Destination Marketing Association International

1
 
 
Destination Marketing Association
International Pittsburgh, Pennsylvania July 19,
2007 Where Innovation Meets Inspiration Sustainabl
e Tourism the Blackstone Story Blackstone Valley
Tourism Council Dr. Robert Billington

Robert Billington, Ed. D, PresidentBlackstone
Valley Tourism Council Inc.Blackstone Valley
Visitor Center...on the banks of the Blackstone
River175 Main StreetPawtucket, Rhode Island,
02860, USA1 800 454 2882 BVRI_at_aol.comWebsite
Tourblackstone.com All Blackstone All The
Time Serving Rhode Island and the Blackstone
Valley National Heritage Corridor with
sustainable, Geotourism programs that support
residents and enhance the character, environment,
culture, heritage, aesthetics, history and
business of the Valley. Blackstone Valley -
Telling a Real American Story! The Blackstone
Valley Tourism Council is the state-designated
tourism planning and development agency for
Central Falls, Pawtucket, Woonsocket, Cumberland,
Lincoln, North Smithfield, Smithfield,
Burrillville and Glocester, Rhode Island.
StaffOffice Manager Amanda Wood -
BlackstoneAmanda_at_conversent.netOperations
Manager Natalie Carter - BlackstoneNatalie_at_conver
sent.netIntergovernmental Public Relations
Olon Reeder - BlackstoneOlon_at_conversent.netProjec
t Manager Donna Houle - BlackstoneDonna_at_conversen
t.netEducation Coordinator Patti McAlpine -
BlackstonePatti_at_conversent.netResearch Analyst
Lilly Kayamba - BVTCLilly_at_aol.comOffice
Assistant Lesley McLaughlin - Lesley_at_tourblacksto
ne.comGuide and Educator Gordon Beeton -
Gordon_at_tourblackstone.comVisitor Center Manager
Wendy Jenks - Wendy_at_tourblackstone.comTourism
Planner Veronica Cadoppi - BVPlanning_at_aol.comKee
p the Valley Beautiful Kristin Zawitowski -
Kristin_at_tourblackstone.comProjects and
programsAmber Valley-Blackstone Valley
CompactBV Scenic Railway ToursBV
RiverclassroomBV Visitor Center RI Chinese
Dragon Boat - Taiwan Day FestivalSustainable
Tourism LabM/V Blackstone Valley ExplorerM/V
Samuel SlaterM/V Spirit of the
BlackstoneHeritage Golf TournamentTravel
Experiences ExpoBV Tourism NetworkBlackstone
Valley Lifestyle Inc Blackstone Valley State
Park Visitor Center Mission Blackstone

Robert Billington, Ed. D, PresidentBlackstone
Valley Tourism Council Inc.Blackstone Valley
Visitor Center...on the banks of the Blackstone
River175 Main StreetPawtucket, Rhode Island,
02860, USA1 800 454 2882 BVRI_at_aol.comWebsite
Tourblackstone.com All Blackstone All The
Time Serving Rhode Island and the Blackstone
Valley National Heritage Corridor with
sustainable, Geotourism programs that support
residents and enhance the character, environment,
culture, heritage, aesthetics, history and
business of the Valley. Blackstone Valley -
Telling a Real American Story! The Blackstone
Valley Tourism Council is the state-designated
tourism planning and development agency for
Central Falls, Pawtucket, Woonsocket, Cumberland,
Lincoln, North Smithfield, Smithfield,
Burrillville and Glocester, Rhode Island.
StaffOffice Manager Amanda Wood -
BlackstoneAmanda_at_conversent.netOperations
Manager Natalie Carter - BlackstoneNatalie_at_conver
sent.netIntergovernmental Public Relations
Olon Reeder - BlackstoneOlon_at_conversent.netProjec
t Manager Donna Houle - BlackstoneDonna_at_conversen
t.netEducation Coordinator Patti McAlpine -
BlackstonePatti_at_conversent.netResearch Analyst
Lilly Kayamba - BVTCLilly_at_aol.comOffice
Assistant Lesley McLaughlin - Lesley_at_tourblacksto
ne.comGuide and Educator Gordon Beeton -
Gordon_at_tourblackstone.comVisitor Center Manager
Wendy Jenks - Wendy_at_tourblackstone.comTourism
Planner Veronica Cadoppi - BVPlanning_at_aol.comKee
p the Valley Beautiful Kristin Zawitowski -
Kristin_at_tourblackstone.comProjects and
programsAmber Valley-Blackstone Valley
CompactBV Scenic Railway ToursBV
RiverclassroomBV Visitor Center RI Chinese
Dragon Boat - Taiwan Day FestivalSustainable
Tourism LabM/V Blackstone Valley ExplorerM/V
Samuel SlaterM/V Spirit of the
BlackstoneHeritage Golf TournamentTravel
Experiences ExpoBV Tourism NetworkBlackstone
Valley Lifestyle Inc Blackstone Valley State
Park Visitor Center Mission Blackstone

2
Blackstone Valley New England
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Blackstone River Valley
4
The Blackstone Rivercarried enormous waves of
prosperity, hope and the dreams of generations.
It has also seen disappointment and despair as
its waters carried away the textile industry to
other shores. Today, that has all changed
thanks to the marvelous restoration and
reclamation projects. Jack Reed, US
Senator
5
About the Blackstone River Valley

• Wm Blackstone, who founded Boston, became first
  settler in 1635
• 450,000 residents, 24 communities, 2 states,
  454sm watershed
• It is the Birthplace of the American Industrial
  Revolution
• First industrialized and polluted river in the
  Americas
• Millions of immigrants came in search of the
  American dream
• 46-mile long Blackstone River

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English immigrant Samuel Slater, at 18 years
old, was able to reproduce what he had
learned as an apprentice in England, giving birth
to the America's Industrial Revolution in
1790. He became known as the Father of
American Manufacturing
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• Manufacturers constructed 45 dams along the
  Blackstone eliminating fish passage and further
  killing the river
• While encouraging economic growth, the textile
  industry had severe damaging impacts on the
  environment
• There was a lack of respect for the cultural,
  historical, environmental and recreational
  resources of the Blackstone Valley

8

• The Valley grew to over 1,000 textile operations
• 150 years of economic growth
• 1930s began then began the disinvestment
• and loss of industry to the South
• Empty factories
• A heavily polluted river
• Heavy immigration
• 1980s high unemployment 14

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• In the 1970s - sustainable development began to
  emerge
• The creation of Earth day, the US Environmental
  Protection Agency, and the US Clean Water Act
  emerged
• Project ZAP turned out 10,000 residents,
  corporate and government leaders, to clean-up the
  Blackstone River

10

• The Blackstone Valley needed a way out of high
  unemployment, abandoned mills, and a
  deteriorating quality-of-life
• Rhode Island tourism literature did not include
  the Blackstone Valley as a place
• Policy-makers were indifferent
• to the difficulties of the Valley
• Corporate social responsibility
• was a priority emerging from
• within the community

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• From a need to survive, emerged leadership and a
  vision that tourism could regenerate the
  Blackstone Valley
• In 1985, the Blackstone Valley Tourism Council
  was formed with 300 left from a JCs event
• Its mission would be to encourage authenticity,
  preservation,
• protection and promotion of what was left of the
  
• Valleys resources and to tell its story
• Congress established the Blackstone
• River Valley National Heritage
• Corridor in 1986 to support
• protect and celebrate the Birthplace
• of the American Industrial Revolution

12

• The Heritage Corridor Commission provided a
  management framework

• It gave local leaders a way to assist in
  preservation and protection of the lands and to
  encourage economic development, while maintaining
  and enhancing the character of the Valley its
  environment, culture, aesthetics, heritage, and
  the well-being of residents

13

• The Blackstone Valleys works to become a
  destination
• through the use of place-making, and sustainable
  tourism techniques
• Rhode Island began to create a linear park along
  the Blackstones banks in the 1980s
• Rhode Island and Massachusetts would
• have to collaborate to clean the river before
• developing public recreational land

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• The Blackstone Valley Tourism Council created a
  tourism planning strategy that built on the
  story of the Valley and its historic, natural
  and cultural resources
• Rhode Island designated the Blackstone Valley
  Tourism Council as the tourism development agency
  for the Blackstone Valley
• The Council initiated a vision for tourism
  development in 1985
• The Council articulated an area based on the
• watershed of the River and became responsible
• for tourism development for 9 communities
• A philosophy and an inspiration for rebirth
• was created

15

• The Valley used the watershed-based framework to
  encourage and promote socially responsible and
  sustainable practices among corporations,
  residents and communities
• The Blackstone River Valley Heritage Corridor
  Commission encouraged residents and businesses to
  act
• responsibly and to prioritize a long-term return
  on investment
• Building a sense of responsibility
• among residents was essential in order to
• regenerate the Valley
• In 1992 the Tourism Council created the
• Blackstone Valley Regional Comprehensive
• Tourism Plan

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The Blackstone Valley Tourism Council has worked
to inspire private and public investment, and
renewed sense of pride in the Blackstone Valley
Patrick Kennedy, US Congressman
17
The Council built and maintains widespread
support for its vision from every constituent and
stakeholder of the community including residents,
regulators, politicians, the National Park
Service, environmental organizations, colleges
and universities, as well as the business
community.
My real estate firm was drawn to the Valley
because of the abundance of magnificently crafted
mill buildings poised for adaptive reuse. We
stayed to work in the Blackstone Valley largely
because of the Tourism Council.
David Stein, Principal Re-Investments
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The Council is first among organizations, in the
public and private sectors, dedicated to
strengthening Valley communities and to
fostering economic growth. I attribute my
company's success directly to the extraordinary
work and accomplishments of the Blackstone
Valley Tourism Council
David Stein, Principal Re-Investments,
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• Place-making through tourism is todays work of
  the Tourism Council
• Place-making leverages resources to create
  places that
• are prosperous and sustainable
• Place-making energizes the power public and
  private capabilities
• of design, finance, science and story telling,
  to create places
• that are not cookie cutter subdivision, strip
  malls and office parks -
• the generic, default of most of America, but
  rather places that are
• whole
• We are working to help the Blackstone Valley
  become a whole place
• that is full of life diverse and distinctive
  in its built form, natural
• environment and social networks empowers
  people, a
• community that is transit and digitally
  connected
• water and energy efficient and disaster
  resilient

Kip Bergstrom, RI Economic Policy Council
20
How can a community deliberately sustain and
expand diversity of people, buildings uses,
business, habitats and species in the face of
natural economic forces that tend to diminish
diversity.in other words, how can a visitor
destination. or place, become economically
successful without losing its soul?
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• The Blackstone Valley Today
• Many of the Blackstones mills and mill villages
  are being restored and converted into housing or
  sophisticated office and retail space.
• The city of Woonsocket led the effort to preserve
  its history and the culture of the Valley by
  developing a museum to give tribute to the
  immigrant groups who shaped the lifestyle of the
  Valley
• The Council operates at one time 2 ferry boats,
  three public boats and manages 10 dragon race
  boats

22

• The corporate sector plays a key role in
  financing the innovative place making initiatives
• In1993, the Council raised the funds to build the
  M/V Blackstone Valley Explorer. It has carried
  nearly 300,000 people
• In 2000, the Council raised funds to build a
  British
• canal boat the Samuel Slater, and was imported
• to serve as a floating BB
• In 2001, raised funds to import a
• British a Double Decker bus to the
• Valley through corporate donations

23

• Events like the Rhode Island Chinese Dragon
  Boat Race and Taiwan Day Festival collaborate
  with city and state governments, private
  developers, local residents to develop an
  impressive riverfront event with international
  involvement.
• The Nation of Taiwan built 6 Dragon
  Boats and gifted them to the Blackstone Valley

24

• Elderhostel, study groups, and communities have
  used the Blackstone Valley as a classroom
• Regional educational institutions, such as
  Johnson Wales University, Holy Cross College,
  Clark University, Brown University, Bryant
  University and University of Rhode Island include
  the Blackstone Valley as part of their curriculum
• Over 400 million have been invested
• by private businesses in authentic
• former mill restoration

25

• The Councils work plan involves
• Sustainable Communities
• Geotourism Principles
• Environmental protection
• Heritage development
• Social improvement
• Infrastructure development
• Education of visitors and the community
• Cultural integration
• Economic development

26

• Economic impacts of tourism are of interest to
  practitioners
• A study for 2004 by the Travel Industry
  Association of America showed
• 12 business visitation
• 48 visitors stayed overnight
• 474.4 million was spent on transportation,
  lodging, food, entertainment and recreation, and
  incidentals

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UNWTO Ulysses Prize 2006 Blackstone Valley
Tourism Council


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The Valley has come back to life, with new
generations living along its banks and a river
that is cleaner and more usable everyday. It is
certainly a destination and hopefully becoming
one of growing international recognition
Senator Jack Reed
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• Blackstone Valleys
• SUSTAINABLE TOURISM PLANNING
• AND DEVELOPMENT LABORATORY
• There is a need to design thoughtful tourism
  planning and development strategies
• Effective, sustainable tourism planning in a
  community eludes many
• In the interest of being socially responsible,
  the Council has created the Sustainable Tourism
  Planning Laboratory

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• The Laboratory seeks to prepare practitioners
  with the knowledge and skills necessary to build
  and shape a successful sustainable tourism
  destination
• The purpose of the Laboratory is to introduce the
  concept of planned sustainable tourism to local,
  regional, state, provincial and national tourism
  organization leaders and their stakeholders
• Each Laboratory experience is presented over a
  one to five-days
• An essential outcome is the creation of a
  Sustainable Tourism
• Development Plan to guide the participating
• communitys tourism efforts

31

• The Sustainable Tourism Laboratory bases its
  work on
• Geotourism principles developed by the National
  Geographic Society,
• Foundational work by the the Business Enterprises
  for Sustainable Tourism Educational Network ,
• Sustainable tourism guidelines established by the
  United Nations
• World Tourism
• The work of the Global Sustainable Research
  Center

32
Is there really an interest in sustainable
destinations? According to National Geographic
Travelers Geotourism Study Over half the
American traveling public thinks its harder to
find unspoiled places than it used to be. Almost
¾ dont want their visits to harm the environment
at their destinations. 65 million American
households are predisposed to support the
principles of Geotourism.
33
Indications of Unsustainability Global Warming,
Soil Degradation, Deforestation, Species
Extinction, Declining Fisheries and Economic
Inequity Contributing to Unsustainability Over-c
onsumption, population growth. Dependence upon
Non-renewable resources, Pollution, Destructive
Development Patterns, Inequities in Resource
Distribution, Limited public Participation and
the failure to recognize the fundamental limits
to the Earths ability to withstand alterations
to its natural systems. Are these indications of
Unsustainability in your community? Suburban
Sprawl, Segregation and Unequal Opportunity, Loss
of Open Space Agricultural Land, Degradation of
Water Resources, Loss of Wetlands, Traffic
Congestion Air Pollution and Exposure to
Environmental Hazards Especially by low-income
people and people of color
34
Sustainable Tourism Sustainable
Destinations Sustainable Communities
35
Sustainable development maintains the delicate
balance between the human need to improve our
lifestyle and feeling of well-being on one hand,
with preserving natural resources and ecosystems,
on which we and future generations depend on the
other hand. Sustainability Being able to meet
the needs of present generations without
compromising the needs for future generations.
Achieving a balance among extraction, renewal and
environmental inputs and outputs, as to cause no
overall net environmental burden or deficit. To
be sustainable, a human community must not
decrease bio diversity, must not consume
resources faster than they are renewed, must
recycle and reuse virtually all materials, and
must rely primarily on resources of its own
region.

36

Sustainability is the capability to equitably
meet the vital human needs of the present without
compromising the ability of future generations to
meet their own needs by preserving and protecting
the areas ecosystems and natural
resources. American Planning Association
Sustainable Tourism Development Lab
37
According to the American Planning
Association Planning for sustainability
requires a systematic, integrated approach that
brings together environmental, economic and
social goals and actions directed toward the 4
sustainability objectives for a community. 1.
Reduce dependence upon fossil fuels, underground
metals, and minerals. 2. Reduce dependence upon
synthetic chemicals and other unnatural
substances. 3. Reduce encroachment upon
nature. 4. Meet human needs fairly
efficiently.
38

• Sustainability characteristics
• Capacities to understand and analyze
  problems,
• Partnering with different resources/organizations
  to find solutions,
• Using local resources for local solutions,
• Involving the whole community and all
  stakeholders with comprehensive participation,
• Negotiation and consensus-building from within,
• Ability to incorporate and adopt external
  resources within local contexts,
• Respect of historical and cultural issues.
• The Global Research Development Center

39

• Tourism should be initiated with the help of
  broad-based community- inputs and the community
  should maintain control of tourism development.
• Tourism should provide quality employment to its
  residents and a linkage between the local
  businesses and tourism should be established.
• A code-of-practice should be established for
  tourism at all levels based on internationally
  accepted standards.
• The Global Sustainable Research Center

40

• Guidelines for tourism operations, impact
  assessment, monitoring of cumulative impacts,
  and limits to acceptable change should be
  established.
• Education and training programs to improve and
  manage
• heritage and natural resources should be
  established.

The Global Sustainable Research Center
41

• Tourism planning in the context of overall land
  use planning provides the basis for achieving
  integrated, controlled and sustainable tourism
  development.
• Planning is carried out according to a systematic
  process
• Sustainable tourism development can fulfill
  economic, social, and aesthetic needs while
  maintaining cultural integrity and ecological
  processes. It can provide for todays hosts and
  guests while protecting and enhancing the same
  opportunity for the future.
• United Nations World Tourism Organization

42

• Good information, research and communication on
  the nature of tourism and its effects on the
  human and cultural environment should be
  available prior to and during development,
  especially, for the local people, so that they
  can participate in and influence the direction of
  development and its effects as much as possible,
  in the individual and the collective interest.
• Integrated environmental, social and economic
  planning analysis should be undertaken prior to
  the commencement of any major projects, with
  careful consideration given to different types of
  tourism development and the ways in which they
  might link with existing uses, ways of life and
  environmental considerations.

United Nations World Tourism Organization
43

• Throughout all stages of tourism development and
  operation, a careful assessment, monitoring and
  mediation program should be conducted in order to
  allow local people and others to take advantage
  of opportunities of to respond to changes.
• Tourism Planning, development and operations
  should be part of conservations or sustainable
  development strategies for a community.
• Tourism should be planned and managed in a
  sustainable manner, with a due regard for
  protection and appropriate economic.
• Agencies and individuals should follow ethical
  principles with
• respect to the culture and environment of the
  host area.

United Nations World Tourism Organization
44

• Local people should be encouraged and expected to
  undertake leadership roles in planning and
  development with the assistance of government,
  business, financial and other interests.
• Tourism should be undertaken with equity in mind
  to distribute fairly benefits and costs among
  tourism promoters and host peoples and areas.
• Sustainable tourism development involves making
  hard political choices based on complex social,
  economic and environmental trade-offs. It
  requires a vision which encompasses a larger time
  and space context than that traditionally used in
  community planning and decision making.
• United Nations World Tourism Organization

45

• The UN World Tourism Organization has a
  certification system for destinations seeking to
  follow their sustainability principles
• The .Sbest Certification system is earned by
  organizations that support sustainability
  initiatives
• An organization must meet performance standards
  in 240 areas, in six topic areas to detect
  strengths and weaknesses in the organisations
  destination management process.
• Destination and Society at large
• Principle Stakeholders
• Strategic Corporate management
• Program Development and Implementation
• Human Resources
• Other Resources, Financial and Infrastructure

46

47

• UNWTO .Sbest Certification provides
• Enhanced tourism policy and destination
  management procedures
• International recognition through the UNWTO
• Tools to make the destination more competitive
• Ability to share best practices with other
  destinations
• Time to collaborate with UNWTO in the design and
  implementation of specific actions and programmes
  for the achievement of excellence at tourism
  destinations
• Tools to monitor and improve visitor satisfaction
  levels
• Protocols to become immersed in a process of
  continual improvement

48
Many community's are carrying out sustainable
development projects such as green buildings,
affordable housing, smart growth or climate
change initiatives but these are largely are
occurring on a project by project basis. It is
recommended to use a systems approach to
sustainable development by using widespread
community awareness-raising and integrated
municipal involvement, and using a common
language to identify what sustainability
means. American Planning Association  
Sustainable Tourism Development Lab
49

Eco-municipalities An Eco-municipality is one
that has adopted a particular set Of
sustainability principles as guiding municipal
policy and has committed to a bottom up,
participatory approach for implementing
this. 25 of all communities in Sweden are
Eco-municipalities In 2005, the Wisconsin
communities of Ashland, Washburn and Madison
became the first eco-municipalities in the US
when they adopted the APA sustainability
objectives of the original Swedish sustainability
framework on which these are based.

50

• National Geographic Society created the Center
  for Sustainalbe Destination and the definition
  Geotourism
• Geotourism is defined as tourism that sustains or
  enhances the geographical character of a
  place-its environment, culture, aesthetics,
  heritage, and the well-being of its residents.
• GeoTourism Principles
• Integrity of Place,
• Enhance geographical character by developing and
  improving it in ways distinctive to the locale,
  reflective of its natural and cultural
  heritage, so as to encourage market
  differentiation and cultural pride.
• International Codes
• Adhere to the principles embodied in the WTOs
  Global Code
• of Ethics for Tourism and the Principles of the
  Cultural Tourism
• Charter established by the International Council
  on Monuments
• and Sites (ICOMOS).

51
Market Selectivity Encourage growth in tourism
market segments most likely to appreciate,
respect, and disseminate information about the
distinctive assets of the locale. Market
Diversity Encourage a full range of appropriate
food and lodging facilities so as to appeal to
the entire demographic spectrum of the geotourism
market and so maximize economic resiliency over
both the short and long term. Tourist
Satisfaction Ensure that satisfied, excited
geotourists bring new vacation stories home and
send friends off to experience the same thing,
thus providing continuing demand for the
destination.
52
Conservation of Resources Encourage businesses
to minimize water pollution, solid waste energy
consumption, water usage, landscaping chemicals,
and overly bright nighttime lighting. Advertise
these measures in a way that attracts the large,
environmentally sympathetic tourist
market. Planning Recognize and respect
immediate economic needs without sacrificing
long-term character and the geotourism potential
of t he destination. Where tourism attracts
in-migration of workers, develop new communities
that themselves constitute a destination
enhancement. Strive to diversity the economy
and limit population influx to sustainable
levels. Adopt public strategies for mitigating
practices that are incompatible with geotourism
and damaging to the image of the
destination.
53
Interactive interpretation Engage both visitors
and hosts in learning about the place. Encourage
residents to show off the natural and cultural
heritage of their communities, so that tourists
gain a richer experience and residents develop
pride in the locales. Evaluation Establish an
evaluation process to be conducted on a regular
basis by an independent panel representing all
stakeholder interests, and publicize evaluation
results. Community Involvement Base tourism on
community resources to the extent possible,
encourage local small businesses and civic
groups to build partnerships to promote and
provide a distinctive, honest visitor experience
and market their locales effectively. Help
businesses develop approaches to tourism that
build on the areas nature, history and
culture, including food and drink, artisanry,
performance arts etc
54

• UNWTO suggests core indicators of sustainable
  tourism
• Site protection Category of site protection
• Stress - visitor numbers per month/annum
• Use intensity - Intensity of use in peak periods
• Social impact Ratio of visitor to locals
• Development control Existence of environmental
  review procedures
• Waste Management Percentage of sewage from site
  receiving treatment
• Water supply Is there enough water for the
  future
• Planning process Existence of organized
  regional plan for the visitor destinations
• Critical eco systems Number of endangered
  species
• Consumer satisfaction Level of satisfaction by
  visitors
• Local satisfaction Level of satisfaction by
  locals
• Tourism contribution to the economy Economic
  activity

55
UNWTO supplemental indicators of sustainable
tourism for environments 1. Coastal Zone
Levels of beach erosion beach use 2. Mountains
Extent of erosion caused by visitors 3. Managed
Wildlife Parks Human population in park and
surrounding areas 4. Urban environments Air
Pollution Measurements 5. Cultural sites
Restoration costs, measures of disruptive
behavior 6. Unique ecological sites Changes in
flora mix and concentration 7. Traditional
communities Social impacts 8. Small Islands
Measures of capital flight Fresh water
availability
56
Green Globe has a rigorous affiliation,
benchmarking and accreditation process.

57

• Green Globe utilises a cutting edge benchmarking
  system developed by the CRC for Sustainable
  Tourism (16 Universities and over 200
  researches)
• Benchmarking involves the participant to collect
  and monitor data relating to specific performance
  indicators.
• Certification involves a Company meeting the
  environmental performance requirements of the
  Green Globe Standard

58
Benchmarking
Certification
Process to Green Globe Certification
Register and pay fee to Green Globe
Register and pay fee to Green Globe Accredited
Assessor
Achieve performance that is above the
benchmarking SBI level
Green Globe approves all Assessor reports before
Certification can be given
Undertake EarthcheckTM Benchmarking
Meet the requirements of the Green Globe standard
Be assessed by an independent, accredited GG
assessor
Receive a confidential Benchmarked report
Receive a Green Globe Certification Certificate
Receive a Green Globe Benchmark Certificate
Receive registered use of Certified logo and
receive a confidential Certification report
Receive registered use of Benchmarked logo
59
Topics at the Sustainable Tourism Planning and
Development Laboratory General Background
Analysis Perform initial analysis of geographic
boundaries, assessing history, culture,
climate, natural resources and existing economic
patterns to determine potential for tourism
development. Infrastructure Analysis and
Recommendations This component focuses on
evaluating methods to bring audience to the
destination and move them within the
area. Planned and approved programs, as well as
constraints on infrastructure needed for tourism
will be evaluated. Visitor Attractions and
Activities, and their Improvement Determine
primary and secondary attractions
(natural,historical, cultural) all required
improvements and conservation objectives.
Positive and negative impacts on attracting
visitors will be considered.

60
Visitor Facilities and Services and their
improvement Survey existing and planned
accommodations, including tour and travel
operations, restaurants, banking and money
exchange, handicraft, specialty and convenience
shopping, medical facilities and services, post
offices safety and visitor information
services. Recommended extent and forms of
Tourism Determine most appropriate volume and
character of tourism, based on an evaluation of
visitor attractions and activities, visitor
satisfaction objectives, carrying capacity of
the area. Market Analysis and Projections Analyze
visitor arrival patterns and trends in the
target area and surrounding areas, as well as
the impacts of existing or potential competing
visitor destinations. Establish market targets by
number of visitors, type/country/region or
origin, socioeconomic group, interest
groupings, length of stay. Targets project the
number, type and quality level of
accommodations, facilities, services and
infrastructure required.

61
Plan Implementation and Monitoring Bring
together all the components and create a
development action agenda, including
demonstration projects, with cost estimates,
funding sources and identification of responsible
parties. This will specify implementation
procedures, including the respective roles of
government and other agencies and the private
sector, standards for the design and
development of visitor facilities, requirements
of zoning and other land use constraints, use of
incentives or disincentives to encourage
development according to the plan, and
techniques and procedures to monitor the plan
62
Recommended Tourism Development Policy and
Structure Using the data previously researched,
develop time-phased development plan, including
types and location of visitor attractions,
designated tourism development regions or areas
(tourism zones) and transportation linkages.
Recommend tour patterns and programs, with
visitor excursion routes or circuits. Economic
Analysis and Recommendations Calculate present
and projected economic impact of tourism by the
standard measurements of contribution to GNP,
GDP, or the regional economy, gross and net
foreign exchange earnings, extent and types of
national or regional economic leakage, income
generated, the multiplier effect, direct,
indirect and induced employment generated and
contribution to government revenues. Environmenta
l Considerations and recommendations Identify
environmental problems generated by tourism and
recommend ways to lessen them immediately and in
the future. Develop environmental
protection/conversation policies and programs.
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Institutional Consideration and
Recommendations Review/evaluate existing
organizational structures and legislations
related tourism develop recommendations required
for the effective management of tourism,
including capitol resources and development
incentives. Marketing and Promotion
Recommendations Develop marketing objectives and
strategy, with specific promotion programs,
cost estimates and possible sources of funding.
Evaluate roles of public and private sectors in
promotion recommendation overseas and local
promotion representation.
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• Tourism cannot be too resource consumptive
• in a world of diminishing resources.
• Long term tourism must protect the environments
  on which it depends.
• Individual contributions to improving the
  environment do make a difference.

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How do we develop tourism and not loose our
communitys soul? People today seek authentic
places. Thoughtful tourism development can
provide the nurturing of a communitys
development without loosing its soul but it will
mean a change in thinking, acting and
doing. Thank you