hotel in Action. A Guide to Sustainable Use of Biological
Resources.
www.toinitiative.org/fileadmin/docs/ActivityReports/press_rel/iucn_hotel_guide_final.
pdf
>> Tourism Guidelines, Manuals and Reference Materials

RESOURCES
?
UNEP. 2005. Forging links between protected areas and the tourism sector: How
tourism can benefit conservation.
UNEP. 2003. Tourism and Local Agenda 21: The role of local authorities in sustainable
tourism.
http://www.unep.fr/scp/publications/details.asp?id=3207
>> Tourism Guidelines, Manuals and Reference Materials
Note: A complete list of references for this presentation can be found in the accompanying
booklet Tourism for Nature & Development: A Good Practice Guide.
Photo credits: Slide 1, top to bottom - Flickr.com/unwiredben; stockphoto.com;
Flickr.com/Martha de Jong-Lantink; Flickr.com/Travelling Pooh. Slide 2, top: Michael Sheridan.

413 Saint Jacques Street, Suite 800
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Canada H2Y 1N9
Tel: +1 514 288 2220
Fax: +1 514 288 6588
E-mail: secretariat@cbd.int
Web: www.cbd.int
For more information, please contact:
Secretariat for the Convention on Biological Diversity
Technical support for this project has been provided by UNEP and UNWTO.
Financial support has been provided by the French Ministry of Foreign and European Affairs.

cbd-good-practice-guide-tourism-powerpoint-en.ppt

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