Cooperation on Jeju Island

Seonheul village on Jeju Island has undergone several transformations throughout its history, but in the last ten years, community-based tourism has become a mainstay — bolstering conservation, the local economy, and the social fabric of the village. Dr. Mihee Kang and Jeryang Ko explain how stakeholders came together to establish a social cooperative that changed the future of the village.

Power of Working Together: A Lesson from a Ramsar Wetland Village in Jeju, South Korea

Many government-supported rural development schemes focus too heavily on infrastructure; many villagers don’t know how to run a business. By contrast, the Korean village of Seonheul on Jeju Island has established a local business that would ensure economic sustainability even without government financial support. The goals were for all stakeholders to participate, with the village as the leader, and for profits to be distributed widely. This ‘social cooperative’ was just one feature of the area’s communal conservation and ecotourism development, which has been underway for years.

Residents of all ages participate in roundtable meetings, where they can share resources, concerns, and ideas. [All photos courtesy of Seonheul Village]

Seonheul lies inland on Jeju Island. This southernmost and largest island of South Korea has a population of around 670,000. It was formed by the eruption of an underwater volcano about 2 million years ago. Today, there are nine inhabited islands and 55 uninhabited islands in its administrative boundary. Jeju Island has been designated as a UNESCO World Natural Heritage Site, a Biosphere Reserve, and a Geopark.

Seonheul is an agricultural village with about 900 residents in 2021. It is one of 29 Korean ecotourism destinations designated by the Korean Ministry of Environment that are designed to protect nature and support community-based ecotourism development.

Hikers pause to admire the local tree species during a guided ecotour in Dongbaekdongsan.

A key site in the village is a gotjawal (rocky lava) volcanic forest called Dongbaekdongsan (or Camelia Hill), which is included in the biosphere reserve and the geopark. It is surrounded by an evergreen forest with a relatively warm climate at an elevation of less than 100m. Dongbaekdongsan was formed by lava as thin as tomato juice, which formed a plate at the base of the forest, eventually creating the wetlands of today.

Around 0.59 km2 of those wetlands, centered on ‘Meunmulkak’, have been designated a Ramsar Wetland. Dongbaekdongsan is rich in biodiversity; 13 of its more than 370 types of plants and 900  animal species are protected. There are more than 100 freshwater springs that are used for sacred prayers, drinking water for residents and animals, as well as for bathing water.

Forming a Committee with Stakeholders

Residents’ participation in the conservation and ecotourism development of Dongbaekdongsan (Camelia Hill) can be divided into three stages: (i) before 1981, (ii) after 1981, and (iii) after 2010. Until the early 1980s, Dongbaekdongsan was used as a village communal ranch and for water. There was a village forestry club that oversaw decision-making and enforced the rules of how the forest was used. This changed in 1981, when it was designated a Jeju Special-Governing Province Monument No.10 by the national government, due to its unique location as a natural forest in the center of the mountainous regions of Jeju. By this time, residents no longer depended on its resources. Water, wood, and charcoal were not the main necessities since sources for fuel changed, and a public water supply was introduced to the village, ultimately changing the village lifestyle.

In 2010, the Ministry of the Environment designated Dongbaekdongsan as a Protected Wetland and implemented capacity-building programs for the residents to protect its resources. From this point on, ecotourism and eco-education became the focus of the residents as a vehicle for conservation and a wise use of the resources through participation.

The following year, in 2011, the Village Council (VC) formed Dongbaekdongsan Conservation and Management Council (DCMC) , inviting stakeholders surrounding Dongbaekdongsan to join, such as provincial and municipal governments, environmental NGOs, experts, research institutes, and other related organizations. The Village Council leader is also the president of the DCMC. The DCMC meets every quarter to bring together outside stakeholders to discuss issues related to conservation and ecotourism development of the Dongbaekdongsan. However, the final decision is made at the village general assembly.

Learning Together, Sharing Responsibility, and Making Decision s Collectively

The VC internally holds resident meetings three times a year for residents to share information, prevent alienation, discuss responsibilities, and share benefits together. Once a year, a roundtable meeting is held for all residents to discuss the vision for the village.

The first roundtable meeting was held in February 2014. At least 100 -130 residents from all age groups attended the roundtable meeting. Each year, one table is saved for village children of all ages that allows them to proudly participate in village discussions and in the decision-making process as members of the village.

 

Members of the Village Council come together to discuss tourism strategies and divide up leadership responsibilities amongst each other.

Resident-led Conservation, Restoration, Monitoring, and Documentation

The VC also organizes capacity building training sessions for its residents regularly so the residents can take leadership in conservation and tourism development. Ecological monitoring by a group of residents is an important part of the ongoing training programs.

The ecological monitoring group consists of about 10 people including 5-6 residents, one expert, and 2-3 people from ecotourism associations and/or advisory groups. Since 2011, the group surveys ecological resources and monitors ecological changes monthly in Dongbaekdongsan. Based on the results of their activities, restoration of endangered species is continued by the village and/or the environmental agencies. The village also has a monitoring program engaging local students led by the village eco-teachers combined with the advice of a local professional organization. Currently, a few books about camellia trees, local grasses, and ferns of Dongbaekdongsan have been published by the VC in collaboration with resident monitoring groups and experts, and a book about mushrooms will be published soon.

Building a Village Enterprise — the ‘Social Cooperative Seonheulgot’

Rather than relying on government subsidies, the village worked to establish a business that would ensure economic sustainability even after government subsidies stop. The business structure was to ensure that all stakeholders would participate, with the village as the primary leader, and that the profit from the business would be distributed widely.

An example of village ecotourism promotional material.

After discussion and deliberation for many years on the type of business required, a collective decision was made during a roundtable discussion with 130 residents in attendance: To create the ‘Social Cooperative Seonheulgot.’ Its objective was ‘conservation of Dongbaekdongsan and residents’ happiness’.

Resident concerns and satisfaction are monitored regularly. Currently, Seonheulgot manages the Dongbaekdongsan Wetland Center and operates ecotours, local product sales, interpretation service, and community eco-education programs. Their two ecotour products are certified as low-carbon tours by the Korean Ministry of Environment.

All Age Groups Participate in Ecotourism Development

Older residents engage in literary and artistic activities, drawing, writing, and producing books that are sold as souvenirs.

A plastic-free event lunch box.

Residents in their 40s and 50s typically take the role of planning and leading ecotourism programs, while there are women’s groups in their 50s to 70s that conduct food-experience programs to provide tourists with local specialties. There are even teenagers who serve as eco-guides, and men in their 70s serving as “uncle” eco-guides. In addition, the annual village festival is a plastic-free event.

Residents Teach Nature and Culture at Schools, Drawing Outside Students

The Seonheul elementary school invites village eco-guides to its regular environmental classes. These trained village eco-teachers deliver classes for the students every week, teaching not only ecology but also traditional knowledge and cultural values of the village. In 2014, this elementary school nearly closed with only 20 students enrolled, but the popularity of this program has led students to transfer in from other provinces. Today, the school has over 110 students, 90% of which are transfer students.

The Power of a Cooperative Network and Intermediate Supporting Organization

Seonheul is regarded as a good case of community-based ecotourism development in Korea because the VC engaged with different stakeholders and it took a democratic process in the decision making. Support from Jeju Ecotourism Association and Jeju Ecotourism Center provided advice from the start of the village ecotourism development.

In Korea, there have been hundreds of rural village tourism development projects supported by the relevant government agencies. Many are government-led projects that focus too heavily on infrastructure development, and/or the villagers lacked the capacity to establish a sustainable tourism business structure.  Only handful of cases can be considered successful community-based tourism examples. But when the roles of each stakeholder are clear and when the local community takes primary responsibility, then sustainable community-based tourism is possible.

This is not to say that the Seonheul Village case is perfect. Conflicts between residents and/or stakeholders still exist, there is a risk of overtourism, and the community has experienced difficulties in operating a business that is economically sustainable. However, the future is certainly positive. This village has learned over the past 10 years to communicate and solve its problems together.

Rural Tunisians Join to Initiate Restorative Tourism

Every year, Green Destinations organizes the Top 100 Destination Sustainability Stories competition, which invites submissions from around the world – a vetted collection of stories spotlighting local and regional destinations that are making progress toward sustainable management of tourism and its impacts. This entry, submitted in 2021 from Tunisia, shows how communities joined to stem the tide of rural outmigration with an inspiring approach to culturally authentic tourism development.

Cave dwellings of Dafar, Tunisia, [Photo courtesy of FTADD]

Submitted by Mohamed Hedi Kallali, Executive Director of The Authentic Tourism Federation Destination Dahar (FTADD)

In Dahar, Tunisia, Communities Collaborate to Revitalise a Dying Region

Tourism in Tunisia is usually concentrated on the coasts and Northern regions and is generally characterized as mass tourism. But not in the mountainous Dahar region of southeastern Tunisia— one of the most remote and untouched regions of the country, as well as one of the least developed and populated. 

“Dahar counts 3000 years of human history of the Amazigh Berber Tribes, which is seen in the many ancient Amazigh villages scattered around the region. The proud local Tamazight communities are still practising their traditions, such as the art of weaving the colourful carpets or managing authentic oil mills, and lifestyle that was dictated to their ancestors by the arid climate of the region – to this day locals live in houses dug in caves, known as troglodytes, and use ancient techniques for water preservation.”– Mohamed Hedi Kallali, Executive Director of The Authentic Tourism Federation Destination Dahar (FTADD)

Over the past three decades, Dahar experienced a dramatic decline in its population levels. Matmata lost close to 99% of its population between 1970 and 2021, and villages such as Guermassa and Douiret are now abandoned, despite having the highest number of inhabitants in the 1950s. 

Jazia running a weaving workshop. [Photo courtesy of FTADD]

The Dahar region and stakeholders from local communities decided to focus on sustainable tourism development to revitalize the region, create quality jobs and, at the same time, to preserve and promote local heritage and the natural and cultural landscapes.

One of the key challenges was collaboration in the local community – the region covers 9,312 km2 and is composed of three governorates and eight municipalities, each thinking about their own tourism goals and objectives. 

Form a Federation and Agree on Principles 

Despite these challenges, in 2018, the community created a Destination Management Organization (DMO) called the Fédération Tourisme Authentique Destination Dahar (FTADD). The FTADD is composed of 38 members — including local authorities — but mostly consists of small local enterprises, museums, and other attractions. Organizing this DMO involved more than 15 meetings and discussions with locals across the villages. But this extra effort proved to be essential —the communities put their faith in the DMO to support them, improve their skills or to assist as they set up tourist facilities. 

Local artisan practicing wickerwork. [Photo courtesy of FTADD]

The FTADD established 10 guiding principles for the destination, including promoting authentic tourism, preserving local resources, valuing tangible and intangible heritage, craft, and original products, and respecting the local culture and visitors. In June 2021, the Sustainable Tourism Charter for Destination Dahar was adopted by all key community stakeholders, the municipalities, and the governorates. 

FTADD is the first DMO in Tunisia and has become a beacon for sustainable tourism development in the country. WWF Tunisia presents Destination Dahar as a model of sustainable development. Inspired by the Dahar model and experience, other DMOs in Tunisia, such as one in Djerba, have been created. 

Find the complete Good Practice Story from Dahar here

 

Bringing Bad Grund Back to Life

Every year, Green Destinations organizes the Top 100 Destination Sustainability Stories competition, which invites submissions from around the world – a vetted collection of stories spotlighting local and regional destinations that are making progress toward sustainable management of tourism and its impacts. This entry, submitted in 2021 from Germany, shows how a community rallied to create placemaking activities that enhance their town’s touristic appeal and stem outmigration.

Bad Grund town center. [Photo Courtesy of Bad Grund]

Submitted by Nikolai Simon-Hallensleben, Project Manager, Innenentwicklung der Bergstadt Bad Grund (Harz) 

Community Collaboration in Bad Grund, Germany, Revives the Destination 

Over the past few decades Bad Grund (Harz), a remote destination in the rugged Harz highlands of Lower Saxony, Germany, has been suffering from decreasing population levels. Officially recognised as a spa town since 1855, it lies in an open valley surrounded by deciduous and coniferous forests.The local economy had historically relied on the mining industry and on spa tourism, but when those industries collapsed, young generations started moving away. Between 1973 and 2021, Bad Grund (Harz) lost almost 40% of its population. Amongst other things, the decline in population meant that external investors were reluctant to provide much-needed capital to develop the destination.

In response, a group of Bad Grundners came together to tackle the decline of their mountain town. In autumn 2018, the group created the initiative ZukunftsBergstadt – ‘Future Mountain Town’. Over the past few years, the group has organised meetings and events for the local community to share their concerns and develop new ideas. 

Direct results of this collaboration include:

Cleaning day. [Photo Courtesy of Bad Grund]

  • Creating a maintenance group to regularly maintain the flower beds around the town, sow wildflower meadows, and ensure the town centre is clean.
  • Increasing the frequency of the Begegnungsmarkt – ‘Encounter Market’ – which now takes place once a month. The market features regional products and is a great place to gather and eat while listening to local music. 
  • Opening the Grundnerwohnzimmer  – ‘Grundner Living Room’ – every day, which has made it a place where locals can meet, talk, share ideas, swap books, and buy tableware, wool, and more. 
  • Planning to establish a cooperative which would operate out of a repurposed dilapidated vacant property in the center of Bad Grund. The plan is to renovate it this year and create a new gastronomic offering that features regional foods, which is greatly needed. 

Begegnungsmarkt – ‘Encounter Market’, [Photo courtesy of Bad Grund]

The success of the ZukunftsBergstadt has depended on the linkages between politics, the local administration, and the citizens of Bad Grund. The essential point is that the Bad Grunders have drafted the ideas for themselves. Thanks to the commitment of the ZukunftsBergstadt, it has been possible to draw attention to the potential of the mountain city, the region, and beyond. Through collaboration, this community has managed to re-create a sense of place, generate a strong sense of community, organize regular events, and essentially bring Bad Grund (Harz) back to life. 

Find the complete Good Practice Story from Bad Grund here

 

Achieving Collaboration in Västerbotten – A Swedish Tale 

Hiking in Hemavan, Västerbotten. All photos: Region Västerbotten

After the Västerbotten regional tourism authority developed its sustainable tourism initiative, it then faced the hurdle of how to get stakeholders on board. Annika Sandstrom, Region Tourism Chiefexplains how they not only overcame this challenge, but also encouraged other destinations in the county to commit to better destination stewardship. 

Västerbotten Brings Together Stakeholders to Highlight Nature and Culture

The county of Västerbotten, in Northern Sweden, extends from the Gulf of Bothnia west to the Norwegian border and comprises one eighth of Sweden’s total land area. The sprawling county, roughly the size of Denmark, offers “grand mountains, deep forests, mighty rivers, and … sea breezes,” according to Visit Sweden. It has around 250,000 residents and welcomes about two million visitors every year. People come to Västerbotten to enjoy nature and culture. More than 75% of total visitors come from within Sweden, mostly during the summer months. 

In 2015, Region Västerbotten Tourism (RVT), which is responsible for regional development and growth in Vasterbotten County, recognized the need for many businesses to have a more sustainable approach. RVT looked to VisitScotland, Scotland’s National Tourist Organization, as to how they have approached sustainable tourism development. RVT was inspired by the way that VisitScotland approached quality and sustainability assessments and star ratings of tourism businesses in a well-developed scheme. 

Dogsledding in Lycksele, Västerbotten.

Based on the Scotland model, RVT formed a regional sustainable tourism initiative that was directed to local destination organizations, municipalities, and tourism businesses. The initiative is based on the GSTC Criteria and directly linked to several of the 17 goals in the 2030 Agenda for Sustainable Development. 

RVT developed assessments on tourism businesses and organizations based on the GSTC Industry and Destination Criteria, in addition to a few criteria of their own. The team at RVT conducted the assessments. They used the same method to assess municipal offices in order to address development needs in planning, permits, waste management, etc. As an incentive to get tourism businesses to participate, RVT offered those who had been assessed to take part in business and product development, digital skills and marketing knowledge free of charge. These offerings were directly based on needs that were noticed during the assessments. 

Canoeing in Skellefte river.

The Västerbotten Experience

RVT developed an additional incentive called Västerbotten Experience, which is a seal granted to businesses after passing an assessment.  Businesses that have received the Västerbotten Experience seal must be role models in environmental considerations, climate-smart solutions, and local responsibility. The business is re-assessed by RVT every two years to maintain the level of sustainability and quality.

This initiative aims to instill a sense of pride for these businesses in their work and their products. It also serves as a platform to communicate the best of Västerbotten’s nature and culture to visitors. The featured experiences encapsulate Västerbotten’s sense of place, lifestyle, and hospitality. 

Building the Program

One of RVT’s challenges was how to get all the region’s tourism businesses on board with the Vasterbotten Experience program. In the beginning, only the local DMOs were interested in participating, but eventually several municipalities became interested as well. Many tourism businesses thought it was a pointless effort, so RVT focused on those who did want to take part. 

Västerbotten cheese.

Progress was slow at first, so RVT decided to focus on those early adopters and gave them extra incentives to do more, such as opportunities to go on study trips, feature in special promotions, or be part of a film project. At some point those already involved started to become ambassadors for Västerbotten Experience, incentivizing others to sign on. RVT then decided to involve the local destination organizations even further by educating them in the method of assessing businesses, and this has made them great ambassadors of the Västerbotten Experience as well.

Horse riding in Grönåker.

Four Guiding Principles

Sustainability work has become the core of Region Västerbotten Tourism’s mission and has brought together the region’s municipalities, local destination organizations, and the 80-plus tourism businesses that have joined. Several municipalities and destinations have now launched their own sustainability initiatives as well, all with the GSTC Criteria as a starting point. 

Thanks to this consensus, four basic principles have been developed on which different actors in Västerbotten can build their activities. The goal is to develop a long-term sustainable hospitality industry which:

  • Is good for residents
  • Is good for visitors
  • Creates jobs and viable businesses; and
  • Takes place within the conditions of nature and culture. 

By focusing on and the four guiding principles, RVT’s regional tourism strategy has furthered collaboration among regional tourism organizations, local destination organizations, municipalities, and tourism businesses.

What’s Next 

The leading politicians in the regional council will formally endorse the Västerbotten Experience strategy in December 2021, underlining the importance of the joint initiative for sustainable tourism. 

The next step for RVT is to begin re-assessing all the Västerbotten Experience businesses to make sure that they are still up to date on their sustainability work. The same will be done for the municipalities to encourage them to keep sustainable tourism development in focus. 

Biking in Tärnaby, Västerbotten.

RVT has recently formed a green team consisting of representatives from all municipalities, from the local destination organizations, and from regional tourism projects. The goal is to identify joint actions that the team can address to further enhance sustainable tourism in Västerbotten. RVT believes that through motivation and education on the benefits of sustainable tourism development the county of Västerbotten can pick up the pace and achieve more together. 


By Annika Sandstrom, Region Tourism Chief, Region Västerbotten Tourism.

A Himalayan Village Takes Charge of Its Future

After witnessing unprecedented environmental damage, and despite pressure from tourism investors, the Indian village of Sharchi put regulations in place to limit unbridled growth in its attractive Himalayan valley. Aditi Chanchani and Sandeeep Minhas detail how the valley’s village councils are coming together to protect the region’s nature, culture, and its very future.

Stakeholders gather in the Sharchi Village for a discussion on tourism at the Gram Sabha Meeting. [Photo courtesy of Aditi Chanchani]

Strengthening Tourism Governance: First Step to Sustainability

The Tirthan and Sainj Valleys of the Himalayas are in the northern Indian state of Himachal Pradesh in the Kullu District and adjoin the Great Himalayan National Park (GHNP). While this area has long been popular within the trekking community, it gained prominence on the tourist map about a decade ago and got further impetus when GHNP gained inscription as an UNESCO World Heritage Site in 2014. Markers of unplanned and unsustainable tourism development are on the rise in the Tirthan Valley, with the growth of hotels, resorts, campsites, hostels, and homestays on the periphery of the park’s boundaries.

Disasters in the Indian Himalayan region have increased in intensity and pace, with landslides blocking roads and rivers, leading to the loss of lives, livelihoods, and property. So far in 2021, Himachal Pradesh witnessed 35 major landslides (as compared to 16 in 2020), cloudburst occurrences have increased by 121% (around 30 this year), and there have been 17 incidents of flash floods (9 in 2020). Climate change and anthropogenic activities, with tourism being a contributor, are mainly responsible for the massive destruction that we are currently witnessing. Ironically, even during the peak of the COVID-19 pandemic when travel came to a standstill, the four-laning of highways and construction of tunnels, ropeways, hotels, and homestays continued unabated, especially in the remote regions of the state.

Tourism in the mountain regions is dependent on forests, grasslands, and natural ecosystems as well as human societies and cultures. The impact of excessive, unregulated tourism has resulted in unplanned urbanisation, loss of traditional livelihoods, severe and lop-sided demands on scarce and fragile natural resources (forests, water, and land), deforestation, pollution, traffic jams, and spiralling prices. The safety of women and children and the loss of cultural traditions remains a constant fear.

What tourists come for: The view into the Great Himalayan National Park. [Photo courtesy of Aditi Chanchani]

Enabling Governance Makes a Difference

In India, there is no specific legislation for tourism that is all encompassing (and maybe rightly so, given the multi-faceted nature of this sector, and the needs of different geographies and cultures). There are however two legislations that provide a framework for the planning and regulation of tourism at the local level.

  • First, the Panchayati Raj Act (1994), which allows for the organization of village councils (called Panchayats) and endows them with the authority to function as units of self-government.
  • Second, the Scheduled Tribes and Other Traditional Forest Dwellers Act (2006), which empowers holders of forest rights to protect, preserve, regulate, and put a halt to or refuse to allow any activity that has detrimental impact on the wildlife, forest, biodiversity of the area and which negatively affects their natural heritage and culture.

Construction is underway to build in lanes for the Kullu Highway. [Photo courtesy of Aditi Chanchani]

With 66% of the geographical area of Himachal Pradesh covered with forests and with ample examples of negative impacts of tourism, the village councils (called the Gram Panchayats), the village assembly (called the Gram Sabha)[1] and the Conservation and Management Committees[2] have become key institutions for the planning and governance of tourism in and around forest areas.

Sharchi Village Decides to Regulate Tourism

On the boundary of the GHNP in Himachal Pradesh, Sharchi village, with a population of only 2,413, has taken a stand to prevent the exploitation of the environment and to protect the aesthetic value of the village.

In the past year, residents have seen a drastic increase in the sale of land with scenic views of the GHNP, mainly by people outside the state who wish to start tourism businesses.[3] This has propelled the Sharchi Panchayat (village council) to plan and regulate tourism and curtail commercialisation while preserving the natural landscape and cultural traditions of the area.

Other Villages Join In

In July 2021, seven Panchayats of the Tirthan Valley passed a resolution that to open a tourism business requires a No Objection Certificate, or a written permission, from the local Panchayat. They also decided that the construction of hospitality units will be limited to a maximum of 10 rooms. This decision created a stir among tourism developers who had already invested in land or planned to invest in the area, and who now feared restrictions. The district’s Deputy Commissioner[4] was roped in to intervene.

Recognising that tourism impacts go far beyond that of just hotel construction, SAHARA [5] (Society for Scientific Advancement of Hill and Rural Areas) and Himalaya Niti Abhiyan, two civil society organisations, are working with the region’s communities to further their understanding of tourism and its impacts. The hope is to work towards a long-term, sustainable, and mature tourism plan able to withstand the ever-increasing impacts of tourism on the environmental, economic, and socio-cultural resources of the region.

Both organizations worked together with the Sharchi Village to prepare a memorandum to the Deputy Commissioner. A public notice was also posted inviting comments and suggestions.

Key points in the memorandum included:

  • Tourism is developed and promoted so as to respect the land, its people, and natural and cultural heritage.
  • Tourism development is undertaken with people’s consent, keeping to their views for how tourism should develop.
  • Planning and implementation processes are transparent, participatory, and inclusive, and local tourism policy respects people’s vision and aspirations.
  • Tourism is regulated, and decisions and norms developed by local communities and local governance bodies are upheld.
  • People’s rights over common and community property resources and natural resources are ensured.
  • Tourism is developed based on the carrying capacity of the region.
  • Local ownership is strong, small and medium enterprises are vibrant, local employment and local economies are stimulated by tourism development.
  • Tourism is culturally sensitive, striving to balance the need for commercial viability with the supporting and reviving of cultural traditions, arts, and crafts. The sacred spaces of the local deities (Nagaddi) are protected.
  • Tourism industry does not expropriate communities’ land, water, or natural resources, nor alienate or displace people from traditional livelihoods.
  • Tourism practices ensure responsible use of resources, low energy use, effective waste management, and minimum negative impact on the environment.

On August 30th, a meeting was held with the District Commissioner, who was positive about the steps that the community has taken. However, implementation depends on approvals from the Gram Sabha, District Administration, and State Government. As of publication, these meetings are pending.

Villagers practice the ceremony of welcoming the Devtas (Gods) during a festival in Jamad Village. [Photo courtesy of Aditi Chanchani]

The Way Forward

The next few years are crucial, as it will define the tourism trajectory of these remote regions of Himachal Pradesh. The people of Sharchi are not against tourism or businesses that would like to operate in the area, but they see this as a matter of their rights and the survival of their culture. SAHARA, Himalaya Niti Abhiyan, and the Panchayats are working on a sustainable tourism policy and action plan for the Valleys that involves all, both rightsholders and stakeholders (as the impact will be felt cumulatively). Additionally, they see the need to put in place institutional mechanisms that consider, and in fact accord primacy, to constitutionally guaranteed governance structures.

The people of Sharchi have taken a step in the right direction to embark on the long road towards achieving sustainable tourism. We will face many trials and tribulations, but we hope that we are able to stay on the path we have chosen.


Authors Aditi Chanchani and Sandeeep Minhas are associated with Himalaya Niti Abhiyan, a collective of grassroot people’s resistance defending local livelihoods, environment, and social equity with the idea of a sustainable mountain-specific development model. A key area of their work has been to advocate and fight for the implementation of the Forest Rights Act. Sandeep Minhas is Secretary of organisation, while Aditi Chanchani coordinates Mountains, Communities and Tourism programme. Aditi is a member of the GSTC India Working Group and of the GSTC Destination Stewardship Working Group.


[1] Gram Sabha or a village assembly which shall consist of all adult members of a village.

[2] Committees from amongst its members work to protect wildlife, forest, biodiversity, catchments areas, water sources and other ecologically sensitive areas; to shield the habitat of forest-dwelling communities from any form of destructive practices affecting their cultural and natural heritage; and to ensure that the decisions taken in the Gram Sabha to regulate access to community forest resources and stop any activity which adversely affects the wild animals, forest and the biodiversity are complied with.

[3] To protect the rights of the people of Himachal Pradesh, non-locals are not allowed to purchase land unless approval is given by the State and therefore through other means, circumvent this process.

[4] Deputy Commissioner is representative of the government at district level and is responsible for the implementation of programmes and policies of Centre Government and State Government as well as to coordinate the working of all Government offices within the district. The Commissioner looks after the law and order situation and is the primary relief agency in cases of natural calamities (http://himachalservices.nic.in/rti/rtihp/RTIDesc/117-2.pdf accessed as on 14 October 2021).

[5] SAHARA is a registered society that came into being with a mandate of empowerment of women in the interior areas of Kullu district. They work towards addressing the economic and social needs of the communities living adjacent to the Great Himalayan National Park.

Contrasting Tourism Landscapes in Karnataka, India

The pandemic exposed the dangers of ‘tourism monocultures’ – dependence on one product only – versus a more holistic approach to tourism fare. Gayathri Hegde has been researching the differing tourism experiences of Dandeli and Joida, neighboring towns in Karnataka, southwestern India.

Amara homestay cottages decked in Warli paintings. Homestays such as this, combined with multicultural experiences, offer a resilient alternative to the risks inherent in over-exploiting a single adventure-tourism product. © Amrut Joshi

River Rafting Alone Does Not a Destination Make

The town of Dandeli, located in the serene, verdant green forests of Western Ghats in northern Karnataka, has become synonymous with ‘adventure tourism’ in the region, popularized as the river-rafting destination of southern India. Fueled by dam waters, the Kali River flows with robust furor, enthralling all visitors. The spike in tourists visiting this biodiversity hotspot brought considerable profits to tourism service providers, but it has also resulted in unchecked growth that has hampered the ecological and financial sustainability of this tourism model.

Cultivated terraces and wild forests of Joida testify to multiple layers of influence by man and nature.  © Gayathri Hegde.

What was once a novelty experience has now been reduced to a gimmick in recent years. Rafting through the rapids was initially envisioned for a 12km stretch, which would allow the adventurer to have a complete experience of rafting through multiple rapids in the flowing river. However, to offer the experience to a larger number of visitors traveling on a smaller budget, the local tourism operators started offering the rafting experience for lower fees and a shorter distance. As a result, while the tourism experience in Dandeli has become more accessible across all economic classes of the society, the overall quality of the product has taken a massive hit.

In an attempt to cater to many, even the few are deprived of the delights of nature that this place truly has to offer. With no checks in place to regulate the tourism impacts, tourists are littering the area, and most service providers take no responsibility for restoring the disturbed places they leave behind. As a result, the once verdant landscape is now dotted with plastic and tin. The sensitive ecology is home to a multitude of flora and fauna that are endemic to the region. The unchecked spurt in tourism stands to upend their lifecycle.

Then, when the government banned water-sport activities as a preventive measure during Covid-19, many tourism service providers who had anchored their business model solely on adventure tourism took a major financial hit. 

But what is unique about Dandeli? What can one take away from here? The actual potential of this place in the current tourism model does not benefit the tourist or the tourism vendor. It exploits the place without any regard to either maintaining the place or developing it more thoughtfully. 

The Joida Model 

Potential solutions to such challenges have been successfully and sensitively incorporated not too far away in the neighboring region of Joida. Both Dandeli and Joida are home to many native communities, some of them tribal, who have immense knowledge about the ecology of the place and have several unique skills in arts and crafts, which can be leveraged for the benefit of both locals and visitors. Even the cuisine that is consumed locally is unique, featuring an array of tubers, which have an annual festival. This cuisine ought to be to featured in restaurants menus and be celebrated accordingly.

Annual tuber exhibition in Joida by the tribal Kunabi people. © Amrut Joshi.

In all of this, I see hope in a cluster of homestays of the region, which are modeled on the public-private profit (PPP) sharing approach for the purpose of providing the best experience of a nature retreat and a cultural taste of regional specialties.

Even when river rafting was closed and the bigger hotels and resorts suffered losses from their adventure-tourism business model, some homestays of the region were not affected by this decision. Rafting was only an add-on to their tourism products. These homestays are run by members of the local community who offer rare view into their own cultural diversity. In the remote village of Gund, last in the region, Amara Homestays offers Yakshagana (a local theatre and dance form) workshop for its visitors and offers meals typical of the Havyaka people. These opportunities are cherished by the visitors. The owner claimed that his business is sustained by repeat visitors who look forward to this experience.

My Take

In hindsight, Dandeli-Joida offers the perfect canvas to showcase a panorama of evolving tourism trends in smaller cities in India and their impacts on multiple levels. In my experience of having travelled across different parts of India over the years and of viewing it through a cultural lens, it struck me that often the ideal tourism experience for an Indian tourist in India is hinged primarily on material comforts more than having an immersive cultural experience. The representation of local cultural identity in built and intangible forms is lacking too. 

When our tourist infrastructure does not reflect this in design or application, the disconnect is but a natural consequence. The gap here is due not only to the tourist who chooses familiar material comfort as his priority, but also to the way these experiences are curated. The idea of ‘ecotourism’ has found traction only in recent years, and we are still grappling with what it means. Textbook definitions and generic principles of ecotourism seem not very relevant for the region, while failing to recognize that the local traditional systems offer perfect solutions to this dilemma. [Editor: See instead the “geotourism approach” put forth via National Geographic.]

The contrasting tourism models I witnessed in Dandeli offer many lessons for building a sustainable tourism model in these eco-sensitive habitats, while creating a unique experience for the visitor and safeguarding the natural landscape and culture for the future.

Sangway homestay nestled in the greenery. © Amrut Joshi

Resurrected Matera Faces Overtourism

Inviting Hollywood into your home can backfire badly. Often, a roaring success on the screen may cause instant, irreversible collateral damage to the destination, its culture and citizens. Arild Molstad explores the too-much, too-fast story of Italy’s ancient, now-restored town of Matera.  

Once Called “the Shame of Italy,” Matera Grapples with Modernity, UNESCO, and James Bond

Until three years ago few but Italians had heard about this little town at the southern end of Italy’s scenic Apennines’ mountain range. For centuries it was a neglected, forgotten place. Now millions of travelers are placing Matera near the top of their bucket list of dream destinations.

Hard to find – and for those who knew its awful past – easy to keep hidden in the Sassi Gorge  (Italian for “stones”), Matera fills a narrow ravine where its stacked dwellings, churches, and monasteries were carved into the limestone.

Daniel Craig poses in front of Matera’s famous cathedral while taking a break from filming his new James Bond movie, No Time to Die. [Photo courtesy of Esquire Middle East]

Had somebody in the 1950’s told  the poor, overcrowded, and undernourished inhabitants of Matera that their children and grandchildren would be living in a site inscribed on UNESCO’s World Heritage List (1993), they would have been laughed out of town.  The Sassi, which once housed 20,000 inhabitants, was reduced by then to around 1,500 people – still today’s population.

The Town that God Forgot   

Matera was first caught in the global spotlight before World War II, when Benito Mussolini’s regime deported a young anti-fascist artist to this desolate town, where he could do the regime no harm. Instead, Carlo Levi wrote Christ Stopped at Eboli, shocking the world. Photo: atp.basilicata.it

It was only in 1986 that the Italian government, with World Heritage status in mind, decided to invest serious money into the rehabilitation of Matera. A handful of years later rumours about this unique site started slowly to circulate. Its position – deep in Italy’s Mezzogiorno region and off the beaten track – was the reason that early visitors called it “a hidden treasure.” Even backpackers exploring the triangle between Naples, Rome, and the Adriatic port of Bari missed it.

When I found myself at the edge of the Murgia plateau in 2021, staring speechlessly down at Matera’s unique network of caves, churches, and alleyways, I was looking at what is said to be one of the three oldest continuously inhabited towns on our planet (the other two: Aleppo and Jericho).

For an absorbing half-hour video presentation of Matera’s history, today’s visitors flock to Casa Noha, an interactive museum housed in a former palazzo. Here I was to learn the long and dramatic journey Matera had taken, from abject poverty during two world wars, to winning European Capital of Culture status in 2019.  

Dangerous living conditions, poor sanitation and disease forced residents to abandon the Sassi after World War II. The writer Carlo Levi, an anti-Fascist writer exiled to the region by the Mussolini regime, compared Matera to Dante’s Inferno in his immortal book, Christ Stopped at Eboli. Matera became known as “the shame of Italy’’ as its hapless, suffering inhabitants succumbed to malnutrition and water-borne diseases at the bottom of the ravine.

La Grotte della Civita: one of the exclusive, repurposed cave dwelling boutique hotels by owner and conservationist Daniele Kihlgren. Photo: atp.basilicata.it

Levi’s book, a heart-breaking wake-up call to Italian authorities, was also filmed here. Wrote Levi: “To this shadowy land, that knows neither sin nor redemption from sin, where evil is not moral but is only the pain residing forever in earthly things, Christ did not come. Christ stopped at Eboli.”  

Comes the Resurrection

The restoration of Matera begun in the 1980s was partly hard labor, partly an outstanding artistic and architectural achievement as the wild, limestone canyon prepared for the coming of more visitors. “It was a sight to behold,” sighs Gianni, a local filmmaker. “Now tourism is outpacing us, year by year, in our efforts to safeguard Matera’s authenticity and integrity.”

In the street, older inhabitants had stories to tell of those who left, and how they refused to return to face the old town’s sudden prosperity. To them, it brought back dark memories of desperation and ignominy. All complained about tourism-driven higher housing and grocery prices. “Where are the benefits?” they asked as Matera received a record-breaking one million visitors in 2019. 


UNESCO Inscription Requires Protection and Management 

Numerous laws, plans, statutes, institutions, and departments to safeguard Matera came into being when Matera was accorded UNESCO World status in 1993. Later, a management plan was drawn up to address tourism and visitation challenges in the historical area.  

The Municipality established a special department, “Ufficio Sassi,” in collaboration with several local offices of the Ministry for Cultural Heritage and Activities, recognizing “the need for vigilance in respect” to prevent “negative impact to the development in the buffer zone between the ancient quarters and the modern town of Matera.” I wonder: Has this turned into a bureaucratic maze, to be exploited by fast-money investors with little time for conservation?
–A.M.


Matera by day. Photo: Charlotte Molstad

Matera – A Movie Set

Matera’s appearance has often been compared to a movie set. It is hard to disagree, as I rise early to watch the sun embrace the town’s facades, adding patches of orange and deep shadow to the Sassi Gorge down below, from which only the soft sounds of street sweepers and somebody strumming a guitar emerge. 

Connoisseurs of movie classics will recognize Matera – known as “little Jerusalem” in films by famous directors such as De Sica, Visconti, Pasolini, the Taviani brothers, and Mel Gibson’s controversial The Passion of Christ. 

My terrace is only a stone’s throw away from a film location shot near the cathedral – a film now being watched by millions of James Bond fans all over the world, as Daniel Craig, in his slick, souped-up Aston Martin, performs impossible hairpin turns in the narrow alleyways and steep staircases. I’d hired a guide to Sassi’s secret hideaways, who suggested that the title of the film, No Time to Die, might be a fitting headline for “an editorial in the local newspaper to help save Matera’s priceless treasures.” He was referring to the numerous unique, fragile cave paintings depicting scenes from the holy scripture.

Matera by night: Wonderfully spooky golden light falls on a maze of streets. Photo: Arild Molstad

Others were more direct. The manager of high-end boutique hotel (who spoke on the promise of anonymity) decried the recent wave of too many restaurants, bars, arts and craft shops, guides that are not ambassadors of this beautiful town, or neglect to respect rules and regulations.” He said, “Residents who moved back in the 90s are now leaving the historical center.” They fear further exploitation and commercialization.” Surely not an unknown phenomenon in UNESCO sites such as nearby Naples or in Sicily – not to mention Venice. 

Taking on 007

During my stay, I spoke to others who would welcome a “007 workshop” – to be convened urgently, similar to a town meeting held in 2019, during the Capital of Culture festivities. Already at that time, prominent local leaders were expressing concern about the tourism onslaught, led by Raffaello De Ruggieri, then mayor, who famously told New York Times, “We don’t want tourists,” adding, “it could deplete a city of its soul.” 

On my last evening, the view from my terrace transports me deep into history, bringing to mind Carlo Levi’s words: Matera “seemed to melt away, as if it were sucked back into time ….”

Evening comes to the Sassi Gorge of Matera. Photo: Arild Molstad

A potent cup of espresso kicks me back into the present. With Daniel Craig as Matera’s unofficial, possibly reluctant tourism ambassador, will the film’s spectacular sky dive into the shadows of the gorge spell the end for this still authentic, well-preserved UNESCO site?

The current mayor prefers to take an optimistic view of the worldwide attention that the Bond spectacle can bring to a place still reeling from the pandemic. In a way, I understand. The Matera of today looks and feels like a treasure chest, filled with vitality, culture, priceless traditions, shared heritage – and a need to survive. Its story continues. Clearly, Matera has sent me on my way with an arrivederci – “until we see each other again.”

Human Encounters

Lessons from the pandemic have revealed how stronger rural communities can make for stronger cross-cultural touring, say Ann Becker and Jorge Moller Rivas. They propose a framework for doing so.

Ready for visitors: A Mapuche woman prepares a meal over a wood fire. [Photo by Maikel Sanchez]

Pandemic Insights Suggest a Course for the Future

As long-time travel leaders, we joined forces in 2019 to create and lead a US/Swiss women’s small group cross-cultural exchange trip predominantly in the Araucania region of Chile, home to the majority of the native Mapuche.

Our group experienced homestays in traditional rukas, stayed in locally owned lodges, and visited with many small business owners and community leaders, mainly women. Local guides led us on hiking adventures that showcased the extraordinary beauty of Araucania’s forests and lakes. They shared as well the interwoven history and culture of the communities for whom this area is home.

Experiences like this one illustrate what we call “human encounters”: Connecting visitors with local hosts in deep, meaningful ways—sharing and learning with one another; eating local specialties; building cultural bridges; and contributing to more sustainable communities and a healthier planet by integrating more sustainable practices.

Within less than a year of our return, the Covid-19 pandemic exploded globally. A new reality confronted many rural communities – how to keep the pandemic at bay and minimize human casualties while addressing income loss due to job and business disruptions.  Hosting visitors was out of the question.

 

 

 

 

 

 

Located in central Chile, Araucania is one of the most diverse regions in the country, with rich culture, history, and environmental beauty. Scenic attractions such as rainforests, volcanoes, lakes, and the Andes combine with an indigenous culture to provide visitors with a special interactive experience.

Traditional Ways Help Cope with Covid

In some cases, the pandemic has been a catalyst to draw on traditional practices for safety and survival. For instance, in the Mapuche community that we had visited, Llaguepulli, the families have returned completely to farming and bartering different crops with one another to sustain themselves. Traditional practices have revived elsewhere as well.

The island of Rapa Nui (Easter Island), a special territory of Chile, is home to more than 7,000 people. Recognizing the island’s fragile heath care infrastructure and its many elderly residents, the Mayor responded quickly to the first signs of Covid in March 2020. He called the community to TAPU, the ancestral concept of self-care based on sustainability and respect. The community reacted by responding diligently to lockdown protocols which have led to successful virus containment.

In July 2020, the Mayor revived another ancestral principle, Umanga: teamwork among neighbors to help support one another and their communities. Many indigenous Rapa Nui inhabitants are now working together to cultivate the land and manage family gardens.

Crisis as Opportunity

The new Covid reality also offered new opportunities. In the community of Drake Bay on Costa Rica’s Osa Peninsula, the Covid disruption provided time for local leaders of the Drake Bay Nature Guides Association (AGUINADRA), to engage with residents, national park rangers, and other nearby communities in collaborative problem-solving and actions to address issues such as emergency food distribution, spikes in wildlife poaching, and area infrastructure improvements. Efforts such as these have helped to strengthen community connection, capacity, and resilience that will help mitigate the negative consequences of future pandemics or natural disasters.

An Aguinadra guide leads a client in crossing the Rio Claro in Corcovado, Costa Rica. [Photo by Maikel Sanchez]

Covid has thus revealed new everyday heroes, including local producers and suppliers, guides, and small business owners. With increased community recognition and appreciation, these local heroes now have greater pride in their efforts and identity.

Realizations

Living life in lockdown has also affected the vision and emotions of many travelers. Perhaps it took the pandemic to realize fully the importance of connections and spontaneity with others. While technology has afforded virtual connections for many, it is no replacement for physical proximity and time together. As the months dragged on, we have yearned for connection even more.

Other realizations have come into play as well. These include the freedom and joy of being outdoors for one’s physical and mental well-being and a deeper appreciation of nature’s gifts.

The group celebrates a successful hiking adventure amongst the scenic mountains and volcanoes of Araucania. [Photo by Maikel Sanchez]

Life in lockdown has also contributed to a growing awareness and appreciation of local businesses and their importance in home communities. The pandemic put a spotlight on area farmers and local business owners who were able to sell food and essential wares while major supply chains stumbled. These are the people who helped sustain their neighborhoods; in turn, their communities often stepped up to help support them when they faltered due to ongoing Covid restrictions and illnesses. Neighbors began to understand that they were doing more than buying food from a restaurant; they were supporting mothers, fathers, and families whose lives were intrinsically intertwined with the well-being and vitality of the community.

In addition to Covid, the year since George Floyd’s death has begun finally to illuminate for many that connecting with people and communities different from our own teaches us, pushes us, and sometimes forces us to confront our normal way of thinking and operating. These learning muscles are absolutely vital in the ongoing fight for racial justice in destinations anywhere.

Human Encounters Framework

The pandemic put human needs and connections front and center. As we think about the future of tourism, we propose taking what we are learning about ourselves and one another to encourage more “human encounters” such as those of our Chilean cross-cultural exchange two years ago, as well as earlier individual efforts that we have made in Central and South America.

We envision a Human Encounters Framework that includes the following dimensions:

  • Greater appreciation, respect and economic support for host communities;
  • Deep cross-cultural engagement and increased pride in purposeful travel;
  • Diversification of offerings, suppliers, and sustainable value chains for the travel industry;
  • Contributions to repair and regeneration of the destination and the planet.

The Human Encounters Framework can be an important change factor in the development of rural communities and destinations post-pandemic. A focus on the autonomy of local communities and stronger bonds among the different actors in the value chain is a good foundation on which to build powerful cross-cultural experiences with visitors.

Trips centered on human encounters must be designed with sustainability in mind. They should, prioritize care for local identity, traditions, and values, as well as for the natural surroundings, minimizing detrimental impacts and respecting limits of acceptable change. We hope this can lead to more co-development of visitation protocols that are in the best interests of travelers, local communities, and destination ecosystems,

In Drake Bay, Costa Rica, there are signs that this is already happening. As the nature guides have resumed carefully leading small numbers of visitors into Corcovado National Park and contiguous reserves, these local stewards are proud to share stories of how they helped combat poaching and improve and diversify trails in the protected areas.

Over time such travelers will become change agents themselves and build greater awareness of the importance of rural communities – their identities, their interactions with natural surroundings, and value of their work.


Ann Becker is at www.travelwithAnnExperiential.com

Jorge Moller Rivas is at www.regeneraong.cl

Neolocalism and Tourism

Much tourism depends on distinctive sense of place, but market forces often favour lookalike franchises over more distinctive local businesses. Dr. Christina Cavaliere has co-edited a new multi-author book that makes the case for neolocalism, a movement through which businesses can help destinations retain and deepen their identities, and which also supports Covid recovery. Here, she summarizes the book’s contents.

Neolocalism: A New Way to Enhance Sense of Place

The tourism system relies heavily on sustained biocultural diversity and uniqueness of place. We often travel to experience other places, other cultures, and other ways of knowing. This diversity and uniqueness are at constant risk of extinction from increasing global pressures such as overtourism, inadequate planning, corporate control, economic greed, hegemony, and unequal distribution of power.

During the Covid-19 pandemic many small and medium enterprises have faced challenges with restrictions, closings, and financial hardships. Conversely, many large corporations have been able to remain open, having the financial wherewithal to withstand the downturn. This increases the threats of homogenization and corporate domination as small businesses and communities continue to struggle.

Tourism Thrives on Neolocalism and Biocultural Conservation
The term “neolocalism” was born from the study of place. As related to the tourism system it can be defined as a conscious effort by businesses to foster a sense of place based on attributes of their community. An emphasis on local production, distribution, and consumption can link people to landscapes and contribute to a deeper understanding of sense of place. That in turn supports local enterprises and local identity.

Neolocalism in action: Finn River Cider in Washington state offers both tourists and locals a selection of cider made from  locally grown apples, harvested on sustainably managed land. Photo: Jonathan Tourtellot

Neolocal tourism examples include aspects of festivals, arts, transportation, governance, migration, identity, food, agritourism, and heritage. Dining out, visiting farmers’ markets, sampling breweries and wineries, and participating in agritourism activities can enhance a sense of place and provide enticing narratives that attract tourists. Neolocalism also focuses on consumer promotion of local interests such as the “buy local” movement.

The new book, Neolocalism and Tourism: Understanding a Global Movement, edited by Drs Linda J. Ingram, Susan L. Slocum and Christina T. Cavaliere, presents case studies by international authors that explore neolocalism as related to tourism management. Along with theoretical contributions, definitions, and ideological discussions throughout the book, several authors offer insights regarding tourism and neolocalism with nine case studies from around the world.

> For example, one chapter explores neolocalism as a strategy for addressing tourism issues in rural Iceland in terms of place-making, cultural revitalization, and conservation of local wildlife.
Another case study focuses on Bangkok, Thailand, and examines the relationship between neolocalism and transportation as a conduit for biocultural conservation of the Saen-Sab Khlong, a primary city canal.
New narratives of place relating to neolocalism and heritage-based tourism are the focus of another chapter, including the story of Ned Kelly, a 19th-century Australian bushranger turned outlaw.

Other case-study chapters focus on:

  • The role of social sustainability in the case of Öland’s Harvest Festival in Sweden.
  • Unintended tourism impacts of the TV show “Fixer Upper” on Waco, Texas.
  • Benefits of community festivals in New South Wales, Australia.
  • The role of young Koreans in enhancing urban experiences in São Paulo, Brazil.
  • Food and agritourism as related to neolocalism in the U.S. Intermountain West.

These examples help unpack the various considerations and impacts of linking tourism and neolocalism in different geographical and cultural contexts. They demonstrate how the complexity within neolocalism includes planning, interpretation, implementation, and long-term viability.

By featuring a range of destinations and forms of neolocalism, the case studies can initiate a deeper look at equity and power structures within communities, so as to provide tourism opportunities for local and foreign visitors and, most important, benefits for the hosts.

The Importance of Neolocalism for Destinations
Neolocalism is about both participation in and resistance to the dominant culture. Neolocalism has the potential to appropriate and re-appropriate power, to circumvent top-down governance and corporate interests. It can serve as one way to recalibrate local governance to include equitable and inclusive decision-making from multiple stakeholders. It is also about the possibilities for a new type of “growth” that includes diverse cultures.

A final chapter then looks at governance as related to neolocalism in terms of the guiding the creative process. Effective governance requires input from private and public partners working together to implement the best practices for their unique situations. With discussions about food, beverages, festivals, and shopping, it is easy to dismiss neolocal tourism development as just another fad. Instead, the authors emphasize the need for rigorous policy and planning in neolocal tourism development. That will help avoid overtourism and unsustainable growth while supporting local enterprise and promoting biocultural conservation. Synergies between neolocalism and tourism can improve understanding of the complexities of sustainability through increased community involvement, helping to enhance local autonomy and local sourcing.

The book aims to call us, as a global community, to question more deeply the notions of biocultural conservation, the contentions between localism and globalisation, community-based decision making, entrepreneurship, and approaches to tourism management. We need innovation in economic structures, community resilience, and new approaches to governance – even more so in the post-pandemic recovery.

References:
Boluk, K.A., Cavaliere, C.T., and Duffy, L.N. (2019) A pedagogical framework for the  development of the critical tourism citizen, Journal of Sustainable Tourism, 27(7), 865-881.

Cavaliere, C.T. (2017) Foodscapes as alternate ways of knowing: Advancing sustainability and climate consciousness through tactile space, in S.L. Slocum and C. Kline (eds.), Linking Urban and Rural Tourism: Strategies for Sustainability, Oxfordshire: CABI, pp. 49-64.

Ingram, L.J., Slocum, S.L., & Cavaliere, C. T. (Eds.). (2020). Neolocalism and tourism: Understanding a global movement. Goodfellows Publishers. DOI: 10.23912/9781911635604-4287

~  ~  ~

Dr. Christina Cavaliere, an Assistant Professor at Colorado State University, is a conservation social scientist. Her research involves socio-ecological systems including tourism impacts and biocultural conservation. Dr. Cavaliere runs the Tourism and Conservation Lab and has worked with universities, communities, businesses, nongovernmental organizations, and multilateral institutions on six continents.

The Maya Riviera’s Queen of Green

Mexican activist Beatriz Barreal has worked for years to steer the booming Riviera Maya toward sustainability. Purdue’s Dr. Jonathon Day recently interviewed this local one-woman force for improving stewardship to find out what lessons she has learned in the process.

All photos courtesy of Beatriz Barreal Danel.

Meet Beatriz Barreal

For more than a decade, Beatriz Barreal Danel has worked to make sure that the Riviera Maya, the Caribbean coastal region of Mexico’s Yucatan peninsula, embraces sustainable tourism practices as it continues to grow. Destination sustainability is a long-term commitment, and Beatriz and her collaborators have had to overcome many challenges.

The Riviera Maya is one of Mexico’s most popular and fastest growing destinations, with numerous all-inclusive resorts and luxury hotels. It stretches along 120 km of coastline on the Caribbean Sea south of Cancun and includes the towns of Tulum, Solidaridad, Playa del Carmen, Akumal, and Puerto Aventuras. As the destination continues to grow, Beatriz has been a vocal advocate for sustainable tourism and good destination stewardship.

Beatriz is the Founder and CEO of Sustainable Riviera Maya, an NGO. She is currently serving her third term on the board of the Global Sustainable Tourism Council. Since 2009 Beatriz has dedicated her time to making sustainable tourism the primary driver for development in Mexico, at both national and regional levels. An early adopter of the GSTC destination criteria, Sustainable Riviera Maya is now working toward certifying the municipality of Playa del Carmen as a sustainable destination through GSTC-accredited certification bodies.

Through the years, Beatriz has gained valuable insights into effective ways to implement sustainable tourism. She recently shared these three key lessons from her sustainability journey with the Destination Stewardship Report.

1. Measuring the right things.
Focusing on sustainability indicators that are meaningful for the local community has been an important step in implementing sustainable tourism in the destination.

Beatriz works on a family needs assessment in a village near Tulum.

While the team at Playa del Carmen recognized that sustainable tourism certification requires measuring a wide range of indicators, the importance of giving particular attention to their specific circumstances became an important lesson. Beatriz says, “In our community, focusing on healthy water management, waste management, bio-conservation, and the quality of life of the residents are the key indicators of success for our sustainability programs.” Those four priorities gave rise to the second lesson:

2. Getting the right people to the table.
Early in the process of adopting sustainable tourism in the Riviera Maya, Beatriz gathered a group of interested tourism industry partners, including hoteliers and tour attraction managers. Over time it became clear that, while these people were important stakeholders, destination sustainability also requires input from people beyond tourism.

Working carefully through those four priority criteria and identifying partners that can give meaningful information on indicators for them has been a gamechanger for the destination. Today, in addition to hospitality partners, Sustainable Riviera Maya works with a range of specialists from outside the tourism industry. To ensure effective water management, for example, the local government water department and the water management company, Aguacan, are both at the table and contributing to the plan. Perhaps more important, a benefit of working closely with these new partners is that they have greater understanding of the nuances of how to measure those key indicators.

3. Engaging the Community.
Perhaps the greatest insight from Playa Del Carmen is the importance of engaging the community, of including other organizations with shared values in the sustainability process. A new website, originally designed to provide information to stakeholders, has now taken on the important role of engaging partners in sustainability projects. It’s currently in beta testing with organizations in the destination. By creating a platform where projects can be shared with the community, new partners have aligned their activities with the sustainable destination goals.

Helping  with a tree planting project in the Maya village of Muyil, supported by the Banyan Tree Mayakoba hotel.

In one example, the Mexican Association of Aboriculture, committed to planting trees in the city and creating a living museum. In another project, a caving group, Circulo Espeleologico del Mayab has joined with local authorities to preserve cenotes, the region’s signature limestone pools. The project helps create unique experiences for visitors and improve water quality for the community. In yet another project, an NGO called Guardians of the Caribbean, have committed to an education and awareness campaign highlighting ways to protect water resources for the people of the region.

Sustainability is a team effort requiring many stakeholders who are involved and engaged, including the local people. Beatriz describes the team “like a diamond and its facets, that will only be completed when all the facets come together and shine at the same time.” Beyond just engagement, Sustainable Riviera Maya is committed to ensuring that the benefits of tourism are broadly distributed across the community. Their tagline sums it up: “Paradise is forever, only if it is for everyone.”

Committed to the long term
Sustainability is an ongoing process and there is always something more to be done. Beatriz is committed to “kaizen”, the Japanese term for “continuous improvement.” That allegiance to long-term performance management is central to the story of sustainability in the region. While there is still much to be done, there is now a team in the Riviera Maya committed to ensuring that the growth of tourism places like Playa del Carmen will be built on principles of sustainable tourism.

Website: http://rivieramayasostenible.org/  Follow Riviera Maya Sostenible on Facebook https://www.facebook.com/rivieramayasostenible

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Author: Dr Jonathon Day leads the Sustainable Tourism and Responsible Travel Lab at Purdue University: www.sustainabletourismandresponsibletravel.com