Tag Archives: UNESCO

The Surprising Value of Geoparks

All around Canada’s northern Georgian Bay, an intriguing proposal is stirring both local and international interest. Tony Pigott, a retired J. Walter Thompson executive, is leading an effort called then “Aspiring Georgian Bay Geopark,” aiming for the coveted UNESCO geopark designation. But what is a geopark and how can it promote destination stewardship? Jonathan Tourtellot, CEO of the Destination Stewardship Center, explains.

The prestigious UNESCO designation is not what you think.

“Grand Dad, will you tell us again about the Giant’s Tomb?” So recounted Tony Pigott to show how geological formations can hold important stories, and how those stories can engage tourists in what might otherwise seem like an arcane subject, if not downright boring.

Rocks.

He’s addressing a meeting in Killarney, Ontario, Canada, convened to present the idea of an “Aspiring Georgian Bay Geopark” to interested citizens. His audience lives around the northern part of that Bay, the vast, island-studded body of water attached to Lake Huron.

The pink-colored zone represents the proposed geopark around Georgian Bay, Ontario. [Photo courtesy of Dobbin International]

Pigott, a retired J Walter Thompson executive, is spearheading the Geopark bid. The proposition is that a UNESCO Geopark designation could improve tourism in a region that needs it, especially for the numerous indigenous communities around the Bay.

To a geologist, Giant’s Tomb Island is a drumlin. It lies out in the Bay, an oval mound of glacial drift deposited thousands of years ago under flowing ice. But to the local Anishinabek people, it is the sacred resting place for the giant god Kitchikewana, who was big enough to guard the whole Bay. (More of his story shortly.) Geopark advocates call this dual point of view “two-eyed seeing.” It’s essential here for assuring equal time for both Western scientific and local traditional perspectives.

The profile of Giant’s Tomb Island resembles the shrouded body of the great god Ketchekewana. Photo: Mike Robbins

What Are Geoparks?

The first time I heard of geoparks, I pictured some kind of interesting rock formation, perhaps a few hectares in area, protected by a fence.

Wrong.

For one thing, they aren’t usually parks at all, although some form of protection is necessary for the UNESCO nod. A geopark is a geographical designation that might cover a large area. The entire Azores archipelago is a geopark (main feature: volcanoes). And while some geological attribute of significance is required, the mandate steers closely to the holistic concept underlying good destination stewardship. According to the UNESCO website:

UNESCO Global Geoparks are single, unified geographical areas where sites and landscapes of international geological significance are managed with a holistic concept of protection, education and sustainable development. Their bottom-up approach of combining conservation with sustainable development while involving local communities is becoming increasingly popular. [My italics.]

And:

While a UNESCO Global Geopark must demonstrate geological heritage of international significance, the purpose of a UNESCO Global Geopark is to explore, develop and celebrate the links between that geological heritage and all other aspects of the area’s natural, cultural and intangible heritages. [My italics.]

The links between geology and all the other sides of a destination reveal themselves in stories

Killarney’s St. Bonaventure church is built of gneiss, quartzite, and feldspar, each with a story from deep time, eons before Ontario existed. [Photo by Jonathan Tourtellot]

– the terroirs that flavor different wines, the strategic mountain pass that determined a battle, certain cultural predictions for bathing in hot springs, tales of evolution recorded in the fossils within limestone, ancient sunlight captured and transformed into seams of coal, the histories of people who mined it, and perhaps most important, the story of Earth itself, of the jostling continents that could fold granite like soft putty into the ribbons of rock we see beneath our feet today here in Killarney. All is connected.

Background

The geopark movement grew from a 1991 symposium of Earth scientists concerned about growing risks to important sites. Europe hosted the first geoparks. In 2004 the 17 existing European geoparks joined with 8 new Chinese geoparks to form a Global Geopark Network under the auspices of UNESCO. It grew to a membership of more than 100 geoparks around the world and prompted creation of a Global Geoparks Council, appointed by the UNESCO director-general, to vote yay or nay on new applications, starting in 2016.

The initial impetus for these types of UNESCO programs has been the goal of protecting and celebrating their stated raisons d’être. Just as Biosphere reserves focus on biodiversity, World Heritage sites on history and nature, and Intangible Heritage on cultural practices, so do Geoparks focus on geological heritage – “the memory of the Earth,” as geologists call it.

For many if not most of these programs, preservation for its own sake doesn’t secure sufficient political support, so advocates achieve success by dangling the carrot of tourism in front of government bodies.

Rarely does the carrot come with instructions. That may result in overtourism in affluent accessible places, undertourism in needy remote ones, or simply missed opportunities. So UNESCO now requires a geopark to have a holistic, national-government mandated management body in order to win its stamp of approval. (Oddly, the geopark movement has yet to gain traction in the United States, possibly due to lingering right-wing suspicion of anything beginning with “UN.”)

Swimmers enjoy a hot-spring warmed ocean inlet amid cooled lava in the Azores Geopark. Photo: Jonathan Tourtellot

How To Become a Geopark

The process for gaining the UNESCO designation is not simple. The agency offers detailed instructions for “Aspiring Geoparks” and lays out numerous requirements that include:

  • Management by a body with legal recognition under national legislation;
  • Participation in the management body by all relevant stakeholders, including partners and scientific, local, and Indigenous (if any) communities;
  • Means of connecting the area’s geological heritage with its cultural and natural heritage;
  • Engagement in appropriate branding, visibility, and communication efforts extended to both visitors and local people;
  • And more.

A volcanic vineyard: Stonewalls made of lava protect grape vines from Pico Island winds, Azores Geopark. [Photo by Jonathan Tourtellot]

Approval by the Global Geoparks Council is known as receiving a “green card,” good for four years. Then the Council requires revalidation. If conditions have deteriorated, the geopark receives a “yellow card,” requiring that it take remedial steps within two years. If there’s inadequate improvement, it loses its UNESCO status – the “red card.”

“UNESCO Global Geoparks are living, working landscapes where science and local communities engage in a mutually beneficial way.”  – UNESCO

The Aspiring Georgian Bay Geopark still has a long way to go for its green card, especially given its size and the 40+ Indigenous communities (First Nations and Métis Councils) scattered around it. Organizers were disappointed that only one Indigenous person showed up for the Killarney meeting. Still, the project leadership seems smart, dedicated, and in it for the long haul.

Indigenous Heritage

Their daunting task seems suitable for, well, a giant god. The story of Kitchikewana, however, does not end well.

Rebuffed in love, so goes the tale, Kitchikewana grew so angry that he grabbed up great gobs of earth and rocks, casting them across Georgian Bay and so creating its 30,000 islands. He then died of a broken heart, and the profile of his body can still be seen today: Giant’s Tomb Island.

Hmm. If you substitute “glacier” for the rampaging Kitchikewana in that story, you’ve got a pretty good characterization of what the melting ice sheet left behind.

Seems a lot like two-eyed seeing.

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.”

Doing It Better: Tequila, Jalisco, Mexico

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[Above: The town of Tequila. Photo: German Lopez from Pixabay ]

Editor’s note: With this post we offer the second of our profiles of destination organizations that at least partially meet the Global Sustainable Tourism Council’s destination-management criterion A1 (formerly A2), which reads in part:

“The destination has an effective organization, department, group, or committee responsible for a coordinated approach to sustainable tourism, . . . for the management of environmental, economic, social, and cultural issues.”

The requirement seems obvious, yet very few places around the world come even remotely close to meeting it. Below is Ellen Rugh’s profile of another one that does. We hope this information will provide other places with ideas on how better to manage tourism’s hazards and benefits. To join in our search for more examples of holistic destination management, or submit a candidate for profiling, read more here.

The Council of Integral Development of Tequila A.C. (CODIT): Using Advanced Tech for Destination Management

Introduction

The town and municipality of Tequila is in the west-central state of Jalisco, Mexico. Founded in 2013 as a civic association, CODIT presents us with a broad-reaching model of a destination management organization (DMO) that uses 21st-century technological monitoring and data collecting in order to make the most informed decisions on sustainable tourism development and destination stewardship.

With its genesis through Mexico’s Magic Towns program, CODIT has managed to survive, if not thrive, through the country’s changes in government, unlike many of its Magic Towns counterparts.  Today, Tequila’s in-progress drive for certification as an “Intelligent Destination” by the Secretary of Tourism of Spain (SEGITTUR) drives many of CODIT’s core concepts. CODIT’s representative, Federico de Arteaga Vidiella, provided much of the following data. He sits on the Council and is responsible for the Intelligent Destination project.

Context

The CODIT model stretches beyond just tourism. In fact, “Sustainable Tourism Development” represents just one core concept for the organization, with additional branches dedicated to “Social Development, Culture, And Values,” “Development of Infrastructure, Environment and Urban Planning,” and “Economic, Institutional, Jurisdictional and Administrative Development.”

Working towards its certification as a SEGITTUR Intelligent Destination, CODIT gathers data from sensors, apps, smart phones, etc. to increase the effectiveness of local tourism products and services. To promote distinctive experiences, CODIT has installed Wifi access within the entire historic area and created an interactive app with push notification. Tourists can log in to learn the best photo spots, services offerings, and transportation routes around town.  Using big data to measure tourist distribution throughout the city, CODIT’s app strives to incorporate population groups that have not benefited so far from tourism. If you’re a tourist waiting for your chosen restaurant, it can suggest different places to eat or other things to do while waiting, such as a distillery tour or a walk in a different part of town.

CODIT thus opens up new opportunities for businesses, as tourists don’t end up concentrated in the historic center and eating at the few nearby restaurants. This model not only redistributes economic benefit, but also avoids visitor dissatisfaction by lowering restaurant wait times.

Activities

Tequila’s tourist system communicates experiences through different channels, such as through tourist apps, social networks, the state and federal secretaries of tourism, and private companies at the national and international level.

CODIT additionally works with the Directorate of Tourism of the City Council and with the Magic Towns Committee to schedule cultural, sporting, environmental and entertainment events. Residents get involved in a natural way, since Tequila’s society participates in many of these events, processions, and parties, either through organization, communication, direct participation, or assistance. To help develop adventure tourism in the region, CODIT has also sponsored local guides and tour operators to complete excursionist certification courses.

Sustainability and Stewardship

CODIT’s main strategy being sustainability, and the main vocation of Tequila being tourism, sustainable tourism has become CODIT’s keystone. The council considers sustainability multidisciplinary – economic, social, environmental, and institutional – and integrates explicit responsibilities for sustainability into their projects, working groups, international certifications, and more. Working groups for sustainability, innovation, technology, accessibility, and governance operate within the framework of the Magical Towns and Smart Tourist Destination Committee. Each group works to accomplish projects both within and across these themes.

As a Magic Town within the World Heritage agave landscape inscribed under UNESCO and a candidate for certification as a SEGITTUR Intelligent Destination, Tequila must therefore protect the sustainable, natural, cultural, and aesthetic character of the place. To assist in environmental protection, for instance, CODIT has implemented a recycling program and has constructed a nursery to restore endangered native plant species.

Even with tourism development being its main focus, CODIT extends its reach into other areas related to destination stewardship. For example, CODIT assisted in supporting one young local resident’s project relating to street dogs, sharing their technology and data to help him map the area, identify the location of the dogs, and decide the safest place to move them.

Managing Tourism Sustainably

CODIT states that Tequila has not yet had problems with overtourism in the destination. Tequila’s desire to achieve a sustainable tourism plan right from the beginning intrinsically incorporates the management of mass tourism. Using their Intelligent Destination technology, CODIT compares year-over-year peak season visitor statistics and identifies the major hotspot locations. With this data, they can identify the amount of traffic around the more heavily touristed historic area, for example, and install the necessary infrastructure to meet demand. They also measure transportation types and levels to ensure that people are dispersed better throughout the city, thus improving economic development.

Grilled corn vendor in Tequila. Photo by Gzzz.

Community Engagement

CODIT claims federal, state, and municipal participation, as well as inclusion of private business associations, NGOs, and local universities. These stakeholders came together to collectively set CODIT’s initial goals and long-term strategic plan. During this start-up phase, CODIT says that the stakeholders agreed upon about 70 to 80% of issues. Any issues with unsettled differences or concerns were removed, so that the long-term vision statement could be set with everyone in agreement.

CODIT cites the most effective element in their governance process has been the election of decisive leaders who represent the collective interest of local stakeholders and truly want to make changes. The council’s representative, Federico de Arteaga Vidiella, bluntly states that in certain situations extended deliberation among all community stakeholders may not be the best method to achieve results. Instead, CODIT encourages the voice of local residents through their representation by the board’s Citizen Co-President, and through consultation on specific projects. CODIT additionally urges participation from local universities, because many students and faculty are local themselves. CODIT also recognizes that local engagement depends on the character of the place. Here, where tourism and tequila production are the main vocations, they must make sure the voices of tequila farmers, distillers, and more are heard as well as hotels, restaurants, and tour operators.

For specific projects, the council understands that active communication with local stakeholders is crucial to success and local acceptance, because the residents will believe more in projects with which they can participate. On a neighborhood renewal project, for example, CODIT wanted to bring vibrancy to some less-trafficked areas with bright, new paint colors. For this simple project, CODIT conducted surveys, spoke directly with locals and civil society groups, and consulted architectural institutions in local universities to decide on the best colors to represent Tequila.

Organization Structure and Governance

CODIT was strategically founded as a civic association in order to make the organization less susceptible to changes in government and thus able to create long-term plans that would not rely on any particular political party for survival. This legal arrangement was also intended to increase business investment through tax incentives and to allow leverage of resources from international organizations, such as the Inter-American Development Bank.

CODIT does not hold scheduled internal elections and tends instead to act on consensus. Every year, for example, the council has to agree that the current citizen co-chair should continue in that role. The council does have the ability to vote out a person if needed, but so far it has never done so.

CODIT comprises of a multifaceted governance arrangement, currently composed of 44 members who fall within four main groups: founding members, active members, honorary members, and operative members. Each provides a certain level of support within the organization.

Operations and technical structure: CODIT incorporates active members, operative members, and a technical council into their organization structure. Four technical advisors and three operative personnel support the team. CODIT says that a key to their success is having a full-time, paid coordinator, as well as having both operative and strategic management on constant basis. External alliances provide crucial technical and operative resources.

Administrative and representative structure: The Board of Directors includes a citizen co-chair, a government co-chair, a secretary, a treasurer, and a spokesperson, who hold the final decision-making authority. A group of additional advisors play a role in strategic planning, including a representative from the Tequila Route and one from Grupo JB, a private company best known for their Jose Cuervo tequila. Thus a broad range of organizations can have some voice in CODIT affairs.

A jimador, an agave farmer, tends the plants that yield tequila and characterize the region’s inscription as a World Heritage site. Photo: Giacomo Bruno.

Even without formal internal elections, CODIT reports that about 20% of the council changes regularly due to external group elections. Representatives from private organizations, such as hoteliers’ associations, restaurant associations, etc, may shift representation based on their own elections. The government co-chair has rotated as the municipal government changes, with elections occurring every three years. Thus a good, naturally-occurring rotation of voices represents member interests.

Funding

CODIT works on an annual budget of around $150,000, largely financed by the federal and state secretaries of tourism and by Grupo JB. The Inter-American Development Bank has also provided project-specific funding in the past and helps support the CODIT website. Members must additionally contribute to the council through expertise, money, in-kind support, or time. One business member, for instance, seconded one of its own people to work in CODIT for a full year, documenting all tourist products offered in Tequila.

Measures of Success

CODIT attributes their success to the clear indicators and pre-established goals outlined in their long-term strategic plan. Every month CODIT evaluates progress using the indicators established by SEGITTUR within the tourism pillars of governance, sustainability, innovation, technology and accessibility. (Unfortunately, we have so far been unable to obtain any examples of progress reported.)

My Commentary

CODIT’s technical innovations and big data solutions show a new side to destination management, perhaps eliminating some of the problems that destinations face before they occur. Accessibility and connectivity drive visitors into the city by creating easy-access to information. CODIT has a firm vision and organization structure, with careful consideration taken during its inception process to ensure long-term governance that can withstand political changes affecting funding.

While CODIT has said that their funding has varied based on political changes over the years, the council’s survival attests to its careful management, especially in comparison to many other destinations originally designated under Mexico’s Magic Towns initiative.

Alternatively, CODIT can do more in terms of stewardship. I would love to see CODIT take a stronger role in partnering with local stakeholders to further develop distinctive tourism experiences. Additionally, the data collected shows little evidence of any vetting process for their promotional materials that places greater emphasize tourism businesses who have championed sustainability or supported their communities through impact tourism.

Local stakeholder engagement is key to holistic destination management. Compared to our other case studies, this council does not stress community deliberative processes, although they do gather project-specific community feedback and include a wide array of public, private, and civil society interests within their governance structure.

In this case, further research would be required to collect more evidence of outreach to ensure local resident satisfaction, or evidence of adaptive strategy. Additionally, while CODIT champions sustainability and transparency, we found difficulties in accessing the documents relating to the performance of CODIT in terms of SEGITTUR’s specific indicators. This is crucial to understanding their exact performance in project implementation and sustainability, and establishing credibility beyond self-reported claims.

We welcome comments from those with knowledge of Tequila and its stewardship.

Advice for a Basque Destination

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[Above: Gaztelugatxeko Doniene hermitage sits on an islet on Urdaibai’s Bay of Biscay coast. All photos courtesy Urdaibai Magazine.]

How should undiscovered coastal destinations handle tourism?

Earlier this year, Urdaibai Magazine, based in the Basque country of Spain, interviewed Destination Stewardship Center director Jonathan Tourtellot about how to build  responsible tourism activity in this coastal region containing the Urdaibai Biosphere Reserve. With permission, we present an English-language version of that interview. The answers could apply to any seaside destination that is seeking a better approach to tourism. You can read the original, in either Basque or Spanish here.

Declared a Biosphere Reserve by UNESCO in 1984, Urdaibai, northeast of Bilbao on the Bay of Biscay (Bizkaia in Basque) combines a maritime and rural environment with deep cultural traditions. The place is striving to be one where “humans and nature coexist in a framework of respect and sustainable development.” The interview follows.

  1. Urdaibai Magazine: What are the global challenges facing tourism today ?

Jonathan Tourtellot: Overtourism, climate change, and a decision-making mindset that assesses tourism value only in terms of industry transactions—money—with little if any regard to the quality and character of the destinations on which tourism depends.

Urdaibai’s marshes and estuary form core of the Biosphere Reserve.

  1. U.M.: What basic measures do you think should be taken by a small and still underdeveloped tourism territory, as is the case of Urdaibai’s Biosphere Reserve, to integrate tourism activity in a sustainable way?

J.T.: Measure tourism success in terms of value, not volume: Value in terms not only of revenue, but how well tourism benefits are shared by the community and how well they help preserve the natural and cultural heritage that visitors are coming to experience. Invite the kinds of tourism that bring other benefits to the community as well, from education and volunteer help to philanthropy and appropriate business development. Do not measure success just by number of tourist arrivals. That’s quantity, not quality.

  1. U.M.: In order for the tourism to be an activity with a positive impact on the population and the territory, what kind of actions should we avoid when planning our tourism promotion and promotion strategy? What could we regret?

J.T.: Well, let’s look at what not to do! Avoid developing look-alike tourism resorts, hotels, and attractions that could be seen anywhere. Generic facilities are a good way to attract generic tourists—people who seek only better weather than they have back home and who will happily go elsewhere if another destination offers the same thing cheaper.

Everything developed for tourism should reflect distinctive aspects of Urdaibai, or Euskadi, or Spain (in descending order of importance). That mix of authenticity can provide tourists with a rich experience that cannot be duplicated elsewhere. What’s more, revenues from visitors who are sincerely interested in the Urdaibai area will benefit local people and encourage them to protect of the natural and cultural heritage upon which their income depends.

  1. U.M.: You are the creator of a concept as attractive as “geotourism”: the geographical tourism, which could be interpreted today as a paradigm of sustainable tourism. How do you define geotourism? In this context, what should be the tourist’s attitude to make their impact positive and to help ensure that tourism does not become a global problem?

J.T.: The definition of geotourism as we put forth via the National Geographic Society is “Tourism that sustains or enhances the geographical character of a place—its environment, culture, geology, aesthetics, heritage, and the well-being of its residents.” Our research shows that people interested in those things—“geotravelers”—stay longer and spend more than the average tourist.

An aside: An alternate, much narrower definition of “geotourism” focusing explicitly on geology has gained traction in connection with the international geoparks movement. While clearly different, the two usages are compatible and complementary. In terms of tourism quality, each adds interest to the other, as set forth in the Arouca Declaration (downloadable in four languages) made in 2011 at the International Geotourism Congress in that Portuguese city.—J.T.

If you’re a traveler with a geotouristic attitude, you want your presence to help enhance a place rather than degrade it. The simplest way to do this is to support the businesses that support the quality of the place—businesses that not only practice basic sustainability but also showcase the nature and culture of the place. Spend your money there, not with an international franchise hotel or eatery just like the ones back home. Each Euro you spend is like a vote. Support variety, not sameness. You’ll have a richer trip and take home more memories.

Santimamiñe cave drawings in Kortezubi, Urdaibai date from more than 12,000 years ago.

And of course, you need to be a responsible visitor and encourage the same behavior in others: Recycle your trash if possible, respect local culture, and treat historic sites with care. And do put away that selfie stick. Sure, take a couple of shots of yourselves, but then turn the camera instead toward the place and what it has to offer. That’s why you’re here, isn’t it? If you’re visiting just to prove you have been to one more destination, you’re no geotraveler, just a selfie narcissist taking up space and adding to the overtourism problem. Instead, learn everything you can and tell the people back home about it. Put those things on Instagram and Youtube, rather than your own face.

  1. U.M.: Compatibility: Is tourism interested in the culture, historical heritage, the character of the territory, its natural environment, and the peculiarities of the societies it visits—is such tourism compatible with what is understood as “the tourism industry”?

J.T.: Yes and no. Yes, if “industry” is defined as any business that relies mainly on tourism, then it certainly is part of the industry.

This open-air Erregelak dance is one of numerous traditional Basque dances.

No, if it is mass tourism, high on volume and low on value per tourist footprint. What’s more, destinations catering to mass tourism tend to repel the tourists with the geotourism array of interests. Crammed beaches, amusement parks, and lots of T-shirt shops are not what they are looking for.

  1. U.M.: As certifications for quality, process, origin, etc. gain importance in all areas of society, do you consider it necessary for destinations obtain tourism certifications of sustainability and commitment to the environment?

J.T.: Certifications or ratings (my preference) help, partly to differentiate yourselves from those destinations that care nothing about sustainability, partly to encourage any less-motivated stakeholders within your own destination, and partly to monitor your own progress.

  1. U.M.: The National Geographic Society has been a pioneer and a world reference in the dissemination of natural wealth, culture, heritage and science and of the combination of these disciplines with travel and adventure, coming to create a style, a way of seeing the world. From your perspective as a representative for sustainable destinations, what do you think is the role of the specialized press in the development of respectful, integrated, and non-invasive tourism?

J.T.: Travel media have a variety of ways they can improve the conduct of tourism. It’s better to honestly inform than promote. If you do a good job as a travel journalist, the story you tell and show your public will do the promotion job for you. Increasingly, media need to encourage alternative destinations and sites—some media have already started doing this—to avoid overcrowding the famous places. Media need to encourage responsible travel and do the same with their advertisers. Even more than other specialties, travel media are notoriously close to their advertisers, a reality forced by the expensive economics of travel. Now, media may need to help educate their advertisers in how to promote destinations, tours, and accommodations more responsibly. Better to take focus off of generic resorts and golf courses and encourage advertisers instead to focus on the unique characteristics of the destination they are marketing.

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Americans, Get to Know World Heritage

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“UNESCO World Heritage site” is one of the best-known labels in the world—a tourist magnet—except in the United States. Many Americans know nothing of the worldwide program they helped found 40 years ago, nor that the U.S. has 21 World Heritage sites itself. (Update: See post on the Dec. 3, 2012 Congressional briefing about World Heritage at NatGeo NewsWatch.)

Montana’s Glacier National Park, a World Heritage site. (Photo: Jonathan Tourtellot)

Working with the U.S. Park Service, which administers the domestic program, the UNESCO World Heritage Center now touts a new “passport” booklet intended to help Americans get to know their own internationally recognized gems, ranging from Yosemite and Yellowstone to Taos Publo and Independence Hall. Continue reading →