Changes at the Destination Stewardship Report

The Summer (Q3) 2022 issue marking the third year of the Destination Stewardship Report has just been emailed, with the usual array of fascinating stories of ways to improve destination stewardship. We have useful lessons and examples from Malaysia, Greece, Brazil, and North Carolina, USA, as well insights on how to do a stewardship-focused video campaign and on why engaging tourism businesses is so important for a destination to achieve sustainability. Plus Events, Bookshelf, Announcements, and excerpts from our own Destination Monitor. You can see the whole issue, as emailed HERE.

For the first time, an Editor’s Note leads off the publication:

It’s Our Third Year, Time To Evaluate

When Randy Durband, CEO of the Global Sustainable Tourism Council, and I decided to launch the Destination Stewardship Report in 2020 as a joint project between GSTC and the Destination Stewardship Center, I agreed to edit it for a year. That was two years ago. Since then, CREST (Center for Responsible Travel), has joined us as a third partner. Almost a thousand practitioners now subscribe. An updated DS Report archive page hot-links all 55 feature stories that we have published so far. Check them out!

Now I must step back as primary editor, staying on just in an executive advisory role. I will still welcome your story ideas and help steer the course of the Report. CREST’s capable Alix Collins is handling much of my workload, as is indefatigable former DSC volunteer Tiffany Chan, now working for GSTC. DSC volunteers including Gabe Gerson (photos), Siobhán Daly (Bookshelf and Monitor), and many others who help immeasurably.

Subscribers, let us know what you think!  In the Summer issue you’ll find the link to a 3-minute survey under this Note. Tell us how we can make the DS Report better. Are we serving your needs? What can we improve, given a budget of, well, zero? Your guidance and ideas are welcome as we all determine what to keep and what to change in issues to come.

GSTC, CREST, and the Destination Stewardship Center will be working out the future course of the Destination Stewardship Report with a collaborative editorial team and your own feedback and, we hope, occasional contributions. Thank you. — Jonathan Tourtellot

Repairing Tourism in Transylvania County, NC

? Destination Stewardship Report – Vol. 3, No. 1 – Summer 2022 ?

Another winner from the Top 100 – 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, from the winners announced last year, showcases how a popular North Carolina county created a locally supported program to clean up its tourism wear and tear. Synopsis by Supriya A. N.

The City of Brevard sits nestled amongst the mountains of Pigsah National Forest. [Photo courtesy of Green Destinations]

Top 100 submission by Lee McMinn, Transylvania Always.

In the Wake of Overcrowding, Eco-sensitive Transylvania County Mobilizes Stakeholders to Enhance Sustainability

The love of nature and desire to spend quality time outdoors has resulted in a spike in visitor numbers beyond the carrying capacity in Transylvania County, North Carolina. Not surprisingly, this was causing long-term damage to park resources with overcrowded trails, worsening water quality, increased litter, and even death and injury. The inconvenience caused by overcrowding led residents to question the positive effects of tourism as a vital contributor to the local economy.

Visitors cool off at a popular waterfall and swimming hole. [Photo courtesy of Green Destinations]

To establish the long-term sustainability of the region and restore balance to the natural environment, Transylvania County Tourism Development Authority created a subcommittee called Transylvania Always whose mission addresses the above issues. Transylvania Always partnered with various environmental agencies, non-profits, public land managers, volunteer organizations, and public relations firms to establish a sustainable natural environment for visitors’ safe and memorable enjoyment of the region and diversify the local economy with consistent tourism income.

Some of the steps that helped achieve their goals are:

  • Offering grants to agencies to improve the quality of the experience by repairing and rerouting trails, and improving river safety
  • Consulting with experts to study and develop a comprehensive river inventory to better implement safety strategies and any new activity near the water body

    Trail maintenance is crucial for access to outdoor recreational activities. [Photo courtesy of Green Destinations]

  • Hiring agencies to develop materials to convey the message of trail etiquette, waterfall hazards, and organize campaigns like ‘Leave It Better’ motivating residents and visitors to pick up litter and keep the surroundings clean

With these measures, Transylvania Always changed the narrative of the county as an overcrowded destination to one that’s better managed through active and enthusiastic participation from various stakeholders.

Find the complete Good Practice Story (PDF) from Transylvania County and Brevard, North Carolina.

Brazil’s Bombinhas Learns About Itself

? Destination Stewardship Report – Vol. 3, No. 1 – Summer 2022 ?

Another winner from the Top 100 – 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, from the winners announced last year, showcases how a Brazilian community needed to rediscover itself in the face of growing popularity – and did. Synopsis by Supriya A. N.

A tour group visits a local church to learn about the customs and traditions that contribute to Bombinhas’ cultural identity. [Photo courtesy of Green Destinations]

Top 100 submission by Keli Regina Benvegnú, Discovering Bombinhas.

Bolstering the Identity of Bombinhas with Formal Training through Active Community Participation

Brazil’s coastal city of Bombinhas is a rising tourism destination, attracting close to 1.5 million visitors during its peak season of November to April.

The continuous influx of seasonal employees, entrepreneurs, and new residents has led to a blurred understanding of the city’s history, culture, natural attractions, customs, and traditions. The absence of an authentic source of information and the lack of knowledge-sharing has resulted in locals and tourism sector employees being unaware of the city’s history, which affects its identity.

To address this issue, Setur (Municipal Tourism and Economic Development Office) developed a training course about the city for both employees in the tourism sector and locals. Delivered by Discovering Bombinhas, the 12-hour training course is taught by graduates specializing in tourism, creatively known as Tourismologists. Divided into two sections, the course consists of a theoretical class followed by a tour of the city.

Importantly, the collective participation of locals and public-private partnerships is the highlight of this initiative. This can be seen throughout the two-day course:

  • Tourismologists develop a booklet containing historical facts and general information with assistance from public servants in the areas of Environment and Culture
  • A community resident, who is recognized as Master of Culture in local gastronomy and family agriculture, shares their knowledge and life history with students
  • Tourismologists lead students on a free city tour, made possible by partnerships with local tourist agencies

    Museum visits teach students about the culture and history of their destination.  [Photo courtesy of Green Destinations]

  • Visits to museums, historical squares, fishing reserves, art workshops, and boat trips are included at no extra cost, thanks to warm-hearted locals willing to share their stories for the benefit of the city

This course sets an example of how a community can come together to address a common problem of safeguarding and nurturing its identity through collective participation without any reliance on valuable public funds. Find the complete Good Practice Story (PDF) from Bombinhas city, Brazil.

Disaster Recovery in Evia, Greece

? Destination Stewardship Report – Vol. 3, No. 1 – Summer 2022 ?

After disastrous wildfires in Northern Evia, Greece, the placemaking agency Toposophy assessed the damage to Evia’s tourism and researched lessons learned from various other disaster-struck destinations. Marta Mills of Toposophy explains what they have done to help Evia build a sustainable recovery and how other destinations can benefit. 

A home goes up in flames as a devastating wildfire tears through Northern Evia. Natural disasters such as these are becoming increasingly frequent. [Photo courtesy of Dimitris Georgiou]

Fire despoils a Greek island. Now what?

‘I will never forget the sound of the fire and the picture afterwards of the place where I grew up and live’, said Giorgos Maroudes, president of the Trade Association of Rovies, a seaside village on the island of Evia. In August 2021, Northern Evia – the northern part of Greece’s second largest island, Evia, and a place of unique biodiversity – suffered one of the worst natural disasters in the country’s history. “As expected, tourism, one of the most important revenue sources of our area, was one of the sectors most heavily impacted,” he reported.

Toposophy, an international placemaking agency and GSTC Member, was hired by the National Reconstruction Committee of Greece on the Recovery and Regeneration of Northern Evia (the NRC) to provide a roadmap for a sustainable recovery adapted to the characteristics of the place and based on an analysis of the responses from other destinations who have experienced natural disasters.

‘The scale of the disaster was unprecedented in our history, so the NRC was a unique initiative in the country’s planning tradition’, says Dimitrios Georgiou from Toposophy, responsible for research and managing the Northern Evia project. ‘The response had to be bigger, more holistic and more people-centered than had been seen before.’

Pre-fire, a diver in Rovies explores north Evia’s rich biodiversity and marine life. [Photo courtesy of Argonauta Diving Resort]

Understanding what has worked and what hasn’t in the past was essential to develop a plan adjusted to Northern Evia’s unique characteristics and needs. During its heyday, Northern Evia was a popular holiday destination for global stars such as Maria Callas and Greta Garbo, mainly because of the thermal spa. Evia also has a rich history and heritage spanning from ancient to medieval times and present, as well as unique biodiversity and local production that remained under-utilized.

In addition to the wildfire’s impact (e.g. destruction of forests, historic olive groves, honey production, livestock, etc.), further challenges included lack of distinct brand/identity, population decline, and negative effects of the pandemic.

To respond in the most effective way, Toposophy’s team conducted a benchmarking study and spent a few weeks in Northern Evia to conduct formal and informal interviews and check what would work in this particular place. This engagement on the ground and stakeholder input helped with creating the final study. The subsequent benchmarking research would help Northern Evia to recover.

Responses by other destinations

According to the World Travel & Tourism Council, it typically takes an average of 16.2 months for a destination to recover from a natural disaster; however, wildfires can take anything from just one month to 93 months. Toposophy’s benchmarking research found that successful responses vary from dedicated strategic plans and funding structures to location-specific initiatives undertaken by community groups and local influencers. For example,

  • In response to the wildfires of 2020 in Oregon, Global Family Travels, in partnership with First Nature Tours and Cascade Volunteers, launched experiences of regenerative tourism in areas of Oregon that suffered the most, while the destination created conditions of safety by providing an interactive dashboard with information about the air quality etc. after a customer survey.
  • Following the earthquake of 2015, Nepal developed an efficient social media strategy that targeted a more adventurous group of visitors and replaced the negative sentiment with a more optimistic one, as well as a “see for yourself” strategy by organizing press and celebrity trips.
  • In Italy, after the earthquake of 2012 in Emiglia Romana, the influential chef Massimo Bottura created a special risotto cacio e pepe recipe with parmigiano during a livestream session that helped to sell a stock of 360 thousand pieces of parmigiano cheese. The relaunch of All Saints’ Day Festival with the support of volunteers also helped drive tourists flows and demonstrate a destination which is ready for business.
  • The tsunami of 2004 was an opportunity for Sri Lanka to rethink its strategy, target markets, and offerings, and subsequently, separate the destination in tourism zones. The destination created packages for added-value niche groups, while launching the “Bounce Back Sri Lanka” campaign directing visitors to areas not affected by the tsunami.

Guidelines for a destination affected by natural disaster

Based on the benchmarking analysis and many formal and informal consultations on the ground with local stakeholders, Toposophy provided actionable guidelines adapted to the conditions of Northern Evia. Some of these recommendations included:

  • Develop new inventory of nature-based tourism products as well as tourism based on assets not affected by the disaster, such as sea and gastronomy experiences.
  • Launch a domestic tourism campaign with a well-rounded events calendar to highlight the readiness of the destination for business.
  • Develop a place brand through participatory processes – important for recovery and resilience building.
  • Provide an educational program with tailor-made consulting and peer-to-peer elements to upgrade quality and effectiveness of crisis response, and to increase social cohesion and resilience to future shocks.
  • Develop programs to tap into new trends or niche groups such as a pilot program for attracting digital nomads and reuse of abandoned industrial heritage, along with wider placemaking goals such as reversing demographic shrinkage.

Northern Evia’s lush, green landscape – before the fire. [Photo courtesy of Dimitris Georgiou]

Hope for the future

According to Giorgos Maroudes of the seaside village Rovies, “The wildfires highlighted precedent weaknesses. The reconstruction requires both short- and long-term measures and planning for a quick recovery and enhanced resilience. The Toposophy study shows that this is feasible, based on successful practices from all over the world.”

What can other destinations learn from this? 

The key takeaways that other destinations can apply include:

  • The involvement of the local community is crucial for the effectiveness of recovery efforts. Transparency and honesty are very important to nurture trust.
  • Tourism recovery efforts should be combined with other dimensions such as restoring biodiversity and cultural heritage.
  • The effectiveness of communication initiatives depends on a mix of factors such as the message carrier (e.g. influencers related to the area affected or a real visitor), the communication timing, and the tone/content of message (honesty, safety, positive news, progress).
  • Regarding recent disasters, perceived safety from the COVID-19 pandemic has been more important when selecting a destination than the impact of a natural disaster.
  • Data-driven approaches that may include customer perception surveys, social listening, and local professional consultation enhance effectiveness and well-informed decisions.
  • Educational initiatives such as seminars, toolkits, and/or consultation increase resilience and create competitive advantage.

Talking about disaster response

We can all learn more from other places willing to share their experiences. For example, the mayor of San Jose has some useful insights on a new community task force that is tackling the climate crisis in California, and we can learn from scientists in Australia how to use the data from past bushfires to better prepare for future hazards. Toposophy’s Common Ground podcast series (Episode 3 ‘Climate Fight: Meet the Frontliners’) tackles the topic of how these destinations cope with natural disasters.


Toposophy’s Marta Mills is a sustainable tourism and communications consultant with over 15 years of experience in projects across Europe and Asia.

To Market Stewardship, Use Local Voices

? Destination Stewardship Report – Vol. 3, No. 1 – Summer 2022 ?

We last visited Sedona, Arizona in our Spring 2021 (Vol. 1, No.4) issue, to report on their plan for getting a handle on overtourism. It’s still a struggle. Here, Holly Prievo of GLP Films describes how a strategic video campaign that enlists local support and participation can shift a DMO from destination promotion to marketing stewardship – a model for any destination.

[Above: GLP’s trailer, “The Soul of Sedona” ]

Video Stories Feature Local People in Bid to Help Overrun Sedona, AZ

How can we widely communicate the need to preserve a remarkable destination suffering from overtourism without drawing more people to it?

In our 2021 work with Sedona, Arizona, that was exactly the question. GLP Films works with destinations to strategize and work toward sustainability goals using storytelling. Sedona, its community rife with resentment and its fragile ecosystem threatened by the feet of millions, was hoping to raise awareness about the consequences of irresponsible tourism through a video campaign deployed in a manner that could educate current visitors without leading to more.

These conflicting concerns make solutions for any single issue difficult, and certainly satisfying all would be a challenge. But it was clear that destination stewardship was needed to improve environmental & social conditions while upholding the local economy that is so heavily dependent upon tourism.

Our Process – The Missing Piece

Pursuing responsible destination management starts with community input. In the case of Sedona, getting the local community on board for any communication plan was imperative, as friction from tourism had made the local community critical of anything resembling marketing. The campaign was contingent upon raising the understanding of the benefits of tourism throughout the local residents, and bringing the community into the conversation to garner a sense of involvement, ownership, and pride for Sedona, not only as a magical landscape but as a destination that upheld environmental standards to protect it.

Sunrise over a Sedona landscape. [Photo courtesy of Jake Belvin]

Sedona was already deploying environmental campaigns to educate visitors and residents alike on environmental stewardship. However, GLP recognized the need for an emotional lift to the messaging. Involving local champions and voices allowed us to tie in the community and provide another perspective to viewers, personalizing the messaging. These authentic voices of local champions would connect viewers with the human side of the destination and elevate the sense of reverence visitors might experience for the landscape, instead of just presenting them with facts and rules.

Pre-Production

In order to find and select champions for the campaign, as well as get buy-in from the community, it was essential that our team made ourselves accessible and open up the lines of communication with the local community. Throughout the pre-production process, we solicited community input. Our scouting trip, community “town hall” meetings, and in-depth interviews with champions and local stakeholders uncovered concerns and informed the direction for the campaign.

Incorporating listening tools helped reduce misconceptions about the project, allowed community members to voice their concerns and have them addressed where possible, and become part of the conversation for a campaign that had everyone’s best interests in mind.

GLP works closely with local organizations like the Sedona Mountain Biking Academy. [Photo courtesy of Rob Holmes]

Post-Production 

Understanding the concerns of the community regarding marketing Sedona further, a Town Hall was held to premier the trailer, The Soul of Sedona, and reiterate the purpose and use of this campaign. Conscious of the community’s trepidation towards the work, we collaborated closely with Visit Sedona to communicate the intentions behind the campaign as well as provide an opportunity for residents to ask questions and voice their concerns. We discussed how the videos were to be used, who the intended audience was, and how it would alleviate strain on the landscape, then opened up the floor for the community members to have an open discussion about their concerns and expectations.

Responsible Deployment

This particular campaign was geared toward marketing stewardship, not the destination. In order to do this, our approach was centered on:

  1. Pulling in voices of the local community, instead of featuring visitors and travelers.
  2. Highlighting the emotional messaging and storytelling to invoke a sense of reverence, respect, and responsibility toward preserving the landscape.
  3. Promoting the campaign on location, specifically on hotel channels, or to those already booked to visit Sedona, instead of on travel platforms where the videos might encourage more bookings and visits.

Throughout our work with Sedona, we discovered that Sedona’s main problem was one of balance: an economy dependent on tourism in contention with an ecosystem compromised by too much of it and a beleaguered local community inconvenienced by it.

By pulling in locals, relying on their voices for an emotional lift for the campaign, and careful placement of the messaging and campaign assets, we were able to balance the varied and somewhat conflicting needs of the destination.

One element that could have made the campaign more successful, we believe, would have been documenting and measuring the sentiment of the community members pre-project to post-project. Although town halls and open communication were prioritized throughout the process, further qualitative analysis through surveys would have been helpful to measure the community’s perception of the campaign before and after, and ultimately, its effect on the local ecosystems and perception of tourism in the region.

Our final product consisted of three videos, two-to-three minutes each, focused on the three key drivers for tourism identified by Visit Sedona – outdoor recreation, spiritual transformation, and the arts.

For any given destination the cost for a video campaign is driven by many variables, starting with the budget of the film partner and then the scope of work, location, deliverables, schedule, and so on. Video is a powerful tool for education and beyond. It’s a medium that allows complex messages to be distilled and delivered compellingly using both audio and visual cues, creating an experience around the message, and showing instead of telling

Cultivating Comprehensive Destination Stewardship with GSTC Criterion A4

? Destination Stewardship Report – Vol. 3, No. 1 – Summer 2022 ?

Sustainability in tourism destinations requires not only the commitment of government and nonprofit organizations, but also the work of the private sector to maintain places in ways such that they can be enjoyed for years to come. DMOs need to encourage that. Randy Durband, CEO of the Global Sustainable Tourism Council, explains how GSTC’s Destination Criterion A4 offers guidance. 

Criterion A4: Enterprise Engagement and Sustainability Standards

Destination stewardship requires good public policy and strong private sector practices. The Destination Management Organization (DMO) has a role in both, not just the first.

The DMO needs to provide guidance and encouragement to the private sector to operate more sustainably. That is the focus here: the DMO encourages continuous improvement on the sustainability practices of the businesses that are directly serving the visitors.

What makes a destination “sustainable”? It’s public sector-provided infrastructure — roads, parks, clean and safe water, clean and efficient energy — and the preservation of natural and cultural heritage, but also the types of products and services produced and offered by businesses.

Sustainable consumption in tourism is far more than tangible products, such as food and souvenirs purchased by the visitor. Consumption in tourism includes more money and time spent on services than on physical products. Those services include accommodations, transportation, guiding and interpretation, and the attractions visited. A broad view of sustainable tourism products and services is needed, one that looks at the core elements that all visitors require.

A resort on Mexico’s Riviera Maya posts its allegiance to the UN’s SDGs. [Photo by Jonathan Tourtellot]

Businesses serve the visitor directly.  Businesses operate the physical facilities and modes of transport that visitors use. They also provide most of the less tangible services and experiences.

Criterion A4 of the GSTC Destination Criteria and its Performance Indicators underscores that DMO’s must take an active role in engaging with the private sector. This is needed to encourage more sustainable forms of services and experiences. Let’s look at the text:

A4 Enterprise engagement and sustainability standards

The destination regularly informs tourism-related enterprises about sustainability issues and encourages and supports them in making their operations more sustainable. The destination promotes the adoption of sustainability standards, promoting the application of GSTC-I Recognized standards and GSTC-I Accredited certification schemes for tourism enterprises, where available. The destination publicizes a list of sustainability certified enterprises.

      Performance Indicators for Criterion A4:

  1. Evidence of regular communication of sustainability issues to tourism-related businesses (media, meetings, direct contact etc.).
  2. Sustainability support and advice to tourism-related business – available and promoted.
  3. Number and percentage of businesses certified against tourism sustainability standards (and whether GSTC recognised/accredited), with targets for wider outreach.
  4. Evidence of promotion of certification schemes.
  5. List of tourism-related certified enterprises, kept up to date.

This criterion calls for an active role by the DMO in encouraging and/or requiring businesses to operate more sustainably. DMOs can do so in a variety of ways:

  • Awareness-raising through seminars, newsletters, classroom training, etc.
  • Incentives for good performance, such as discounts in tourism promotion activities for businesses with evidence of sustainable practices
  • Subsidies for good performance
  • Mandates for good performance

In other words, carrots and sticks, with as many carrots as possible … but sticks when necessary.

Examples of carrots, that is, encouragement, incentives, and subsidies:

  • Costa Rica’s national government operates a tourism business certification scheme for sustainability, and provides discounts to certified businesses for presenting their business at international trade fairs and other forms of international promotion.
  • Singapore set a target that 60% of hotels gain certification to the GSTC framework by 2025 and are encouraging businesses to adhere to the goal in a variety of ways.
  • Jeju Island, a province in South Korea, set targets for full conversion to electric vehicles (EV’s) that included several years advance notice before an eventual mandate that will require all rental car companies to convert fully to EV’s in their fleets.

An example of mandates comes from Türkiye, where the Ministry formed an agency to develop and operate a Green Tourism program. Included in this is a mandate that all hotels in the country gain certification by GSTC-accredited Certification Bodies by 2030. Those hotels not in compliance will be subject to losing their business licenses enforced by Türkiye’s central government. But the mandate is softened by the implementation of a stepwise scheme. This allows for each hotel to climb a ladder to certification via two steps. The hotel provides evidence of compliance to the national standard at each step (the national standard complies with the GSTC Criteria formally through the GSTC Recognized program). This process must be completed between 2022 and 2030.

Wisconsin, USA, has a state-endorsed environmental program. [Photo courtesy of Wisconsin Department of Tourism]

Making It Verifiably Systemic

It’s useful to break down systematic approaches to sustainable tourism into these elements:

  • Attributes – such as greenhouse gasses, energy, plastic, fair labor practices, cultural heritage preservation, ecosystem conservation, animal welfare.
  • Measurement – as shorthand for measuring, evaluating, rating, scoring, and reporting.
  • Verification – providing evidence that you are managing and making improvements on the attributes you claim to be improving. This can include awards or certification, or any form of reporting that is reviewed to some degree by external and impartial parties – i.e., objectively verifiable. (Self-assessments or any form of “self-verification” are not truly verification — let’s call it “talking about yourself.”)

DMO’s should not be boastful if their local businesses are striving for improvement in only a very few attributes. “We recycle” is a wonderful claim, but are you doing anything else?

Are you measuring and benchmarking and rewarding improvement? Are you measuring how much actually gets recycled in those lovely bins scattered about? Are the businesses seeking external and impartial verification of their claims? The guests can see the recycle bins, but they cannot see back of house whether the sorting continues; that requires external verification through auditing.

All of these are essential.

And, let’s be honest: Even if a DMO is doing great work on complying with GSTC-D Section A on Sustainable Management, if they are not encouraging and rewarding excellence by the businesses within their jurisdiction, can they make any claims of sustainability as a destination?  I think not. Criterion A4 is vital to the compliance of Section A in its entirety.

A “sustainable destination” should be a combination of both DMO and the private sector achieving this recognition together. In other words, the DMO and other public agencies must collectively score well on Section A of GSTC-D – AND the private sector should have gained high percentages of strong, meaningfully verified progress on their journey to sustainability. Hotels should have their buildings certified by LEED, BREEAM, or similar and their operations certified by a GSTC-Accredited Certification Body. Tour operators, agencies, and transport companies should have high percentages of clean energy vehicles in use and should be certified sustainable themselves. Other businesses are part of B-Corp, constantly working to increase their scores.

We at GSTC are working on systems to count hotels at destinations in order to determine the percentage that are certified sustainable. We’ll seek ways to do the same for Destination Management Company (DMC)’s, such as local inbound operators and transport providers. This relates directly to Performance Indicator “3” of Criterion A4.

Criterion A4 speaks to all of the above. How many of a destination’s businesses are seriously addressing what number of attributes?  Are they properly measured, with external verification? Without such significant metrics, a destination’s claim to being “sustainable” rings rather hollow.

A Malaysian District Collaborates Lest Tourism Run Wild

? Destination Stewardship Report – Vol. 3, No. 1 – Summer 2022 ?

Why would a place with relatively manageable tourism create a sustainable travel destination coordination group? While many destinations around the world are reeling from the impacts of over-tourism, including environmental degradation, a few are heeding the warning and proactively putting a plan in place. One such is the Mersing District in the Malaysian state of Johor, just north of Singapore. Cher Chua-Lassalvy discusses what it took to rally the district’s numerous, varied stakeholders and create the collectively managed Sustainable Travel Mersing Destination Coordination Group.

Aerial view of small green island, with sand flowing into crystal blue-green water.

Aerial image of Pulau Goal, Mersing, one of Malaysia’s nearly 848 islands. [Photo courtesy of Mohd Farithrizal Bin Md Zain, Jurufotografi B19, MBIP]

Mersing? Where’s that?

I have a friend who goes by the name Mersing Guy on Facebook. He was born and bred in Mersing and runs the local recycling business in town. Mersing Guy (true to his name) loves showing his visiting friends the hidden gems in his beautiful home district. A few weeks ago, we stood in front of the gold-domed Masjid Jamek looking out across the charming coastal town and beyond to the coral-ringed islands that dot the emerald sea. Mersing Guy always says that he is truly lucky to call this place home. It is a sentiment I have heard echoed many times from locals and it is easy to understand why.

The stunning hilltop mosque, Masjid Jamek Bandar Mersing, illuminated at night. [Photo courtesy of Chan Hyunh Photography]

However, the natural beauty of the area is a double-edged sword. It attracts tourists like bees to honey, but the ecosystems in Mersing’s mainland and islands are also extremely fragile and susceptible to damage from human pressures. This biodiversity is not only the pride and joy of the local communities but also a key contributor to their livelihoods and well-being as a source of tourism revenues, employment, coastal protection, and food resource. Furthermore, an influx of tourists and unmanaged growth of tourism development could have an effect on the current, much-loved, laid-back way of life, cultural assets, and land use. Herein lies the often-seen challenge of balancing the benefits of tourism with the desire and need to protect these wonderful landscapes.

Mersing District is located along the east coast of peninsular Malaysia’s southernmost state of Johor. It is the third largest district in Johor and encompasses a land area of 2,838 square km (including the offshore islands). Mersing is most famous for its eco-diverse islands described in the Lonely Planet as:

“a constellation of some of Malaysia’s most beautiful islands. Of the cluster of 64 islands, most people only know of Pulau Tioman, the largest, which is actually a part of Pahang. This leaves the rest of the archipelago as far less-visited dots of tranquillity.” The Lonely Planet

Besides the islands, Mersing is host to other natural wonders including long stretches of untouched mainland coastal beaches, mangrove-lined rivers, and pristine and little-visited rainforest reserves. Endau-Rompin National Park in the north of the District is the second largest national park in Peninsular Malaysia, encompassing 870 square km and protecting the only remnant of native lowland tropical rain forest in southern peninsular Malaysia and mainland Asia.

Given its rich nature and biodiversity, Mersing attracts both domestic and international tourists. However, according to the Mersing District Council, Mersing remains comparatively undiscovered, with the District receiving approximately 250,000 tourists per year pre-Covid, a little lower than the 270,000 tourists registered annually at the better-known, single island of Pulau Tioman in nearby Pahang.

Why Does Mersing Need a Destination Coordination Group?

As Mersing sees relatively little tourism, one questions the need for the district to have a destination coordination group to focus on sustainable travel. Many local stakeholders including government, businesses, and residents nevertheless recognise that without guardianship and management, our fragile ecosystems risk being damaged. Many of us have seen how mass-tourism and over-tourism destroyed natural wonders in destinations close to us. We did not want this to happen on our own turf and wanted to put measures in place to manage tourism sustainably.

word cloud with words like beach, small town, food, relaxed, peaceful, tourist attraction. These words are used to describe the district of Mersing in Malaysia.

Word map based on the question asked via an online survey of Mersing’s community “What is your favourite thing about Mersing?” An exercise undertaken as part of Cultural and Bio-Asset Mapping of Mersing 2020. [Image courtesy of Majlis Daerah Mersing, Think City Malaysia and KakakTua Guesthouse & Community Space]

A study commissioned by the East Coast Economic Region Development Council on the Endau Rompin Park concluded that “a more holistic, landscape-scale approach should be adopted, with Endau Rompin forming part of a wider strategic economic zone based around sustainable tourism and land management”.

How Sustainable Travel Mersing Came About

In 2019, the idea of a mixed stakeholder sustainable destination working group was mooted to the Mersing District Council (Majlis Daerah Mersing) by several local stakeholders. The group would be led by the Council, and lined-up into the Malaysian Ministry of Tourism Arts and Culture’s National Ecotourism Plan 2016-2025 which proposes that Destination Coordination Groups (DCGs) be set-up across the 60 eco-tourism clusters across the country.

As a local stakeholder group composed of government, NGOs, private sector, and community leaders, our working group developed and took the proposal to set up a Mersing DCG to multiple meetings across government agencies at Federal, State, and District levels as well as to receive the blessing of the Johor Palace, which houses the royal Sultan of Johor.

In mid-2019, after six months of presentations, awareness-raising and persuasion, Sustainable Travel Mersing STM DCG was founded. Its aim is to support the development and growth of tourism that allows communities and businesses to thrive alongside healthy ecosystems. As a stakeholder group, STM uses the Global Sustainable Tourism Council  Destination Criteria to guide its work. The goal for the destination is to become certified as a sustainable destination by 2025.

A group if people in side a guesthouse in Mersing District. People are on couches looking at their phones and on a screen out of the frame.

Launch of Cultural and Bio-Asset Mapping of Mersing 2020 Project by Majlis Daerah Mersing, Think City Malaysia and KakakTua Guesthouse & Community Space. [Photo courtesy of KakakTua Guesthouse]

The Work

STMDCG has since created work plans based on priorities guided by the four pillars of GSTC’s Destination Criteria. The on-ground work has included:

  • Development of a DCG and Secretariat with Terms of Reference in place
  • Scheduled monthly meetings to brainstorm strategy, work plans, apply for funding, and present work completed
  • Holding town halls and focus group discussions for local stakeholders and collecting input, thoughts and opinions on sustainable tourism in Mersing
  • Collating feedback and relevant available information, then using these to create priorities for STM
  • Co-writing the first iteration of a sustainable tourism strategy largely based on the GSTC’s Destination Criteria. The strategy is currently out for consultation.
  • Collectively applying for funding on a collaborative basis to meet the aims of STM.

In addition, individual government departments, NGOs and private sector participants also continuously push forward with individual projects around marine and terrestrial conservation, stakeholder engagement, up-skilling, capacity building, creating guidelines, and mapping, which collectively add to the goals of STM.

Whilst Covid has delayed outputs and progress of STM, the activities and advocacy so far have resulted in some subtle changes. For instance, the Malaysian government increasingly cites and labels Mersing district as an eco- / nature tourism hub within Malaysia. This has resulted in steps by various players, including a pilot project by Majlis Daerah Mersing in partnership with a local university for an online tourism registration, monitoring, and governance portal. Though still in its early stages, it highlights the government’s will and interest in managing tourism and its impacts.

There has also been increased interest in Mersing from external agencies and funders in supporting post-Covid economic recovery, in particular the development of resilient, sustainable, and community-led tourism in the District.

Challenges and Lessons Learned

STM’s progress was greatly hampered during the two years of Malaysian Covid lockdown. In addition to being unable to meet physically as a working committee, we were also set back because we could not conduct training and stakeholder consultations in a community uncomfortable with digital interfacing.

Besides the Covid years, the work across multiple stakeholders and varied geographical landscapes has posed various challenges. However, these challenges have provided us with some important learnings outlined below.

  • Ground-up initiatives can get off the ground if there is enough patience, perseverance and will.
  • Every location needs a different approach to sustainable tourism, but we can learn deeply from other destinations journeying on the same path.
  • We currently run STMDCG without a full-time project management team. All participants give their time voluntarily. To forge ahead in the journey towards certification, we feel that we need a funded full-time project team to truly propel the project forward. We feel that this needs to be led by a project manager with one or two junior officers.
  • Human connections are key. It is a top priority to have STM’s aims more widely disseminated to tourism operators, resort operators, owners, and other community stakeholders. We believe this is best done through a mix of more formal town halls and focus groups as well as small group informal meetings and coffee or “makan” (eating in Malay) sessions.
  • A diverse stakeholder engagement team is essential, as different ethnic or gender groups in communities feel more comfortable speaking to different members of the group.
  • Co-creation with multiple stakeholders can be a lengthy process requiring a lot of patience, however this leads to joint ownership of the project’s directions and is a worthwhile exercise.
  • The diverse mix of landscapes (islands, rainforest, mainland coast) creates challenges, and we are still grappling with how to best tackle them. For now, we include trips to remote small islands and indigenous communities (which can be costly) as well as mainland stakeholders.
  • Creating a recognised DCG working on sustainable tourism has amplified interest in Mersing as a sustainable tourism destination. This has brought increased funding and projects focused on biodiversity conservation and responsible tourism into the area.

Today as I finish off this article, we have come out of our first physical post-Covid STMDCG meeting here in Mersing. How wonderful to finally sit around a table, eat local snacks, connect on a human level, and physically put our heads together again. I look forward to post-Covid reopening with optimism and hope the work we are planning will make Mersing Guy proud.

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Cher  Chua-Lassalvy is Co-founder and Managing Director of Batu Batu – Pulau Tengah, a sustainably-minded off-grid island retreat in Malaysia with a focus on generating profits through tourism to create positive impacts in the local area. She is also the President and Founder of Tengah Island Conservation, a Malaysian non-profit biodiversity management NGO working within the Johor Marine Park. Batu Batu and TIC together were the proud winners of the World Travel Market Responsible Tourism Silver Award for Best in Conservation & Wildlife (2019).

Svalbard Overheating

? Destination Stewardship Report – Vol. 2, No. 4 – Spring 2022 ?

With its coal mines now closing, Norway’s polar archipelago of Svalbard faces a unique set of threats: disrupted tourism, rising temperatures, and increased international vying for arctic control. Yet its extreme location also provides a unique set of opportunities for reviving tourism, according to this Communiqué from Arild Molstad.

Its camouflage useless, a polar bear treads snowless terrain in Svalbard. Photo: Marcus Westberg

Breaking News from the Island of the Polar Bears

The inhabitants of Spitsbergen – all two thousand of them – don’t have to pore over the United Nations’ climate change reports to feel that something’s not right.

On the only populated island in the Svalbard archipelago, a mere 90 minutes’ flight from the North Pole, bursts of rain are beginning to appear in February. Tourists who fly from distant continents to the “capital” of Longyearbyen to explore the majestic mountains on snowmobile under the Northern Lights may instead find themselves back in their hotel rooms, waiting for colder weather, watching sled-drivers return their frustrated howling huskies to camp. Midwinter rain is bad news all around in Spitsbergen: For dogs’ paws caught in slippery tracks; for reindeer trying to scratch their way through frozen surfaces to forage for edible moss and lichen; for surprised tour operators caught out by inaccessible slushy terrain.

Rising Temperatures

“This ain’t supposed to be happening,” sighs a tour guide, downing a pint of foamy Mack’s Beer in a popular bar, where some of his old drinking buddies are nowhere to be seen. As coal mining is being shut down permanently, their sooty, grimy, exhausted faces remain only as black and white photo portraits on the wall, mementos from a colorful history now fading away. Some of the gritty facades that once gave Longyearbyen its one-company-town atmosphere have yielded to erosion- and avalanche-proof housing.

The melting of Svalbard is not happening in a hurry. For decades the archipelago will remain a bucket-list destination for travellers looking for adventure, remoteness, and the spectacular, unforgettable beauty of the black granite mountains topped by glittering ice, their glaciers sloping towards fjords and valleys like bridal veils.

Svalbard tour guide trainee. Photo: Arild Molstad

But the metrics are scary. The archipelago is the fastest-melting place on earth: Since 1971 the temperature has risen by 4 degrees Celsius, five times higher than the world average. In winter the increase is 7 degrees. An astounding +22°C was recorded last summer.

Which means that ecotourism, which in the last decades was seen as Svalbard’s sure-fire alternative to a doomed coal mining industry, is facing an uncertain future. This comes at a time when this distant destination has been struggling with a post-pandemic decline in visitors, who even prior to 2019 didn’t stay long, most of them cruise passengers doing short day excursions.

Tourism Goes Greener

That is why Ronny Brunvoll is burning the midnight oil these days. As the leader of Visit Svalbard, he is in charge of an expert team updating the Svalbard Tourism Master Plan. It is important work, fraught with challenges, many of them political. The 1920 Svalbard Treaty was based on compromises between eight nations, one of them a weakened Russia in the aftermath of WWII.

The treaty conferred sovereignty upon Norway , but declared the archipelago a visa-free zone, meaning anybody willing to work is welcome. Local laws are dictated by the arctic weather, safety, and environmental concerns.  Now, against the background of rapid climate change and – until the pandemic struck – growing tourism, Norway’s government in Oslo is prescribing a strict regimen that curbs visitors’ movement anywhere on the islands.

Above all, that regimen will hit cruise tourism hardest, imposing a ceiling on the number of passengers per vessel. No final decision has been made yet, but the limit will likely be set to between 200 and 500 passengers, effectively putting a stop to conventional, polluting large-cruise-ship traffic. What will be allowed: expedition-class motor vessels. But even they will face strict rules as to where and when they can organize shore excursions.

Dog sledders pass beneath a shrinking glacier. Photo: Arild Molstad

“We must find ways to keep them here longer,” says Mr. Brunvoll , who is conscious not only of the per capita CO2 emissions burned during the long journey from the mainland by ship or plane, but of the need to find employment for Norwegian citizens. One way to do so is making it compulsory to hire locally trained guides who are familiar with the terrain – and armed for protection against polar bears looking for food scraps as their traditional habitat is threatened by shrinking ice. No ice means no place from which bears can catch seals. “The bears are easier to spot now,” a wildlife guide told me. “But remember, they’ll spot you long before you see them.”

Global Safety Vaults as Attractions

The tourism challenge is a delicate balancing act. Recently, more visitors have been drawn to Spitsbergen’s Global Seed Vault – a repository of seeds from mostly developing nations, should they face a famine, natural catastrophe or acts of war. Nearby another vault has recently been dug into the permafrost – the Arctic World Archive. Here nations’ institutions are depositing rare, invaluable artifacts, data, documents, and art, digitalized on tape guaranteed to last for 1,000 years.

The Arctic World Archive is built into the permafrost. Photo: Copyright AWA

Now there is talk about building a visitor center to welcome visitors to both vaults. If that happens, it would likely be an attraction that could prolong the average tourist’s stay. The center would function as a drawing card for narrating the colorful, exciting story of Svalbard, from the early 17th century arrival of fearless trappers and fisher folk to the transformation into a tight-knit community, situated in a place once considered remote, but now caught in the middle of a modern version of the colonial powers’ “Great Game.” Today ambitious nations are jockeying for position and access to oil and gas, precious minerals and huge fish stocks, as the Arctic Sea soon will become ice-free.

Slovenia’s Green Gourmet Tourist Route

Expanding the Green Scheme of Slovenian Tourism  inspired Jana Apih and Sara Mavrič of GoodPlace to create a new step toward putting the Slovenia Green concept into practice. Here they describe how uniting stakeholders committed to a greener future can transform sustainability principles into memorable and tasty experiences for visiting bicyclers and hikers, who thereby support responsible local businesses.

Bicyclists on the SGGR near Ptuj, eastern Slovenia All photos courtesy GoodPlace.

A Delicious Way to Promote Sustainability, Educate the Visitor, and Benefit Communities

You’re bicycling along the Slovenia Green Gourmet Route (SGGR). In this green pocket-size country the landscape changes fast. Around each corner you’ll find a new local story, an untouched forest, romantic vineyards, or a vibrant town. In just one day you can wake up with a spectacular view of high mountains, fill your lungs with fresh cold air, smell the mountain flowers; then bike along the wild Soča river, observing shepherds looking after their stock and stopping by a local farm to taste fresh cheese; and finally ride through vineyards at sunset. Dinner is a special treat at a high-end restaurant offering an innovative, surprising menu of local items. The day will stay with you – a taste of Slovenia.

An asparagus starter at Majerija in the Vipava Valley.

The SGGR is an innovative product based on principles of responsibility. The route emphasizes the sustainable and gastronomic features of the country and brings benefits to local providers and communities. Slovenia being declared a European Region of Gastronomy for 2021 encouraged us at GoodPlace to create a green-certified cycling/hiking itinerary that takes advantage of the rich gastronomic offerings of diverse Slovenian regions while rewarding the sustainability efforts of Slovene tourism stakeholders.

Slovenia Green

The SGGR is one of three completely “green” routes: Alps to Adriatic, Capitals Route, and the Gourmet Route. We believe these three to be the first and only such designated tours in the world, as they exclusively connect destinations that have been awarded the Slovenia Green certificate. We created the concept of the Slovenia Green Routes for members of the Consortium Slovenia Green (CSG), an informal body connecting destinations and businesses united by being certified under the Slovenia Green brand.

The Slovenian Tourist Board assigned GoodPlace to help develop this national certification programme, the Green Scheme of Slovenian Tourism. Almost 60 tourism destinations (which account for almost 80% of all tourism arrivals in Slovenia) and 164 tourism businesses have joined the Green Scheme as of May 2022, committing to a green future and sustainable tourism development. (See accompanying story.)

The Green Scheme provides the base for three Slovenian initiatives aimed at encouraging responsible tourism development: (1) Green Scheme certification, (2) Training and tools, (3) Green Products. Having helped develop the Scheme, GoodPlace now acts as an accredited partner responsible for evaluations and development. The whole spectrum of the Green Scheme allows us to continually evaluate the sustainability of destinations and tourism businesses through the certification program.

The western portions of the SG Gourmet Route.

Green Gastronomy

In the case of SGGR we sought to promote local supply chains, local businesses, and local stories that convey the authenticity of green Slovenian tourism. Our aim was to find an authentic local experience in each destination – honey producers, farmers, markets, special events, even a chocolate producer in a monastery. Then we would seek to connect local tourism businesses and include local providers from non-tourism sectors to build the story of each destination. We’ve identified several examples of good practice in the field of gastronomy in Slovene destinations, especially in the aspect of short local supply chains.

One ambassador for putting local supplies on a Michelin plate is Ana Roš at two-star Hiša Franko in Kobarid. She identified a wide range of local farmers, dairy suppliers, bee keepers, and other producers, as well as locals picking forest products. She keeps surprising customers with innovative cuisine transforming local tradition and local ingredients into high-end culinary experiences.

We recognized a great potential for further development in this area.

This led us to the next step – introducing solutions for destinations and tourism businesses to improve their sustainability. While upgrading the Green Scheme, we introduced a special label, Slovenia Green Cuisine, with additional criteria and a new (gastronomic) module for destinations. It emphasizes promotion of local supply chains and relations with local producers, guiding them in their further development. Last and most important, as a result of these sustainability efforts members of Consortium Slovenia Green have created story-telling responsible tourism experiences – cycling through hops fields, a day at a karst farm, wine tasting in Ljubljana, and more (see www.slovenia-green.si)

Bicyclers tour through vineyards in Tomaj.

We prepared the SGGR in collaboration with ten Slovenia Green destinations and numerous local tourism businesses. The route ties together gastronomic destinations with rich culinary offers, wines, and Michelin-starred restaurants. The trail follows country byways and forest roads, goes through vineyards and fields, and is suitable for cyclists of all levels. Bicycles take travellers to places that cannot be explored by other means of transport and to tourism providers in less accessible locations, hence creating business opportunities for small entrepreneurs in these locations. (See video – 28 minutes.)

Biking combines well with travelling by train, a sustainable form of transport that brings the east and west of the country closer. All Slovenian trains now provide special places for the bikes. Easy train-and-bike travel enables the SGGR itinerary to capture the diversity of Slovenian gastronomic destinations and include a wide range of tourism businesses.

At Hiša Franko, Valter Kramar ages cheeses for up to 4 years.

Tourism providers promoted in the itinerary are small family-run accommodations and restaurants that have sustainability certificates and authentic boutique experiences removed from most famous tourist spots – tree house accommodation, glamping in forests or storied hotels in cities. The route can be customized for visitors by a professional travel agency Visit GoodPlace. Alternatively, travellers can organize their own tours by downloading a free e-book and navigation pack, which includes GPX tacks, Google map with points of interest, restaurants, accommodations, and tips for green travel.

In summary, the SGGR enhances local businesses and enables destinations to promote and monetize their local stories and gastronomical specialties. It benefits the environment with sustainable transportation while reaching providers located in less accessible locations. It educates travellers on sustainable travel and the uniqueness of Slovenian destinations and their gastronomy. Creating tourism products that illustrate the sustainability efforts “pulls” the visitors into the scene. When sustainability is only communicated as a primary focus, an abstraction without a concrete product to demonstrate it, guests cannot recognize its true value. This way, they see how the concept of green routes rests on the efforts of destinations and tourism businesses and exemplifies their commitment to sustainable tourism development in practice.

The Štanjel hill town features on the SGGR.

We believe the inclusion of the local communities and tourists into the co-creation of tourism products is crucial. The support and satisfaction of the local community is the core of successful sustainable tourism development. Communities will support tourism if they benefit from it. Giving the locals new business opportunities is an important step towards responsible tourism development, creating added value for both residents and tourists.

Nationwide Tourism Change: Slovenia Shows How To Do It

We often see great accomplishments in destination sustainability by individual towns, counties, and even sizable cities. But how to get an entire country to adopt a comprehensive stewardship program? Hannah Bromm, with Dr. Jonathon Day, describes Slovenia’s award-winning solution for achieving systemic national change. 

Easy access by train and bicycle put Slovenian villages like this one within reach. Photos by Jonathan Tourtellot.

Slovenia Tourism’s Nationwide Green Scheme

Leaders seeking to establish sustainable tourism programs often face a challenge when trying to do it across regions and political boundaries. Yet Slovenia has created a program that has been adopted by communities throughout the country, creating an “ecosystem” of some 60 sustainable destinations.

The Green Scheme of Slovenian Tourism (GSST), an initiative of the Slovenian Tourism Board, is the largest sustainable tourism program in the country.  Launched in 2014, this program aims to introduce sustainable practices to Slovenian tourism and encourage both tourism service providers and destinations to embrace sustainability in their operations. Since its inception, the certification program has grown to include over 200 members, comprising 59 Slovenian destinations, and numerous accommodations and other service providers.


Key Program Takeaways

    • Slovenia has created an internationally recognized program that enables destinations to properly evaluate and achieve their sustainability objectives through an established set of criteria.
    • Importantly, the program has been broadly adopted across the country, creating an “ecosystem” of sustainable destinations.
    • Slovenia’s comprehensive program promotes sustainable development in all areas, including economic, social, cultural, and environmental sustainability.

Slovenia’s Green Destinations

Building a Framework for Sustainable Development 

An important step in encouraging adoption of sustainability programs is to provide clear guidance on the tasks required to achieve them. In this case, the GSST includes a certification program that uses the globally-recognized criteria of the European Tourism Indicators System (ETIS) and Global Sustainable Tourism Council (GSTC) as a framework that encourages destinations to achieve a “Slovenia Green” label of Platinum, Gold, Silver, or Bronze. Service providers can obtain similar certifications in these categories: Accommodation, Park, Travel Agency, Attraction, Beach, and Cuisine (see accompanying “Gourmet Route” story).

“The GSST ensures a framework with very concrete criteria that need to be followed by the destinations if they want to achieve the bronze, silver, gold, or platinum label,” according to Maša Klemenčič, project manager for the GSST.

Program members, representing both products and destinations, are provided with a manual that outlines the rules on obtaining, maintaining, and renewing the Slovenia Green label. A designated GSST project manager provides additional support and education to destinations and service providers. In addition to training, those participating in the program receive access to promotional support, access to cooperative marketing opportunities, and grant funding opportunities, all of which allow for ongoing success and growth.

Ljubljana’s recycling bins and bicycles attest to Slovenia’s green policies.

Importantly, acheiving certification allows destinations and providers an opportunity to be recognized for their ongoing performance improvements. However, Slovenia’s GSST program itself has also received international recognition for its success, further incentivizing participation from destination communities and tourism products across the country. As Maša notes:

“For Slovenia tourism as a whole, the GSST has given us direction, so sustainability and green tourism are not just a national strategy, but individual destinations and businesses have also started following this philosophy”.

Learn more about Slovenia’s tourism approach


This story was submitted by Purdue University’s Sustainable Tourism & Responsible Travel Lab. It demonstrates GSTC Destination Criterion A4: Enterprise engagement and sustainability standards and two key U.N. Sustainable Development Goals (SDGs):

SDG 12: Responsible Consumption and Production
SDG 17: Partnerships for the the Goals 

 Source for this story: Slovenia Tourism Board