Ecotourism in the Sundarbans and Local Food Security: Data Overview from Bangladesh Dissertation Research

Written by Cat Padgett on July 19, 2023. Posted in Blog, Uncategorized.

FINDING SOLIMAR

Throughout my time studying food security at the University of Edinburgh, I was vaguely aware of the advantages of sustainable tourism development projects in vulnerable areas of the world, but I wasn’t clear about how these efforts can actualize environmental and social improvements in practice. A friend of mine working in ecotourism then introduced me to Solimar, and I was energized by their results and success. Solimar connects people with economic opportunities and promotes environmental initiatives through sustainable tourism development.

I learned that Solimar was doing work in the Sundarbans, the world’s largest mangrove forest, and I became hooked on the idea of getting involved in their project. Throughout my course in food security, I developed a fascination with mangroves and how they can support food security in the world’s vulnerable coastal areas. I then got connected with one of Solimar’s project partners, the Bangladesh Environment and Development Society (BEDS). BEDS is a Bangladeshi NGO pursuing cooperative solutions to the country’s deteriorating mangrove habitat, coastal instability, and livelihood vulnerabilities among Bonojibi people (forest dwellers) who live in and around the Sundarbans. I was able to piggyback my research onto an existing project in the area – USAID contracts Solimar to develop the Bangladesh Ecotourism and Conservation Alliance (BECA) in collaboration with BEDS.

Getting connected with the larger Solimar, BEDS, and BECA networks granted me access to a world of sustainable development I thought I could only encounter much later in my career. These connections helped me better understand some of the vast economic and environmental results Solimar and BEDS have achieved with their program interventions.

Existing research in Bangladeshi mangrove preservation has focused on the ecological stability of the region. Working within existing frameworks, I proposed to contribute a food security angle to the existing data with my dissertation research, studying the effects of participation in mangrove conservation efforts on the four food security pillars in local households.

The Four Pillars of Food Security, as defined by The Committee on World Food Security

Thus, my research project was born:

Can Mangrove Conservation Interventions Increase Short-Term Food Security for Banojibi villages, while working towards Long-Term Ecological Stability, in The Sundarban Forest of Bangladesh?

A Case Study Evaluation of Local Perspectives on Bangladesh Environment and Development Society Mangrove Conservation Initiatives

The experience blew me away; I was able to travel to Bangladesh and interview stakeholders in and around the Sundarbans. I spoke with mangrove conservation project managers, forest rangers, farmers, ecotour guides, students and professors at Khulna university, and other interested parties to better understand the influence of mangrove conservation efforts on local livelihoods. The data collected from my study has since helped to inform food system lens for BECA project interventions in the Sundarban Reserve Forest, including the monitoring, evaluation, and learning of implemented project activities, specifically related to food security outcomes.

KEY FINDINGS OF ECOTOURISM IN THE SUNDARBANS ON LIVELIHOOD DEVELOPMENT AND CONSERVATION

The culmination of my field research in the Sundarbans revealed some compelling themes linking ecotourism development to the improvement of livelihoods, including economic opportunities and food security outcomes for local people. BEDS’ ecotourism sector is one of five sectors (including agriculture, aquaculture, non-forest timber products, and mangrove reforestation) that is supporting regional environmental security in the Sundarbans. In addition to promoting mangrove health and coastal stability, BEDS’ ecotourism sector also facilitates cultural exchange between local people and tourists, and increased awareness of the vulnerable Sundarbans habitat. It also supports mangrove conservation in its emphasis on sustainable development, prioritizing local, small-scale, and sustainable materials for infrastructure, environmental education, and cultural exchange among local people and tourists. These actions increase awareness of the Sundarbans’ value and reduce resource pressures on mangrove habitat, in lieu of large-scale development of tourist facilities, and associated environmental degradation. The following statistics from my research showcase the results of ecotourism opportunities in the study area:

Nypa Palm and Bamboo Eco-Cottage Under Construction in Banishanta Union

A large majority (87.5%) of interviewees in the sector agreed that mangrove conservation initiatives have increased their access to professional opportunities.
Before the BEDS intervention, 50% of interview participants reported working as domestic and day laborers. All of those (37.5%) who reported working as domestic laborers were women. After getting involved in BEDS programming, however, 100% of people reported that their primary income came from ecotourism opportunities.
Over 71% of interview participants noted that increased opportunities for extended community partnerships between sectors could add value to ecotourism in the area. Specifically, 50% noted that opportunities to experience village lifestyle and culture would increase the value of ecotourism activities. Another 50% also mentioned healthier mangroves and Sundarban biodiversity as a driver of ecotourism value.
Ecotourism in the study area contributed to increased income and economic opportunities for women (affecting access to food), increased access to drinking water (affecting the utilization of food), increased ecological stability, improved land use practices, and cooperative partnerships (affecting the stability of local food systems).

Data from the ecotourism sector presented compelling opportunities for commercial cooperation and cultural-exchange between BEDS’ five sectors. For instance, BEDS’ ecotourism adds value to its local communities by developing increased employment opportunities and increasing regional awareness of the state of the Sundarbans. For instance, shrimp yields are highest from September to October in the study area. This is also the most popular tourist season, as it is the dry season in Bangladesh. This overlap could provide a valuable opportunity for pop-up retail markets in the aquaculture sector, and the diversification of market opportunities for farmers. This program also is one of the limited professional avenues for local people,especially women. This is a valuable avenue into the professional workforce for people in the study area, and a compelling avenue for reducing regional gender inequities.

WHERE TO GO FROM HERE?

The ecotourism sector in Bangladesh is facing an interesting opportunity. The introduction of a 6 km bridge across the padma river on June 25, 2022, which will streamline transportation between Bangladesh’s metropolitan hubs, including Dhaka and Khulna, and the co

astal part of the country, is certain to increase regional tourist traffic. Unrestricted tourism could be disastrous for the area. However, increasing measured and intentional opportunities for sustainable ecotourism development could present an opportunity for increased awareness of the SRF, and an influx in economic opportunities in depressed local markets. The influx in capital, as a result of ecotourism, can change the micro and macroeconomic landscape of local communities in the world’s mangrove supporting regions. These benefits are critical to regional food security; economic opportunities like this are positively correlated with increased access to food, a diversified diet, and increased stability of local food systems.

HOW CAN DEVELOPMENT OF ECOTOURISM IN THE SUNDARBANS SCALE THESE RESULTS?

These results reveal several compelling themes that highlight the intersections of mangrove conservation efforts in the SIZ, and regional food security:

Multi-stakeholder initiatives can address opportune connections between local markets and ecosystems, helping to support local mangrove conservation and food availability and access
Increasing opportunities for ecotourism will increase opportunities for the retail sale of premium mangrove-friendly products in food producing sectors
Increasing opportunities for young people to be involved in ecotourism will improve environmental education and gender equity
Opportunities for visitor engagement in forest regeneration in the study area will increase opportunities for improving coastal stability and habitat production for the ecotourism sector, and food-production habitats for food producing sectors

Much of what was revealed in this research is already documented in current literature: mature mangrove forests can support food security, and mangrove conservation efforts can support livelihoods. This work adds an additional, targeted food security angle to the field, and contributes to the emerging research about how conservation interventions can also support food security in the short-term, as reforested and protected mangroves grow from saplings to resource-giving trees. Not only can cooperative mangrove conservation interventions, like ecotourism development, endow Bangladeshi communities with food security-supporting services, but these efforts can also stimulate education, a fair distribution of incomes, gender equality, cultural celebration, access to land and ownership, regional climate resilience, and other socio-ecological and economic assets.

WORKING WITH LOCAL PEOPLE

A pillar of Solimar and BEDS’ work in the Sundarbans is to ensure that the perspectives and priorities of local people are centered in every initiative taken on the behalf of the forest that they steward. Results from my limited work in the study area contribute to existing research indicating that conservation interventions are most successful when local communities are involved. Formal interviews and casual conversations with locals revealed to me that there is a robust momentum for mangrove conservation in the region I visited. Community-based mangrove forest management in the Sundarbans, including the development of the ecotourism sector, appeared to be a successful avenue to conservation, based on the results of my research and the perspectives of local people. This avenue for conservation initiatives redistributes the agency of forest conservation from powerful stakeholders to local people who rely on the forests’ resources for their livelihoods. These are the people targeted in Solimar’s work in Sundarbans ecotourism, and these are the people who will most directly influence policy and conservation.

Sustainable Tourism in Liberia: Digital Marketing and Development

Written by Thomas Hinkel on February 22, 2023. Posted in Blog, Uncategorized.

Liberia is a country that suffered from political turmoil between 1989 and 2003. Tragically, this political turmoil also destroyed Liberia’s tourism sector. While this is the case, the country of Liberia is beautiful and has much to offer to tourists from all around the globe. In the last two decades since the war, the Liberian state has stabilized, and the country has dedicated itself to rebuilding the sector. The government also aims to do this through digital marketing and sustainable development of their tourism sector.

Liberia is home to over 140 species of mammals, 600 species of birds, and 75 different amphibian and reptile species. The country also boasts one of the most diverse ecosystems on earth and has roughly 4.2 million hectares of forested land: 43.4% of the total land area. This presents an immense opportunity for tourism development and conservation efforts to ensure that these species and ecosystems are properly protected.

One example of these conservation efforts includes the USAID Conservation Works Activity (CWA), which engages communities in management of protected areas, and gives them a stake in long-term protection of these areas. Another objective of the project is to develop sustainable tourism infrastructure and capacity. This is an important part of the Destination Management Plan, as Liberia has stunning destinations already open for guests and simply need more promotion.

With more tourists, the Liberian tourism sector will be able to develop further. Additionally, it is important to involve local communities when nurturing sustainable development. the CWA project believes that this is crucial to developing Liberia’s tourism sector. By 2025, Liberia wants to be an up-and-coming destination that is increasingly sought out by tourists. Currently, one of the best places to get information online about visiting Liberia is on Solimar’s Enjoy Liberia website.

Promoting Sustainable Development in Liberia via Digital Marketing

One important aspect of marketing is understanding what type of tourists will be attracted to a destination. The marketing strategy for the CWA aims to attract tourists who are nature and adventure enthusiasts, both locally and internationally. Liberia touts numerous attractions for tourists of this demographic. Exploring the history and immersing yourself in the culture of Monrovia, surfing on the beaches of Robertsport, and exploring the forests of East Nimba Nature Reserve and Sapo National Park. These are but a few of the opportunities for sustainable tourism development and are important destinations in the CWA digital marketing strategy.

Due to the rapid development of certain tourist sites in Liberia, it is crucial for marketing campaigns to be aware of the changes coming to these sites. These exciting changes not only intrigue tourists, but they also have the ability to showcase how the Liberian government, specifically the Ministry of Information, Culture & Tourism (MICAT), is developing the industry sustainably. This is a mutually beneficial relationship, as sustainable development brings social approval and further attention to these destinations. This also enforces the belief that sustainable development is crucial to the tourism sector.

One example of this is the Sapo Eco-Lodge, located in Sapo National Park. This lodge was built by the Wild Chimpanzee Foundation and the Forestry Development Authority and has been built in the buffer zone of the park. The eco-lodge involves local communities and allows tourists to appreciate nature and encourage conservation by showcasing existing conservation efforts. The eco-lodge has power and also generates some of its electricity from solar panels.

Solar panels for sustainable development at the Sapo Eco-Lodge — Solar panels at the Sapo Eco-Lodge

There are many exciting things happening in the tourism sector of Liberia, and the eco-lodge in Sapo National Park is a great example. While this is a rapidly developing sector, it is still difficult for companies based abroad to receive all the relevant information needed to advertise these changes. Specifically, digital marketing requires numerous pictures and descriptive language, as well as details of the changes being brought to various destinations in Liberia. The information network, especially because of the limited internet presence in developing countries, is weak. Due to this, many destinations do not have a strong digital presence.

Expanding Information Networks & Engaging the Private-Sector

While the government provides updates based upon government projects, it is still crucial to engage with the private sector to understand the current destination landscape. We have to understand how best to promote these new or upgraded destinations and work with their owners. To do this, Solimar engages with locals that live in Liberia, as well as establishing relationships with various private-sector actors who are focused on providing attractions that promote sustainable development and conservation.

Solimar relies on its on-the ground employees who are locals of Liberia. These locals provide unique insight on local news and information on destinations, attractions, and events not featured online. They also provide critical cultural insight. Additionally, working directly with local citizens builds an information network that can lead to increased collaboration with the private sector. It is crucial to work with the local community and community actors to ensure that they receive benefits from the sustainable tourism industry.

With more information and enthusiastic businesses that want to get involved in the tourism industry, it is significantly easier to utilize digital marketing to encourage tourists to visit Liberia. One example of these enthusiastic businesses is Philip’s Guesthouse, owned by Philip Banini. Banini’s guesthouse is a perfect opportunity for tourists to experience the passionate and growing surfing community of Robertsport on the coast of Liberia.

Philip's Guesthouse in Robertsports — Philip’s Guesthouse in Robertsports

Because of the relationship that Solimar has developed with Banini’s Guesthouse, it has been easy to get information about the guesthouse and promote it on various websites, as well as Solimar’s own. Due to this relationship we had the opportunity to interview Philip about his guesthouse, as well as about his life journey that brought him to open it. Building relationships and having the opportunity to interview business owners makes it easier to gain information and market destinations or amenities. It also allows the Destination Management Organization (DMO) to understand the local communities they are working with, as well as their goals and beliefs. These interviews allow for digital marketing to be more personable, as they convey the real stories and emotions behind the people who want to engage in sustainable tourism development in Liberia.

Encourage Entrepreneurship and Engagement in the Tourism Industry via Digital Marketing

As the Liberian tourism sector continues to develop and grow, it will become evident that there is success in following a Destination Development Plan and operating with sustainable business practices. As the tourism sector grows, business networks will also grow as the DMO aims to create a unified and coordinated experience amongst the tourism industry. This allows Solimar to encourage entrepreneurship and involvement in the tourism industry by demonstrating the successful businesses that are benefitting from the industry.

Libassa Ecolodge, a family-owned business, is a great example of a successful business that has benefited from the tourism industry. The eco-lodge appeals to any mood when traveling. It can act as a resort, offering a pool and beach as well as a lazy river, while also having a restaurant that serves great local cuisine. The eco-lodge also offers adventure, as it is on the Libassa Wildlife Sanctuary, which is home to animals such as elephants, chimpanzees, and deer.

Chimpanzee at the Limbassa Wildlife Sanctuary

Not only is Libassa Ecolodge a perfect example of a private sector business that has been incredibly successful, but it is one that embodies the spirit of sustainable tourism. The eco-lodge encourages tourists to visit the Libassa Wildlife Sanctuary, and this provides significant benefit to the non-profit conservation organization.

Even further, increasing awareness of this business not only encourages tourists to visit and increase attention to these conservation efforts, but it also underscores the relationship that can exist between private businesses and NGOs that benefits everyone involved. The wildlife sanctuary also aims to educate. Its mission statement includes the importance of educating both the local community and tourists about the importance of conservation.

Utilizing digital marketing to promote these attractions not only benefits conservation efforts, but it encourages participation in the local economy. It is clear that digital marketing plays a crucial role in promoting sustainable tourism. Even further, it directly provides a boost to the sector by increasing the attention the destination receives. Digital marketing not only encourages people to get involved in the sector, but it can also be used as a tool to teach people about sustainable development. A great example of this is the Solimar Institute for Sustainable Destination, which offers courses to show people how to operate businesses that adhere to conservation and sustainability requirements.

Solimar’s institute focuses on four key pillars of education, which include learning, engaging, actioning and developing. The learning pillar is key, as it educates on the best practices on how to sustainably develop a destination, directly from industry experts. Even further, Solimar offers the service of consulting directly with these businesses to help them grow and expand. By encouraging sustainable development in the tourism industry in Liberia via the digital marketing tools available, Solimar International promotes sustainable conservation efforts and can bring economic benefits to local communities.

Solimar Institute for Sustainable Destination's plan for Digital Marketing and Sustainable Development — Solimar International’s Plan for Digital Marketing and Sustainable Development

Liberia is an up-and-coming tourist destination that has a lot to offer. For people who wish to relax, they can spend their time on the beaches of Robertsport, at Lake Piso, or at the Libassa Ecolodge. If that doesn’t suit you, you can rest amongst nature in the forests of East Nimba Nature Reserve or Sapo Park. These are also great places for adventure, as there are phenomenal hiking trails throughout these conservation areas. Digital marketing is the perfect tool to encourage people to visit these destinations and teach people about the importance of sustainable tourism while nurturing a mutually beneficial local network of private-sector and government or NGO actors to create a flourishing tourism sector.

Keep up with Solimar – don’t forget to like us on Facebook and LinkedIn!

Sustainable tourism certifications can help with these beautiful destinations

What Are Sustainable Tourism Certification Schemes, and Do They Work?

Written by Cat Padgett on January 6, 2023. Posted in Blog, Uncategorized.

Sustainable tourism certifications are designed to voluntarily assess and monitor the environmental and social impacts of tourism organizations or destinations that facilitate tourism activities. Accreditation is done by certification bodies according to many criteria regarding business practices, social policy (i.e. human rights, fair labour, and child protection), environmental impact (i.e. CO2 emissions, water, waste, biodiversity, animal welfare), supply chain and procurement, business partners, and more. To the consumer, these labels indicate that a baseline of generally accepted requirements for sustainable tourism is met and that the company is committed to a sustainable approach to the environment and the local community in a particular destination. But do sustainable tourism schemes truly work as intended?

Conventional Tourism

Conventional tourism has a negative impact on the globe. A 2018 study by Nature Climate Change reported that over 8% of global greenhouse gas emissions were traced back to the tourism industry. Wracked with carbon emissions, environmental and habitat damage, careless infrastructure development, and human rights violations, tourism is not often a champion of environmentalism. Furthermore, rarely does the money from tourism traffic filter down to individual people in tourism destinations. Many of the big players in tourism get wealthy, while small, independently-owned companies and individuals can be pushed out of popular destinations by increasing property values.

When the tourism industry in a destination becomes saturated with corporate interests, economic insecurity and growing wealth inequalities among local people in popular destinations, especially in the global South, can be the result. Rapid infrastructure development may contribute to environmental damage of fragile habitats, increased resource use can damage surrounding ecosystems and limit local access to critical resources including food and water, and the commodification of culture can compromise the authenticity and local community’s agency over their cultural practices. Furthermore, tourism is growing. In 1960, there were about 70 million international tourist arrivals. Today, there are almost 1.5 billion. This movement is immense and unlikely to wane.

Despite many ill environmental and social effects of conventional tourism, the benefits of truly sustainable tourism approaches are plenty. Tourism can strengthen communities with increasing tourist capital and economic opportunities, reduce wealth inequality, incentivize investments in local infrastructure, including health care and education, facilitate cross-cultural exchange, and improve the visibility of important heritage sites, natural landscapes, and fragile ecosystems. The large numbers of travelers represent an opportunity to direct growing tourism into environmental and socially beneficial efforts. Thus, the question becomes even more potent in an increasingly global, and environmentally strained world: is there an avenue for tourism that can capitalize on the benefits of increasing tourist traffic, while minimizing the industry’s damages?

The Solution?

A movement towards more sustainable tourism, or ecotourism, can be part of this solution. Raising awareness about the impact of tourism and bringing stakeholders together is one way to achieve this through Sustainable Tourism Certifications. Over the past three decades, many initiatives have taken shape, with different sets of standards and resulting in many different schemes. Because the certification process is voluntary and because of the abundance of labels that are emerging, sustainable tourism certifications are often criticized and viewed as greenwashing (misleading labeling or unjustified claims of sustainable practices). Therefore, complete transparency of practices, measures, and results is the most important condition for a process toward sustainable development of an organization or destination.

When these schemes involve a number of stakeholders, including customers, small businesses, corporate interests, and local service providers, and consider the environmental impact of the effort as a whole entity, they can be incredibly valuable, sustainable, and regenerative economically and environmentally. These efforts could contribute to the achievement of many of the United Nation’s Sustainable Development Goals, including minimizing poverty, hunger, and gender inequalities, and improving education, work opportunities, safe industry and infrastructure, and responsible consumption.

Sustainable tourism certification schemes explained

The leading international organization in the field of tourism is UNWTO (United Nations World Tourism Organization). They promote responsible, sustainable, and accessible tourism as a driver of economic growth and inclusive development. About 15 years ago, the Global Sustainable Tourism Council (GSTC) was formed by 32 tourism industry partners, including UNWTO and Solimar International, to foster universal sustainable tourism practices. They developed a method for accrediting certifying bodies and certification programs, with the aim that these programs are objective and transparent. In essence, the GSTC provides the standards and the stamp of approval of the certification programs themselves, rather than getting involved in the direct certification of businesses or destinations; that is the job of the numerous sustainable tourism certifications adopting GSTC criteria.

For example, Green Destinations is one GSTC-accredited certification body for destinations. They support global destinations and tourism organizations with their sustainable tourism certification schemes, focused on a sustainable management cycle of continuous improvement and assessment of responsible tourism. Green Destinations uses the GSTC criteria, adapted for specific destination contexts, to certify destinations based on their level of sustainability performance. Solimar International and Green Destinations are working together at the country level including in destinations like Timor-Leste and the Maldives to share best practices, such as through the Green Destinations Top 100 Competition, and the Green Destinations Good Travel Seal White Label Certification Scheme. These programs enable recognition of destination sustainability efforts while providing important information to travelers seeking sustainable experiences.

Several other notable schemes which are effective in encouraging environmental awareness may not be GSTC accredited, but they do include the GSTC standards and/or the 17 Sustainable Development Goals. Blue Flag has a global accreditation program for beaches, marinas and tourism boats and promotes sustainable development in freshwater and marine areas. GreenKey audits and certifies tourism establishments (accommodation, restaurants, attractions and more) and promotes sustainable methods of operation and technologies, offering carbon and water calculation tools. Travelife is a certifying body for tour operators and travel agents. The program includes managing the impact of accommodation, transport and excursion providers. They offer a wide range of training and management tools to improve social and environmental impact in the destination. Biosphere tourism is a certification scheme that includes companies involved in destinations, events, hotels, and transportation, measuring environmental performance and social and cultural impacts.

Limitations of Sustainable Tourism Certification Schemes

Certification schemes are not without their complexities. Currently, over 100 companies claim to have developed sustainable tourism certification schemes to measure the impacts of tourism, from municipal waste, climate costs, and financial burdens. While these schemes tout their accreditation methods, many are certifying that the stakeholders they work for have met a minimum standard, instead of encouraging improved environmental and human conditions. Most certifications reward companies for doing their homework, but they don’t set standards for minimum wages, workers rights, and environmental initiatives.

Importantly, certification schemes must be transparent in order to be credible. Many resulting figures and measures from certifications are often unavailable to the consumer. Contrary to other certification schemes, sustainable tourism accreditation is often measuring progress or an effort to track progress against an unknown baseline. Certification programs such as Green Destinations offer destinations a goal to work towards improving their sustainability practices, which is an important aim in and of itself.

While it is critical that businesses measure impact and costs, the bigger picture can still have a negative impact. A company is part of a complex system, where the individual business may meet the criteria, but still harms the system as a whole. An example could be a certified hotel in a desert area. The hotel is incredibly resource intensive, extracting a depth of resources from a water-poor desert environment. Operations like this do not serve people or the environment.

In this case, the certifications the hotel has received are effective at attracting lucrative business and well-intentioned customers, but not for creating equitable environmental and social conditions for local ecosystems and people. Usually, there are no obligations to keep profits at the destination to contribute to this local ecosystem, but international chains shift their earnings to tax havens. Updating these certification schemes to include minimum requirements for acceptable environmental practices and working conditions for employees and include a fair contribution to the local ecosystem could hugely improve the broader sustainability goals.

Conclusion and Further Readings

Despite these limitations that can lead customers astray, the efforts to become a certified sustainable tourism business offer opportunities to improve environmental and social circumstances, address climate change, land use, animal welfare, and create healthy economies. Successful integration of sustainable practices and management can support a sustainable socioeconomic development strategy, increased economic security, and improved environmental conditions.

Do you represent a destination of tourism organization interested in being certified as sustainable? Solimar can help you to choose a certification program that suits your future sustainability goals. Contact us to learn more.

Written by Cat Padgett and Carla Rijnders on January 19, 2023

What Does Destination Management Mean and Look Like in Practice?

Written by Thomas Hinkel on January 5, 2023. Posted in Blog, Uncategorized.

Destination management is the process in which Destination Marketing Organizations (DMOs) work with stakeholders to increase development of the tourism sector, gain more tourists, address challenges, and bring more benefit to the local community. In the case of Solimar, this is also done while ensuring that this development is conducted sustainably, both from an economic perspective as well as an environmental perspective. This practice sounds simple in theory, but it can be a complicated process that requires coordination with a large group of people with diverse interests. Solimar is currently working in the Sugar River Region of New Hampshire to help develop a DMO from the ground up, as well as establish a website and marketing plan for the destination.

The Sugar River Region of New Hampshire is a picturesque New England destination that is made up of fourteen towns and one city. The region has hiking trails with scenic views, historic covered bridges, as well as quaint small-town charm as you travel from town to town. Solimar is partnered with the Sugar River Destination Council, the existing organization concerned with tourism, to assist in creating a Destination Management Plan that will benefit all the local stakeholders. The first step in this process was to create a DMO, and the Sugar River Region Destination Council (SRRDC) was established to coordinate and create, as well as conduct Destination Management.

Engaging Stakeholders in Destination Management & Understanding the Destination

To successfully manage a destination, it is important that the DMO fully understands the unique challenges and opportunities of the place. To understand your destination, you have to understand the tourists that are interested in visiting, as well as how to keep local residents satisfied. This holistic approach makes it very clear that different stakeholders and industries that are involved in tourism must be unified in their efforts in order to create a seamless experience for tourists.

Outside of the Sugar River Region example, Solimar has also created comprehensive Destination Management Plans in other regions of the world. Solimar’s work in Timor-Leste established a network of businesses that were key to the tourism sector of the island, and also assisted the community in creating a DMO. This community-based approach has yielded a lot of success for the local businesses throughout the island and has helped Solimar to hone its framework for creating and managing DMOs.

In the case of the Sugar River Region, Solimar and the SRRDC worked together to consult with a wide variety of organizations and individuals to better understand the needs of the community, as well as the goals these stakeholders shared for the community. These talks were held with local governments, tour and transport operators, accommodation providers, educators, business owners, as well as residents from across the region. Once common goals for the region are established, the DMO can guide the Destination Management Plan in the direction it needs to in order to reach these goals. This is an important part of community-based tourism, which is crucial to creating a sustainable Destination Management Plan.

Understanding the goals of all the stakeholders involved in the destination is critical, but it is also important to understand exactly what the destination has to offer as well as its capacity to host tourists. Conducting research on tourism, as well as the impacts it will have on the region is vital in order to stay true to the holistic approach. For one, this research can underscore the potential pitfalls that could occur if destination management is not done incorrectly. These downsides could pertain to environmental, economic, or social concerns. These concerns must be addressed in the Destination Management Plan to ensure that the destination is developed in a sustainable manner. These studies can also identify key opportunities to further develop attractions to bring success to the destination.

When background research was conducted in the Sugar River Region, key opportunities for collaboration with local stakeholders were highlighted. For instance, they found that cultural events in the region could be expanded to attract more visitors while partnerships between local businesses and residents of the region could be enhanced to make decision-making and strategizing more collaborative.

Considering Infrastructure and Logistics in Destination Management

Once goals are established, it is important to evaluate the region’s capacity and infrastructure in order to determine how best to move forward. For instance, where are the closest airports to the region, and is it easy to get there from the airports once tourists have arrived? In less developed tourism industries abroad, this step is very important to destination management.

Luckily, in the case of the Sugar River Region, the area is close to three airports in Boston, Hartford, and Burlington. There are shuttles that run from two of these airports, but the most scenic way to see the area is to rent a car and use it for travel! The Destination Development Plan aims to encourage this, as it is an easy way to get around the area while still getting to see all the breathtaking sights before you. In fact, the Sugar River Region plans to promote designated Sugar River Region Scenic Routes, which will connect the towns and bring you near historical markers.

There are many moving parts within destination management. As previously mentioned, understanding the region and its residents is necessary to ensure that the DMO is promoting equitable and sustainable practices in tourism development. Tourism is a fast-paced industry, therefore coordination and constant communication among stakeholders is the name of the game. Some examples of these coordination efforts within the Sugar River Region project are:

Ensure that campgrounds in the New England woods are properly prepared to host guests
Organize with local accommodations and restaurants to boost their visibility to tourists
Cooperate with cultural groups, such as the Claremont Arts Council to ensure that there are a myriad of events to encourage tourists to visit
Work with local governments to establish a Visitor Center for tourists.
Ensure that hiking trails are maintained and promoted

The DMO responsible for destination management also must ensure that the destination becomes successful, as this will bring more profits to the area and sustain the Destination Development Plan. Sustainability necessitates processes that are environmentally, socially and financially maintainable. Achieving this can be very difficult, but incredibly beneficial process to ensure that a destination’s tourism sector is developed sustainably.

Marketing & Destination Management

It is the role of the DMO to manage and coordinate with various organizations in the local tourism network. While this is the case, another important aspect of destination management is digital destination marketing. Digital marketing can change the reach of marketing campaigns for a destination from a local audience to a global one. Especially today, it is important that a destination has a strong digital footprint. With a strong digital footprint, it is easier for people to discover your destination and learn more about it.

The first step to building a strong digital footprint is to create a tourism website. This website should aim to not only promote the region, its attractions and its people, but also to encourage others to visit. In the case of the Sugar River Region, Solimar is currently working in conjunction with the SRRDC to make a website that will fit the destination’s needs. The website must ensure that campgrounds are listed online, as well as restaurants, and that events are properly listed and up to date. This requires a significant amount of information from the various stakeholders.

Creating a website itself is a significant undertaking, and it requires the same coordination between stakeholders that is necessary for the other aspects of destination management that have been previously discussed. The DMO must also ensure that social media posts are created which boost interest in the region and let tourists know that the destination has much to offer. Social media is a very powerful tool in increasing how much attention your destination gets, and destination management should account for utilizing social media to receive these benefits.

Destination management is an all-encompassing process that ensures that a Destination Management Plan is created and followed. The DMO responsible for destination management must ensure that all stakeholders are consulted, and that the destination is developed in a way that will help achieve these goals.

This is not an easy process, and one that requires careful coordination. However, by properly addressing these concerns, the Destination Management Plan will ensure that the destination becomes both sustainable and beneficial to all members involved, including the local government, the businesses and the community. The Sugar River Region is a great example of Solimar’s destination management process being put into practice. We encourage you to visit the area and see all that it has to offer!

Liked learning about Destination Management and want to hear more? Take one of our courses to learn more about destination management! Visit our Institute for Sustainable Destinations website today: https://institute.solimarinternational.com/

What is a Destination Development Plan and why is it needed?

Written by Anaïs Prado Cornaro on December 1, 2022. Posted in Blog, Uncategorized.

Tourism is truly a booming industry and affects many people around the world. Some destinations have flourished, but many have had to endure the negative aspects of tourism. Taking into account all of the global issues we face nowadays, such as climate change and pandemics, it is now more crucial than ever to assure a destination is thoroughly planned and effectively managed. In this blog we cover the question of what a destination development plan is, what process it undergoes and why every destination needs one.

What is Destination Development?

The development of a destination is the process of evolving the location’s supply side of tourism in order to meet the area’s tourism demands. This can be achieved by adding supporting infrastructure, including accommodations, transport, technological advancements, but also intangible aspects like workforce development. Destination development will automatically occur when the demand for a destination increases; so it is vital to ensure it is a strategically executed process.

Why is it important to plan a destination’s development?

Planning a destination’s development is a crucial process, which provides tourism organizations with the needed tools to achieve a common goal. In any destination the necessary steps must be taken early on in the process to prevent unhealthy growth.

How do destinations change over time?

Destinations can evolve quite drastically over time, especially emerging destinations. Emerging destinations typically have more local participation. As they become more developed, they get an influx of foreign investors and business owners who can change the feel of a destination.

What are the social impacts of tourism?

It is more or less inevitable for a destination with an attractive tourist offer to become popular. Take for example an emerging destination. With an increase in visitors, more and more outside business interests will see it as an opportunity. Once international interest for the area starts to increase, new challenges and barriers emerge for service providers as they don’t have the training and knowledge to capture markets coming from outside the country.

Without a destination development plan that considers growth, as well as the needs of tourists and service providers, destinations are going to miss that market entirely. This can lead to another investor from the outside with the necessary expertise taking advantage of the growing market.

This in return will entirely change the visitor experience. The destination will lose its authenticity: its uniqueness and with that its ability to compete and differentiate itself from other destinations.

How can tourism planning help the environment and its protection?

Generally global tourism isn’t known for being environmentally friendly. Increased demand leads to an increase in travel, as well as the destruction of nature to acquire greater space and resources. Even further, this is all done for the few “good” months of the year, in which tourism is optimal.

However, by introducing a tourism strategy, it is then possible to minimize these effects and maximize the environment’s protection.

By including a careful assessment of the region’s environmental problems as well as possible threats it could face with an increase in tourism into the destination analysis, one can set a clear goal. One can include these critical environmental aspects into the objectives and incentivize the creation of policies that can protect the destination’s environment.

In addition, tourism generates two key resources that can be harnessed to protect the environment.

Increased financial income: Earmark a portion of the profits and direct them towards local environmental conservation activities.
People’s engagement: Reach agreements with local beneficiaries to make an individual commitment to support the project outcome.

Set the roots for sustainable destination development — Set the roots and groundwork for sustainable and maintainable growth early on.

What is a Destination Development Plan?

Destination Development Plans (DDPs), also known as Destination Development Strategies or Destination Management Plans, are all closely related tourism plans.

Tourism plans are holistic strategies, dedicated to a defined tourist area, which based upon intricate destination research and a market analysis, form destination specific objectives and correlating approaches. The strategy is designed to create a guiding plan to develop and manage a destination to its specific needs and reach a common goal.

The strategy should always have an outcome in mind to maximize local economic profit and set the groundwork for sustainable and maintainable growth.

Solimar International refers to the term Destination Development Plan, as for most of their sites, development is a major part of the objective.

What does a Destination Development Plan generally include?

Destination Development Plans can generally be split into two halves.

Situation Analysis: A detailed evaluation of the destination’s current state. This would include information on existing tourism assets, available tourism services, the industry’s performance and its competitors, as well as involved parties for tourism policy, management, marketing and investment.
Future Goal: Concluded from the analysis, the future goal is both the desired outcome for the development of the destination as well as the means to get there. It is vital to agree upon a shared vision and form several strategic objectives to focus on.

Chasing a shared destination vision — Make sure you chase a shared and reasonable goal.

How do you make a plan for a Tourism Destination?

The process of making a plan for a tourism destination can differ. This is greatly affected by the type of stakeholders that are involved and especially whether the destination already has a Destination Management Organisation. However they usually all follow similar steps of action.

In the Visit Tunisia Project, where Solimar was contracted to develop a National Tourism Strategy and six regional destination development plans aligning with the national strategy, the process underwent the following steps.

Developing a destination should go step by step — Destination development planning should be a step by step process.

Understand the place and all of its attractions.

This is especially important for consulting companies like Solimar. Foreign entities cannot just come in and create a plan for a destination; in order to gather on-site knowledge and incorporate different local perspectives in the plan, it is imperative to involve local stakeholders in the process.
Understand the visitor.

This step will directly influence the path a destination will take. It is important to figure out what kinds of people visit the destination, for how long and when. Once this is understood, it will provide vital information on visitors’ behavior and how to better attract your target audience. This will shape the future of a destination.
Inventory what services are available.

It is crucial to understand the destination’s existing human capital, as well as infrastructure (including accommodations, tourist facilities, transportation, signage, retail, hospital facilities, payment options etc.)
Bring it all together with the SWOT Analysis.

The SWOT Analysis is a final conclusion, drawn from the situation analysis, which displays all of the internal, as well as external positives and negatives to a destination: the strengths, weaknesses, opportunities and threats.
Develop the future vision and its major objectives.

With the accumulated in-depth knowledge from the situation analysis, you have the groundwork for what the obtainable future vision will be. The main goal will then be divided into several clear objectives and the needed approaches. Here the destination asks itself, in what direction should this development go?
Set the plan up for success by ending with an Action Matrix.

The process of making a DDP already brings its own benefits, however it can easily be abandoned once development begins. Therefore it is indispensable to create a plan of action to accomplish the objectives aimed for. Each strategic initiative should have several actions dedicated to it. For each action it is important to identify the partners responsible for its implementation and create a timeline (near-, mid-, and long-term).

What entities are involved in the process of making a Destination Development Plan?

The question of who is in charge of making a destination development plan, as well as what kinds of entities get involved, mainly comes down to whether the destination already has a DMO which in addition needs sufficient resources and knowledge to complete such a process. In the case where there is not a DMO or they don’t have enough of an experienced workforce, they hire a consultant such as Solimar.

Apart from the DMO or consulting company, there are three separate levels of partners involved in the process of making a destination’s strategy.

Donor: With emerging destinations especially, donors make up the first layer. For example, in the case of the “Visit Tunisia Project,” the donor is USAID.
National level partners: Government institutions or independent organizations given the power by the government to manage the tourism sector or other intersecting sectors. Examples of these include the Ministry of Tourism in Namibia, the Forest Department of Liberia or the Ministry of Environment in Uganda.
Local industry associations, such as tour guide associations, hotel owner associations or artisanal associations. This third level, especially for emerging destinations without an established tourism organization, creates a deep connection with local stakeholders and lets the local community be represented.

What is the purpose of a Destination Development Plan?

The general purpose of a destination development plan is to guarantee a long-term positive outcome for a destination. It takes into account a destination’s assets as well as opportunities that it’s missing out on. Among the goals of the destination development plan, one is to ensure the destination is competitive and delivers a strong product to satisfy visitors. However more importantly, it creates the framework and guidelines for sustainable development of the destination.

What are the main objectives of tourism planning in a Destination?

The main objectives for any tourism plan are to:

Increase visitor satisfaction
Assure a destination’s competitiveness (and foster its uniqueness)
Maintain participation and integration of local communities
Use of resources and the environment in a sustainable manner
Protect cultural heritage
Stimulate Economic growth

In order to achieve these goals, destinations will set up several objectives tailored to its specific needs.

What are the benefits of destination planning?

In addition to making a destination competitive, proper tourism planning will provide perspectives for local communities, ensure the protection of environmental and cultural resources and protect the destination from being overwhelmed by the industry.

So by taking a destination’s assets into account these strategies serve as a guidance tool to tourism organizations. If executed correctly, this creates benefits for more than just economic growth. Planned destinations can:

Involve the local community and provide income
Minimize environmental impact and drive some of the profits towards its protection
Support a destination to stay true to its traditions and uphold its culture
Improve understanding of different cultures and relations between guests and hosts
Prevent over-tourism
Make it more than just another “beach experience”

Destination Development Plans guide the process for the desired direction — Destination development plans help define the desired direction and reach the goal.

What makes Solimar International’s help effective?

Although each destination is different, the process of making a destination development plan doesn’t change significantly. Not only is the knowledge needed regarding how such plans are structured, but experience and knowledge of the tourism industry is also necessary.

Through Solimar’s vast experience, gained from 200 projects and over 500 destinations, the organization boasts the complete suite of tools needed to help destination’s reach a sustainable goal. This knowledge includes:

Developing a well-defined and well-successful formula for such plans
Incentivizing the participation of various stakeholders and create a space for collaboration
Having the understanding of the most effective marketing tools that exist
Being well-networked within the private sector of the tourism industry and being well versed in investment promotion
Having repeated experience with the later implementation of such plans

If you want to learn more about how tourism can help destination’s develop in the right way, and how our work makes a difference, check out our Virtual Internship Program!

WE DEVELOP, MANAGE, AND MARKET SUSTAINABLE TOURISM DESTINATIONS

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