Inspireco Inovative ECO Tourism Practicies

Compendium of Innovative ECO-Tourism Practices

Inspireco - Inspiring New Vocations in EcoTourism: A Case Study for Isparta November 2014

INSPIRECO - INSPIRING NEW VOCATIONS IN ECO-TOURISM: A CASE STUDY FOR ISPARTA PROJECT NUMBER: 2012-1-TR1-LEO05-35175 PROJECT PARTNERS Governorship of Isparta, Turkey EU Research and Documentation Centre, University SDU, Turkey Pİ Consulting, Turkey Provincial Directorate Culture and Tourism of Isparta, Turkey The Association of Protection of Natural Resources and Biodiversity, Turkey PRİSMA Centre for Development Studies, Greece Zavod Novi turizem, Slovenia European Network for Sustainable Tourism Development, Germany CNR - Institute of Biometeorology National Research Council, Italy

TABLE OF CONTENTS

1. INTRODUCTION ................................................................................................................................... 4 2. TOURISM DEVELOPMENT POLICIES IN EUROPE .................................................................................. 5 2.1 SUSTAINABLE TOURISM DEVELOPMENT POLICIES ....................................................................... 6 2.1.1 SUSTAINABLE MANAGEMENT IN TOURISM AT DESTINATION LEVEL .................................... 7 2.1.2 SUSTAINABLE MANAGEMENT IN TOURISM AT LEVEL OF TOURISM PROVIDERS .................. 9 2.2 TOURISM INNOVATION POLICIES ................................................................................................ 11 2.2.1 TOURISM INNOVATION MECHANISMS - SLOVENIA ............................................................. 12 3. BEST PRACTICES................................................................................................................................. 14 3.1 AUSTRIA ....................................................................................................................................... 14 3.1.1 WERFENVENG....................................................................................................................... 14 3.2 BELGIUM...................................................................................................................................... 17 3.2.1 DURBUY LOCAL FOOD .......................................................................................................... 17 3.3 GERMANY .................................................................................................................................... 19 3.3.1 BIOSPHERE COACH ............................................................................................................... 19 3.4 IRELAND ....................................................................................................................................... 21 3.4.1 THE BURREN & CLIFFS OF MOHER GEOPARK ....................................................................... 21 3.5 LATVIA ......................................................................................................................................... 27 3.5.1 KULDIGA ............................................................................................................................... 27 3.6 POLAND ....................................................................................................................................... 31 3.6.1 SILESIAN REGION .................................................................................................................. 31 3.7 PORTUGAL ................................................................................................................................... 33 3.7.1 QUINTA DO PISﾃグ NATURE PARK ........................................................................................ 33 3.7.2 SINTRA - CASCAIS NATURAL PARK........................................................................................ 35 3.8 SLOVAKIA ..................................................................................................................................... 37 3.8.1 FAMILY FARM ODORICA ....................................................................................................... 37 3.9 SLOVENIA..................................................................................................................................... 39 3.9.1 CULINARY CENTRE TASTE SLOVENIA .................................................................................... 39 3.9.2 ECO PARK HOTEL .................................................................................................................. 42 3.9.3 FOOD MARKET "OPEN KITCHEN" ......................................................................................... 45 3.9.4 FOREST SELFNESS ................................................................................................................. 47

3.9.5 GARDEN VILLAGE .................................................................................................................. 49 3.9.6 GREEN VISIT TO THE SEA BASS AND MUSSELS ..................................................................... 51 3.9.7 KOLPA RIVER ......................................................................................................................... 54 3.9.8 MOBILE APP: A TO B LJUBLJANA .......................................................................................... 56 3.9.9 TRNIČ CHEESE - STORY OF LOVE........................................................................................... 59 3.9.10 WILDFLOWER FESTIVAL ...................................................................................................... 62 3.10 TURKEY ...................................................................................................................................... 65 3.10.1 BALBIUS TRAVEL ................................................................................................................. 65

1. INTRODUCTION The Compendium of Innovative ECO-Tourism Practices was compiled as part of an international project Inspireco - Inspiring New Vocations in Eco-Tourism: A Case Study for Isparta. Its aim was to identify some of the most innovative, sustainable and eco practices in Europe that will inspire tourism providers in Isparta and can be in an adapted form transferred to the region.

A short chapter about tourism development policies in Europe with emphasis on ecotourism/sustainable tourism and innovation is followed by 20 examples of best practices from 10 countries. Examples cover a wide area of sustainability and innovation in tourism, focusing on topics such as environment and nature, culture, food, transport, health, energy efficiency, networking, education, job creation, events, management, and branding.

2. TOURISM DEVELOPMENT POLICIES IN EUROPE Europe is the world's no. 1 tourist destination, with the highest density and diversity of tourist attractions. As a result, the tourist industry has become a key sector of the European economy, generating over 10 % of EU GDP (directly or indirectly) and employing 9.7 mio citizens in 1.8 mio businesses. Tourism contributes to employment and regional development, sustainable development, enhanced natural and cultural heritage, and shaping of a European identity. Tourism is also an important means of promoting Europe's image in the world, projecting European values and promoting the European model – which is the result of centuries of cultural exchanges, linguistic diversity and creativity. (source: European Commission)

EU policy aims to promote tourism so as to maintain Europe's standing as a leading destination, and maximize the industry's contribution to growth and employment. The Lisbon Treaty specifically acknowledges the importance of tourism in Article 195 where it states that "the Union shall complement the action of the Member States in the tourism sector, in particular by promoting the competitiveness of Union undertakings in that sector. To that end, Union action shall be aimed at encouraging the creation of a favourable environment for the development of undertakings in this sector, and promoting cooperation between the Member States, particularly by the exchange of good practice."

Most recent Communication on tourism from the European Commission stems from 2010. In it, four priorities were defined that provide the skeleton for a new action framework for tourism which the Commission intends to implement in close cooperation with the Member States and the principal operators in the tourism industry.

These are: A. stimulate competitiveness in the European tourism sector, B. promote development of sustainable, responsible, high-quality tourism, C. consolidate Europe's images as a collection of sustainable, high-quality destinations, D. maximise the potential of EU financial policies for developing tourism.

Following this the Commission has developed a rolling implementation plan to be updated regularly, outlining major tourism-related initiatives to be implemented in collaboration with national, regional and local public authorities, tourism associations and other public/private tourism stakeholders.

2.1 SUSTAINABLE TOURISM DEVELOPMENT POLICIES Various European organizations define and implement tourism policies with emphasis on sustainable development policies. In this chapter we will focus on European Commission (EC).

In the frame of EC, Tourism is designated to DG Enterprise and Industry that states: "Competitiveness of the European tourism industry is closely linked to its sustainability, as the quality of tourist destinations is strongly influenced by their natural and cultural environment and their integration into the local community."

According to EC, major challenges for sustainable tourism include:

A. preserving natural and cultural resources, B. limiting negative impacts at tourist destinations, including use of natural resources and waste production, C. promoting the wellbeing of the local community, D. reducing the seasonality of demand, E. limiting the environmental impact of tourism related transport, F. making tourism accessible to all, G. improving the quality of tourism jobs.

The Agenda for sustainable & competitive European tourism from 2007 lays down principles to address these challenges: A. taking a holistic, integrated approach, B. planning for the long term, C. adopting an appropriate pace of development, D. involving all stakeholders, E. using the best available knowledge, F. minimising and managing risk, G. reflecting impacts in costs, H. setting and respecting limits, I. practicing continuous monitoring.

A sustainable approach to tourism will lead to the development of innovative, quality tourism products and services and make European destinations even more attractive.

2.1.1 SUSTAINABLE MANAGEMENT IN TOURISM AT DESTINATION LEVEL 2.1.1.1 European Tourism Indicators System

The European Commission has developed European Tourism Indicators System (ETIS) for Sustainable Management at Destination Level. This tool is designed to help tourism destinations to monitor, manage, measure and enhance their sustainability performances, without the need of any specific training. It is a comprehensive system, simple to use, flexible and suitable for all tourism destinations.

In order to facilitate the comprehension and the use of the System, a dedicated toolkit is available free-of-charge. Currently there are 67 indicators (27 core and 40 optional), organized into four categories: A. Destination Management B. Social and Cultural Impact C. Economic Value D. Environmental Impact

ETIS is implemented in seven steps:

STEP 1: Raising Awareness STEP 2: Creating Destination Profile STEP 3: Forming a Stakeholder Working Group STEP 4: Establishing Roles and Responsibilities STEP 5: Collecting and Recording Data STEP 6: Analysing Results STEP 7: Enabling On-going Development and Continuous Improvement

More information about ETIS: http://ec.europa.eu/enterprise/sectors/tourism/sustainabletourism/indicators/index_en.htm

2.1.1.2 European Destinations of Excellence

European Destinations of Excellence (EDEN) project is promoting sustainable tourism development models across the European Union. It is based on national competitions that take place every year and result in the selection of a tourist “destination of excellence� for each participating country. The project was launched in 2006 and is backed by the EC.

Through the selection of destinations, EDEN effectively achieves the objective of drawing attention to the values, diversity and common features of European tourist destinations. It enhances the visibility of emerging European destinations, creates a platform for sharing good practices across Europe and promotes networking between awarded destinations.

The key feature of the selected destinations is their commitment to social, cultural and environmental sustainability. The project helps to spread the sustainable practices used in the chosen destinations across the Union and to turn these places into all-year-round venues. The process thus aims to help de-congest over-visited tourist destinations.

More information about EDEN: http://ec.europa.eu/enterprise/sectors/tourism/eden/index_en.htm

2.1.2 SUSTAINABLE MANAGEMENT IN TOURISM AT LEVEL OF TOURISM PROVIDERS 2.1.2.1 European Eco-label

The EU Ecolabel helps consumers identify products and services that have a reduced environmental impact throughout their life cycle, from the extraction of raw material through to production, use and disposal. Recognised throughout Europe, EU Ecolabel is a voluntary label promoting environmental excellence which can be trusted. The EU Ecolabel covers a wide range of product groups, from major areas of manufacturing to campsite services and tourist accommodation services.

Criteria for campsite and tourism accommodation services aim to set limits on the main environmental impacts from the three phases of the service’s life cycle (purchasing, provision of the service, waste). In particular they aim to:

A. limit energy consumption, B. limit water consumption, C. limit waste production, D. favour the use of renewable resources and of substances which are less hazardous to the environment, E. promote environmental communication and education.

More information about EU Ecolabel: http://ec.europa.eu/environment/ecolabel/

2.1.2.2 European Ecotourism Labelling Standard

EETLS - the European Ecotourism Labelling Standard - is a baseline quality standard developed along the lines of the Global Sustainable Tourism Criteria, for European Ecotourism. The EETLS is a result of a lengthy development and consultation process that documented international best practice leading to a set of criteria and indicators that are suitable for ensuring quality of ecotourism services.

The EETLS is complimentary to existing certification schemes, setting minimum acceptable standards that can be used by certification schemes and quality labels to benchmark and adjust their own requirements.

The EETLS criteria are designed for sustainable ecotourism businesses in Europe. The criteria included in the EETLS fall into four groups which have the following objectives: A. Demonstrate effective sustainable management B. Maximise social and economic benefits to the local community and minimise negative impacts C. Maximise benefits to cultural heritage and minimise negative impacts D. Maximise benefits to the environment and minimise negative impacts

More information about EETLS: www.eetls.eu

2.2 TOURISM INNOVATION POLICIES Innovation provides real benefits for us as citizens, consumers, and workers. It speeds up and improves the way we conceive, develop, produce and access new products, industrial processes and services. It is the key not only to creating more jobs, building a greener society and improving our quality of life, but also to maintaining our competitiveness in the global market.

EU innovation policy is developed and implemented under DG for Research and Innovation whose mission is to achieve the goals of Europe 2020 and the Innovation Union. Contrary to sustainability, there is no joint EU framework in the field of tourism innovation and innovation concepts are only gradually percolating into tourism policies.

Europe 2020 is the EU's growth strategy. In a changing world, EU wants to become a smart, sustainable and inclusive economy. These three mutually reinforcing priorities should help the EU and the Member States deliver high levels of employment, productivity and social cohesion. Concretely, the Union has set five ambitious objectives - on employment, innovation, education, social inclusion and climate/energy - to be reached by 2020. Each Member State has adopted its own national targets in each of these areas.

The Innovation Union is one of the seven flagship initiatives of the Europe 2020 strategy for smart, sustainable and inclusive growth. It is the EU's strategy to create an innovation-friendly environment that makes it easier for great ideas to be turned into products and services that will bring the economy growth and jobs. Its plan contains over thirty actions points, with the aim to do three things: A. make Europe into a world-class science performer; B. remove obstacles to innovation – like expensive patenting, market fragmentation, slow standard-setting and skills shortages – which currently prevent ideas getting quickly to market; C. revolutionize the way public and private sectors work together, notably through Innovation Partnerships between the European institutions, national and regional authorities and business.

2.2.1 TOURISM INNOVATION MECHANISMS - SLOVENIA

Prestigious international awards and decorations, EUR 130,000 of granted funds, numerous implemented ideas and projects, nine years of operation of the Bank of Tourism Potentials of Slovenia, a Tourism Potentials Laboratory that has expanded beyond the borders of Slovenia etc. - the promotion of innovation in tourism is one of the key orientations of the Slovenian Tourism Development Strategy.

The system for the promotion of innovation in tourism at the national level in Slovenia focuses on the recognition and rewarding of innovation with the Sejalec award, the development of the Bank of Tourism Potentials of Slovenia (www.BTPS.si) and the Snovalec award for the implementation of the most innovative tourism ideas. Over time, accompanying mechanisms developed such as the BTPS challenges, the Student Snovalec reward, the BTPS blog and the Innovative Slovenian Tourism column. Recently, BTPS has expanded to international markets under the T-lab brand (Italy) and Hint-lab brand (Croatia).

Innovation in tourism is by no means a topic (on a global scale as well) that is frequently on the agenda of politics, tourism service providers and users. Our multiple international award-winning activities confirm that innovation in tourism must not remain a marginal issue and that there are still many interesting opportunities for tourism stakeholders to be found both at home and abroad.

2.2.1.1 The Sejalec award

The Sejalec award for creative and innovative tourism achievements was first announced in 2004. It rewards innovations in tourism that contribute to the greater recognisability of the tourism offer in Slovenia. For award purposes, an innovation is defined as an innovation or improvement that features quality planning and successful introduction, an element of unusualness, originality of the applicant, systematic business thinking and the promotion of Slovenian tourism. The first Golden Sejalec in 2004 was the Ljubljana-based Celica Hostel, which was followed by the Terme ÄŒateĹž Thermal Spa Riviera and the Wandering with Bicycles in Panonske Terme (2005), the Kekec Homestead and the Sloveniabike.com portal (2006), the Koper Passenger Port (2007), the Krvavec Eskimo Village (2008), the Taste Slovenia culinary centre (2009), the Bohinj Park EKO hotel (2010), the Gastronomic Treasures of Istria (2011), the VitaGen programme and the GoOpti, low-cost road transport (2012), the Penzion Raduha (2013) and the Open Kitchen (2014).

The awarded innovations were mostly product innovations, while the Koper Passenger Port was a new form of process organisation in addition to being a new product.

2.2.1.2 The Bank of Tourism Potentials of Slovenia

The Bank of Tourism Potentials of Slovenia project entered the Slovenian tourism space in December of 2006 and has since encouraged the development of innovative thinking and approaches in Slovenian tourism. The priority task of the project is the promotion of the supervised flow of information on promising tourism ideas with the aim of bringing together the right people and the right resources for the implementation of the ideas.

The holder of the project is the SPIRIT Slovenia Public Agency that works with the Tourism and Internationalisation Directorate at the Ministry of Economic Development and Technology and the Turistica Faculty of Tourism Studies. BTPS can be reached via the website http://www.btps.si that is part of the business pages of the Spirit Slovenia Public Agency. The portal is available in two languages, Slovenian and English.

Since the start of operations, the Bank of Tourism Potentials of Slovenia has sent an invitation to apply for the Sejalec award nine times (an additional two invitations were sent prior to the establishment of the BTPS), while it has sent an invitation for the Snovalec reward four times, and once for the Student Snovalec reward. It announced three international, one bilateral and six national BTPS challenges, and hosted two young entrepreneurs and four blog authors. By the end of November 2014, BTPS had over 1,500 articles published, among which over 500 ideas.

2.2.1.3 The Snovalec and the T-lab Snovalec award

The Snovalec encourages promotion and realisation of new ideas or inventions in tourism, which will soon become innovations ripe for entry in the Sejalec competition.

Over the years, BTPS used the Snovalec mechanism to award EUR 130,000 gross worth of funds, and helped implement ten ideas. In 2014, three projects were supported for their promising ideas (receiving EUR 5,000 each) and the Slovenian tourism sphere has been enriched by an ecological tourist village Garden Village Bled, a product involving relaxation and self-healing in the Cerkno forests, and top Slovenian restaurants serving TrniÄ? cheese, a salty pear-shaped cheese from Velika Planina.

Contrary to the Snovalec, the T-lab Snovalec awards know-how, mentoring and guidance as opposed to money. The aim of T-lab Snovalec is to develop the ideas of mentees with the help of experienced tourism entrepreneurs and consultants. So far 16 mentees have entered the scheme and over 20 papers, such as business and marketing plans, were produced.

3. BEST PRACTICES 3.1 AUSTRIA 3.1.1 WERFENVENG

Items

Description

1. WHO Key people and Municipality of Werfenweng organisations www.werfenweng.org Surface Inhabitants Tourism arrivals Tourism nights Key Figures 45 km² 884 not available not available 2. WHY Reason for taking the Werfenweng lies 45 km south of Salzburg, in the mountains of Salzburger good practice action Land. It had seen a major decrease of tourism development in the 1980.

In 1995 Werfenweng started to develop the new tourism positioning “Gentle mobility – a break from the car”. Werfenweng took part actively in various model projects: Issues and challenge • Austrian „Modellvorhaben Sanfte Mobilität – Autofreier Tourismus“ • EU-Project Alps Mobility • EU-Project Alps Mobility II 3. HOW With those projects the tourism product „SAMO Card“ in cooperation with the SAMO-Hotels could be developed.

Methods /steps / tools • many local projects realized used • tourism product for the marked could be developed • the „SAMO-Card“ is key factor of success: customer service card with

many included services

The SAMO-Card receive guests who arrive by train or bus OR leave their car key with the tourism info. Total cost per guest: € 8. All SAMO-Card offers are then free of charge!

SAMO Card mobility offer: A) General mobility • Werfenweng Shuttle: a bus connecting Werfenweng directly to the train station Bischofshofen • ELOIS – The private taxi service , Mercedes Vito E-CELL Electric night taxi • Rental cars: E-cars “Werfenwenger smile-E´s”: 5 Peugeot iOn, 3 Mitsubishi iMiev, 2 Renault ZOE, 1 Renault Twizy; all charged by solar power. Biogas cars “Werfenwenger Grass hoppers”: biogas produced of grass B) Fun Mobility - Rental of vehicles in the village centre • E-bikes, Pedelecs, E-Mountainbikes • Electro scooter • Segways, Twizy and many more e-vehicles • Mountainbikes and bicycles • Scooter and vehicles for small children • Special bikes like tandems, etc.

C) Additional advantages included in summer • day tours by bus to popular destinations (Salzburg, Ice caves, castle Hohenwerfen, ski jump Bischofshofen • guided hiking tours • nature watch tours • guided nordic walking tours • bicycle taxi • entry to swimming lake D) Additional advantages included in winter • tour with horse coach/sledge • ice skating including skates • trekking with lamas • guided snow-shoe walking tour • cross country equipment • trail fees for cross country • tobogganing hire Other measures: Use of sun energy • 54 solar street lamps • Solar-fuelling station for the e-vehicles • Fotovoltaik plant Werfenweng

Specific/measurable results, benefits

Recognitions

• Small edutainment park „Solarpark“ Regional and local development • the farmer's shop with delicious local products and souvenirs • projects of cooperation of local farmers and producers with hotels and restaurants • bio mass heating works Soft-mobility service card for the inhabitants of Werfenweng: • Service package for inhabitants reducing car use with various advantages and rebates • Basis is a contract between the municipality and the individual person or household • Important! Soft mobility is not only for tourists - Credibility only if measures also for inhabitants!

4. RESULT From 1995 to 2013 the share of non-car arrivals rose from 6 % to 25 %.

Success factors include: free pick-up at railway station Bischofshofen, free transport during holidays, free mobility services. Communication measures for this offer. The winners are: • the environment: 25 % arrival by train; minus 400 tons CO2/year • the businesses: increase in overnight stays • the guests: enjoying a well-priced mobility-inclusive package • the inhabitants: using the Werfenweng Shuttle, night taxi and fun vehicles; Employment: several new jobs have been created. Trade and shops: Rising income by more tourism. Image: The inhabitants are proud to live in a role model village. Co-operation: The hotels co-operate very well for soft mobility.

Werfenweng has received several awards for its SAMO-projects 5. REFLECTION • •

Hotels need to be involved from the beginning.

Strong leadership required, especially in the beginning and when problems occur.

• Product development is very important.

Lessons learned • High standards of quality important.

• Continuous development of new ideas and innovations.

• Integration of other sectors (agriculture, energy production, architecture, etc.).

Challenges met Werfenweng meets many of the GSTC criteria.

As proud member of Alpine Pearls, Werfenweng is ready to hand on and hereby multiply the experiences made.

Critical success factors Every year around 40 study tours visit Werfenweng in order to learn about the experiences.

3.2 BELGIUM 3.2.1 DURBUY LOCAL FOOD

Items Key people and organisations Key Figures Reason for taking the good practice action Issues and challenge

Methods /steps / tools used

Specific/measurable results, benefits

Description 1. WHO The office for local development of the Municipality www.durbuy.be Surface Inhabitants Tourism arrivals Tourism nights 157 km² 11,222 not available 350,000 2. WHY To encourage local restaurants to use local food and to organize local producers to find local markets We aim to be at 50 % of local food in the restaurants of Durbuy.

Currently we are at 10 %. The challenge is to organise professional delivery.

3. HOW The work now is to establish a virtual platform on the internet to facilitate orders for restaurants and visibility for producers. We have increased producers visibility (logo), gave them a new identity and offered them different occasions to sell their products (markets, events).

At the same time we offer restaurants to join a new label: Local Food! It is an opportunity to be associated with local producers.

4. RESULT • • • • •

new label Local Food visibility of local producers opportunities for both local producers and restaurants less transport of food products more local jobs for young entrepreneurs

Recognitions

Lessons learned

financial support from the Walloon government as a pilot project; nomination for VISTAS award by the EDEN Association 5. REFLECTION The covered area must be at least 400 km² with a good potential of products. Take time to progress (be sure consumers are following)!

3.3 GERMANY 3.3.1 BIOSPHERE COACH

Items

Key people and organisations

Key Figures

Reason for taking the good practice action

Description 1. WHO Administration union of the biosphere Bliesgau.

District administration Saarpfalz-Kreis Centre of mobility (Saarpfalz-Keis and Saar-Pfalz-Bus GmbH) Saarpfalz-Touristik Saarland Tourism (Tourismus Zentrale Saarland) VCD Surface Inhabitants Tourism arrivals Tourism nights 2 418 km 143,979 110,250 396,004 2. WHY The "Saarpfalz-Kreis" as the most important person responsible for public transport of the region was already dedicated to the development of a very sustainable mobility long before the recognition of the UNESCO in 2009. The result is a good and extensive public transport on site. A central role plays the line 501, the biosphere coach on the central pivot through the reserve.

•

Issues and challenge

•

Methods /steps / tools used

• • • • •

the longest bus route of the Saarland with about 54 km across the UNESCO biosphere reserve to detect ridership 3. HOW

to ensure financing to create a timetable public relations at 15th December 2013 the line 501 became the biosphere coach the number goes every hour, every day including weekends, all the year

Specific/measurable results, benefits Recognitions Lessons learned

4. RESULT Due to counting of passengers a stronger and a weaker utilization was determined.

Nomination for the award "Fahrtziel Natur."

5. REFLECTION • •

quality checks commitment

• quality checks in punctuality • counting of the passengers Challenges met • appearance of the driver • signposting With bad passenger figures or missing positive development the danger Critical success factors of an offer reduction exists in the medium-term.

3.4 IRELAND 3.4.1 THE BURREN & CLIFFS OF MOHER GEOPARK

Items

Key people and organisations

Key Figures

Reason for taking the good practice action

Description 1. WHO The Burren & Cliffs of Moher Geopark is located in the northern part of County Clare, on the West Coast of Ireland. It is widely acknowledged as having a unique geological, archaeological, botanical and cultural heritage and identity. It includes the extensive dramatic limestone karst landscape of The Burren as well as the iconic yet geologically distinct Cliffs of Moher, Ireland’s most visited natural attraction. The Geopark comprises an area of approximately 560 km2, with over 100 km of Atlantic coastline to the west. www.burren.ie, www.burrengeopark.ie Surface Inhabitants Tourism arrivals Tourism nights 2 560 km not relevant 1 mio not available 2. WHY The Geopark contains one mass tourism visitor site, the Cliffs of Moher (874,000 visitors in 2012). It is estimated that less than 3% of these visitors stayed a night in the region with most staying a mere number of hours before travelling on to other destinations in Ireland. The region has traditionally had a low capacity to retain visitors for longer stays and so the desired economic and social impacts of tourism are not being realised, while the environmental impacts to the region are considerable.

The stated objectives of the Geopark revolve around three priorities: 1. Building Participation: We will strengthen the working partnership

between local, national and international champions of conservation, tourism and community to ensure increasing benefits locally.

2. Growing Sustainable Tourism: We will spearhead a vibrant model of sustainable tourism that develops and promotes the area as a truly special destination that strengthens the local economy and improves the visitor experience.

3. Promoting Learning: We will promote the region as a destination that supports popular and specialist learning.

Issues and challenge

Methods /steps / tools used (to develop the good practice)

Our mission statement is: The Burren & Cliffs of Moher Geopark supports people and organisations to work together to ensure a caredfor landscape, a better-understood heritage, more sustainable tourism, a vibrant community and strengthened livelihoods.

The Geopark region is an area that already attracts almost 1 million visitors per year, thanks in no small part to the presence of the Cliffs of Moher, Ireland’s most visited and iconic natural attraction, within its territory. From that perspective, it satisfies the focus of national tourism policy on delivering ‘many and more’ tourists to destinations.

However, it does not satisfy some of the critical variables of building a sustainable destination. Many visitors to the Geopark are ‘day trippers’ or indeed only stop in the area for a small number of hours i.e. to see the Cliffs. The Geopark is geographically situated between two major Irish visitor destinations, Connemara and the Ring of Kerry, and for many visitors, it serves as a ‘stop-off’ en route from one to the other.

While nearly 900,000 people visit the Cliffs of Moher in any given year, the next two most visited centres in the area (The Burren Centre Kilfenora and The Burren Smokehouse Lisdoonvarna) report average visitors of 30,000 each per year. There are therefore a significant number of visitors to the Geopark whose economic and social impact is minimal but whose environmental impact may be considerable. The key challenge from a tourism and societal perspective is how to manage the visitor impacts caused by mass tourism, and how to leverage the region’s natural assets to attract visitors who stay longer in the area, for whom the landscape can be mediated and who gain a rich understanding of the cultural and natural heritage of the region.

3. HOW It is the Geopark’s policy to promote a sustainable form of tourism that reinforces conservation and also delivers the necessary economic impact to the wider community. Multi-stakeholder partnership is the defining feature of the GeoparkLIFE programme. It is the only destination on the island of Ireland where a comprehensive range of stakeholders actively engage with each other, formally at periodic meetings and field trips, and informally whilst engaging on the agreed

Specific/measurable results, benefits

workplan for the project i.e. tourism for conservation. All relevant national and public agencies engage with representatives of tourism enterprises, farming associations, communication organisations and conservationists. This forum allows direct dialogue and engagement and enhances mutual understanding of the opportunities and constraints associated with sustainable tourism development. The Geopark has demonstrated a solid understanding of this complexity of balancing the needs of the host environment, the host people and the visitor. It has succeeded in creating the space where those who represent the different themes can come together to find a positive way forward, within the framework of a clearly defined destination development plan.

Geopark Actions include: • Promoting a sustainable tourism culture and mindset not only amongst tourism enterprises, but also amongst a partnership of suppliers, visitors, agencies and policy makers.

• Setting, monitoring and improving standards of sustainable tourism practice amongst enterprises and linking environmental good practice to economic gain.

• Building real and tangible links between the large flagship attractions e.g. the Cliffs, Hotels and the smaller ecotourism providers e.g. walking guides, food producers.

• Promoting and improving sustainable transport and traffic management options within the Geopark.

• Improving wastewater management and maintenance amongst tourism enterprises is critical.

• Reducing water and energy consumption and waste generation by tourism enterprises and tourism-dependent businesses.

• Formalising benchmarking and performance monitoring criteria and using hard date to inform future planning.

4. RESULT The Burren Ecotourism Network A key partner is the Burren Ecotourism Network (B.E.N.) as its members are central to sustainable tourism development within the Geopark. The B.E.N. was established by the Burren Connect Project and is resourced by the Geopark. The Geopark’s policy has been to build a strong and independent network of like-minded business. Key achievements arising out of this policy are: • 45 tourism enterprises have completed extensive ecotourism awareness and certification training between 2011 and early 2013.

• Of these, 34 tourism enterprises implemented and improved environmental standards to a point that enabled them obtain independent, third-party certification.

• A further 25 tourism enterprises are currently engaged in the third

•

•

phase of training, highlighting the desirability of Network membership to the general tourism enterprise community.

The first B.E.N. members acted as a pilot group for the development of ecotourism standards in Ireland which led directly to the establishment of Ecotourism Ireland, the first responsible tourism standards for Ireland.

Strong relationships, based on friendship, trust and mutual business exchange has led to a tourism community with a strong sense of place based on a common ethos and identity.

Minimising the negative impact of tourism activities Based on learnings from first two enterprise training programmes, 2013 saw the introduction of a Burren-specific Code of Practice for Sustainable Tourism, which is supported by a tailored training programme. The Code includes 10 key areas of good practice that must be attained by all tourism enterprises wishing to become members of the B.E.N.. The training programme is highly practical, providing enterprises with the tools to establish baseline information and benchmark standards in the areas of energy, water, wastewater and waste management. In reaching the Code, the enterprise will have arrived at a perfect platform to progress to third party certification relevant to their business. The training programme also places emphasis on promoting sustainable transport options, green purchasing and responsible marketing. Importantly, the Geopark has developed a formal destination-level partnership with Leave No Trace Ireland, the first of its kind in Ireland, whereby awareness level training is being provided to every network member and every business seeking to join the Network – the objective of this is to ensure a common, core understanding of how to behave in the landscape, which in turn can be communicated to visitors in a consistent and competent way.

On another level, the GeoparkLIFE programme is developing transferable templates for the conservation of habitats and monuments that attract visitors, focusing on quantifying, minimising and mitigating visitor impacts in a proactive and constructive way.

Economic Impact A key success of the Geopark is the development of a destination brand concept and marketing plan that uses environmental and conservation good practice as the very essence of the marketing concept. Rather than being in conflict with environmental interests, ‘The Burren & Cliffs of Moher Geopark’ brand depends on environmental conservation and a sustainable ethos to find its competitive advantage in the marketplace. It has turned an international designation into a

marketable brand, which leverages weighty natural and cultural heritage to create a modern, fun and inviting visitor proposition.

Crucially, entitlement to use the brand, participate in destination marketing activities and to be included in promotional events comes only after a tourism enterprise has engaged in the B.E.N. and has reached the defined standards of environmental good practice.

The Geopark leads a comprehensive marketing campaign for the destination which has included the production of a free visitor guide, a travel app, a visitor website, attendance at trade fairs and a media promotions campaign. It focuses on building capacity and skills of businesses to leverage this overarching strategy, through training and networking and on achieving cost savings in businesses: • 15 business-related training events in 2012-13.

• 18 environmental management training events in 2012-13.

• Over 30 new combination packages marketed in 2013.

• Launch of The Burren Food Trail which achieved an integration of the food supply chain in the area. Achieved over 30 different media coverages and hosted 11 visiting international journalists.

• Production of the Free Visitor Guide for the region Community Engagement Building trust and relationships with the community has been a hallmark of the Geopark’s work programme. Ongoing dialogue and consultation, public and private, is a feature of all projects. This was best evidenced at a Geopark Celebration Gala Evening held in April 2013, where the contributions and achievements of numerous groups publicly appreciated: 5 achievements in conservation, 6 learning establishments/projects and 5 community festivals and events. The Geopark had been actively involved with each of these communitybased organisations, supporting them either financially or through the allocation of personnel and resources.

The Geopark Geologist has a special community and advocacy remit which is exemplified in a comprehensive education programme: http://www.burrengeopark.ie/what-we-do/education-conservation/.

Highlights include: • Collaboration with local secondary school on the Young Scientists project • Co-ordination of a new programme bringing together 2nd level transition year students and primary school children to jointly teach/learn about the landscape.

• A 6-week evening class for interested locals on the geology of the Burren.

• The compilation of a research and resources archive

•

Recognitions

Communication with Visitors The Geopark hosts its own website which seeks to communicate the sustainability message and project progress to all stakeholders. In addition, it supports the visitor website of the B.E.N., www.burrenecotourism.com. Together with social media activity attached to both websites, these are the primary platforms for visitor communication. In addition, however, the Geopark invests considerably in building the capacity of businesses to interpret and communicate the region and the sustainability ethos to visitors. Of particular note are two training programmes that are developed to enable basic interpretation for visitors (e.g. at hotel reception) as well as indepth interpretation such as might be provided by an activity guide. The objective is to enable enterprises to willingly and competently promote the sustainability message and sustainable experiences and products.

An excellent example of co-operation is in the development of a social media strategy for Networks that will enable the Network members to understand how to optimise social media for the entire group. With the support of Failte Ireland, a tailored training programme was developed and delivered, which represented a significant departure from the agency’s approach of delivering standardised training focusing on the needs of the individual business.

Finalist in the 2014 Tourism for Tomorrow Awards Finalist in the 2013 World Responsible Tourism Awards 5. REFLECTION • •

Lessons learned

The publication of Stone, Water, Ice, an interactive booklet and guide, with complementary teaching and visitor resources.

•

•

the importance of partnership and collaboration between all stakeholders the importance of engaging tourism enterprises in the project in a way which safeguards their autonomy allowing the time and space required for trust and personal relationships to develop, which in turn provide the context for collaborative progress establishing baseline and benchmarking criteria at as early a stage as possible

3.5 LATVIA 3.5.1 KULDIGA

Items

Key people and organisations

Key Figures

Reason for taking the good practice action

Description 1. WHO Kuldiga Active Recreation Centre is an organization developing sustainable tourism in Kuldiga District, Kurzeme Region (West Latvia) performing the Marketing and Branding of the Kuldiga tourism product, developing tourism events and festivals, building an image of Kuldiga as well as creating and managing innovative international projects.

Kuldiga District Council. www.visit.kuldiga.lv Surface Inhabitants Tourism arrivals Tourism nights 1757 km² 27,272 131,936 75,485 2. WHY In the rural regions of Europe the rural entrepreneurs are trying to deal with the changing situation in the rural areas and they are trying to keep the countryside alive. Besides tourism activities they focus on producing and selling of local/regional and home made products. But the old vision of creating new tourist products does not work. There is necessity to create all kind of innovations. Therefore the key objective of our Project Framework was to create and develop a new innovative method of creation of tourist products in combination with nontraditional way of bicycling and walking with exploring countryside products in EDEN destination Kuldiga, including original event management. This was a difficult objective since Kuldiga is a small rural tourist destination with historical and cultural tradition with a large number of heritage sites and is included in the National tentative list of

Issues and challenge

UNESCO. We started with the new vision of sustainable development of the EDEN destination Kuldiga, Marketing and Branding plan, following by a large number of activities and EU funded projects.

In many periphery areas of Europe, in rural destinations, the regional products have great economic potential, especially when they are produced in harmony with nature and environment and a regional or local identity. The challenge was because there is a trend that (the big cities) consumers are more and more interested in good and healthy tourism possibilities and food which is produced in a local and sustainable way. They often want to buy it straight from the producer and want to see were the food is produced and experience the traditional country life. Developing and implementing all these activities gives an extra dimension, because Western and Eastern European regions did not have close contacts for decades and can now co-operate. This gives not only possibilities to exchange knowledge and experience on how to develop production of regional products.

Moreover it gives excellent challenges and opportunities to exchange ideas of the best practice and develop the potential of new and innovative tourism products in combination with new and traditional food processing methods, homemade products, recipes and other specialities. Often there are a lot of local ideas but what fails is a good local or regional structure co-operation and strategy for production and marketing. Many farmers do not have the selling skills to make their regional product production really profitable and to involve it in local network and creative industries.

3. HOW

According the aims of the overall project the main activities were targeted to analyse, identify, develop and implement the potentials of local tourist products and specialities (food and non food) in order to strengthen and diversify the rural economies in the small EDEN destination Kuldiga (and Kurzeme Region as well).

Methods /steps / tools used

Main activities • Setting up a research, education and training programme on the following subjects: Tourism marketing and image research of Kuldiga destination; Local food tourism product research of Kuldiga and West Latvia, including historical top-products, traditions, recipes, etc.; New trends and methods of innovative tourism and marketing. • Setting up a team of creators and innovators producing original and non-traditional ideas and projects for sustainable tourism and local development: Create new non-traditional cycling tourism routes, events and festivals, e.g. Kuldiga Cycling festival Day & Night, which must become the most popular in Latvia as well as in Baltic States; Create new innovative tourism actions to attract more

• •

•

•

• • Specific/measurable results, benefits

•

• •

•

sustainable tourists; Create new walking tourist routes including audio-guides and mobile phone applications, etc.; Create new tourist attraction sites and areas in Kuldiga, based on sustainable tourism and heritage protection and reconstruction; Developing marketing activities and material for a number of potential profitable local products in each participating area; Setting up an exchange programme for a group of local rural entrepreneurs to the other EDEN destinations in Europe on the following subjects: innovation in tourism and marketing; most popular sustainable tourism products; cycling and walking tourism products; developing new regional products (regional brands) and bringing traditional products back to life; new and traditional food processing methods, recipes, regional specialities and making home made products.

4. RESULT

New non-traditional cycling tourism route system, cyclist friendly hotels and cafes, cycling trails, new cycling signs, cycling digital and printed maps, roll-ups, exhibition stands, etc.

New creative tourism events and festivals: Kuldiga Cycling festival Day & Night, which is the most popular Cycling event in Latvia as well as in Baltic States; Duke Jacobs Fair attracting farmers from all Latvia; Flying Fish Art festival; International Summer School of Photography (the most popular Professional Photography workshop in Baltic States); Romantic Wine Tour to Kuldiga, which is the first kind of Wine Route in Baltic States.

New innovative tourism actions, e.g. National Geo-caching festival, tourist laser counters, web-cams, etc.

New walking tourist routes, e.g.”Get away, the train’s coming”, “Historical Water Pump Route” and also audio-guides and mobile phone application, etc.

New tourist sites and attractions: Kuldiga Town Garden Park with fountains; Promenade of Aleksupite river; Tourist Panoramic Tower over the bridge.

Reconstructed Historical attractions, amongst them Wine Cellar of old Castle, Old Town Square, Old Town Hall, History Museum etc.

Set of new traditional and local products or specialities with high economic potential, such as historical Carrot-cake production workshop and tours; Dip-Dap Runway-bike production Workshop, the only in Latvia; historical pottery (e.g. Branch Jug) production for souvenirs, first in Latvia; implementation of historical meals in Kuldiga Restaurants (e.g. Biguzis, etc.)

New creative workshops, e.g Creative Photography White Studio and Professional Photography B&W Lab; Creative Pottery Workshop; Artist Studio.

•

Recognitions

Marketing/promotion actions: Participation in International Tourism Fairs and Exhibitions; International Journalist, Touroperator and Photographer Famtrips and Tours to Kuldiga (from Japan, Germany, Finland, Sweden, Russia, Poland, UK, etc.); New tourist websites and social media networks, tourism movies, etc.

• Exchange visits to the following 10 EDEN destinations in Europe: (Zuid-Limburg (NL), Durbuy (BE), Írottkő (HU), Őrség (HU), Soča Valley(SI), Colpa River(SI), Sveti Martin na Muri(HR), Pustara Višnjica (HR), Viljandi (EST) Jurmala (Latvia) and a number of training sessions in each region or combined sessions/ workshops/ seminars/visits during exchanges.

Award “European Destinations of Excellence(EDEN) 2007”; Award “European Heritage Label: Patrimoine Europeen 2008” Award “The best new Culture Tourism product of Latvia 2012” Quality label “Q Latvia” 2012 etc.

5. REFLECTION •

framework and best practices may be applied to other tourism experiences • successful integration is all about community champions & cooperation Lessons learned • exchange and network can discover hidden resources & opportunities • strategic planning requires a comprehensive, collective vision and joint actions Critical success factors Impossible is possible, just do it!

3.6 POLAND 3.6.1 SILESIAN REGION

Items Key people and organisations Key Figures

Reason for taking the good practice action

Issues and challenge

Description 1. WHO Marshal Office of the Silesian Voivodeship in Poland (initiator and leader) Goodbrand Company Polska (partner) Surface Inhabitants Tourism arrivals Tourism nights 12,333 km² 4,615,870 4 mio not available 2. WHY From 19 to 23 May 2010, the Silesian Region was presented at the World Exhibition EXPO in Shanghai.

The formula of holding together all the elements of the Silesian promotion were Silesian Days, prepared by the Marshal Office of the Silesia, who promoted their region by • sending a delegation of over dozen representatives to EXPO, • exposing its own exhibition stand, • the formation of an economic mission and • planning a series of actions of tourist and business information and entertainment.

The idea of promotion was correlated with the slogan of the tourism campaign conducted in Poland :"Silesian. Positive energy."

Promotion of Silesia in Shanghai had to take into account cultural differences.

Modified logo "Silesian. Positive energy ", turning it into a sign 8 pieces, usually associated with happiness, success and realization of the intended objectives, wealth and profiting. Moving away from the logo 4-element helped to avoid negative connotations, traditionally attributed to China's number 4.

Methods /steps / tools used

3. HOW The main attraction of the Silesian Days at the EXPO was Energy Parquet (Sustainable Dancefloor) that reflected the »positive energy« of Silesia. Parquet absorbs energy dance steps and turns it into clean electricity. Amount of power can be tracked on the monitor. The parquet used by "Slask" - Song and Dance Group and by artists from Entertainment Theatre in Chorzów attracted crowds of visitors and fascinated the media.

To make the interaction with the EXPO audience, guests were invited to the Polish pavilion for courses of traditional Polish dances.

Participants of courses led by Silesian dancers received certificates confirming the knowledge of Polish dances such as the mazurka and polonaise.

In addition to the highly-successful courses, performances of »Slask« Song and Dance Group and artists from Entertainment Theatre in Chorzów, attracted crowds of visitors.

4. RESULT •

creating a favourable climate for investor relations with international partners • exposure of the region in the Polish media as dynamic, modern and Specific/measurable respected results, benefits • promotion of the region and its value in the international market • cooperation with China market, development of the region in the coming years Mercurius Gedanensis GTT Gdansk Tourism Fair 2011 - The award for the Best Promotional Campaign In Poland.

Recognitions Third place in Gold Formats Contest – for promotional activities of the Silesian Region in 2009-2011.

5. REFLECTION Lessons learned One needs adapt marketing of the region to the local environment.

Breaking stereotypes – Silesian Region was usually associated with Challenges met mining, unemployment, environmental pollution, poverty.

Determinants of the success in Shanghai were: • reference to local values Critical success factors • multi-channel communication • highlighting aspects, such as innovativeness and social responsibility

3.7 PORTUGAL 3.7.1 QUINTA DO PISﾃグ NATURE PARK

Items Key people and organisations Key Figures

Reason for taking the good practice action

Issues and challenge

Methods /steps / tools

Description 1. WHO Cascais Municipality Quinta do Pisﾃ｣o Nature Park www.cm-cascais.pt Surface Inhabitants Tourism arrivals Tourism nights 2 97 km 206,479 not available 1,136,943 2. WHY Quinta do Pisﾃ｣o is located in the North of the municipality of Cascais, at the base of the Sintra mountain range, and it covers an area of 380 hectares within the Sintra-Cascais Natural Park. Dedicated to farming, forestry and pasture, Quinta do Pisﾃ｣o represents an important heritage, both in the structural organization, partitioning and rational use of the landscape, and through the presence of ruins of cultural and architectural value. Human intervention in this territory resulted in the appearance of new habitats and ecological niches, which are important nowadays for nature preservation.

Making this space available for visitors represents an unique opportunity and a great asset for the metropolitan area of Lisbon, and it will also contribute to preserve and maintain this precious cultural landscape that is a central part of the collective memory of Cascais.

Misuses such as motocross, poaching, ride in all-terrain vehicles, abandonment and vandalism of the built heritage. Widespread abandonment and degradation of ecological space.

3. HOW Safeguarding and managing this cultural landscape involves allowing a

used

Specific/measurable results, benefits

Recognitions

Lessons learned

certain degree of human intervention in support of efforts to restore or maintain habitats, species, and ecosystems. The combination of manmade and native forests and cultivated fields and pastures multiplies the niches and the opportunity for the development of biodiversity.

The overall aim of this project is to maintain and promote the biodiversity of the area through in situ conservation of agricultural plants and animals. The natural and cultural heritage present in Quinta do Pis達o is an important educational resource and a recreational and tourist focus.

A network of trails allows visitors to explore the landscape heritage of the area. These trails can be travelled by foot, bicycle, SEGWAY, donkey or horse. Visitors can make use of digital guides or nature guides which help them to orientate themselves in the park. Electric vehicles are also available to ensure the accessibility for disabled people.

4. RESULT Since opening to the public, the Quinta do Pis達o Nature Park receives on average 2,000 visitors per month who are attracted by nature trails, the beauty and tranquillity of the area, the diversity of habitat and landscapes, and the numerous nature and cultural activities that are regularly performed by Cascais Ambiente, such as the Art Festival in the landscape (Land Art Cascais), hiking, donkey rides, livestock management activities, planting native trees and nature conservation activities with volunteers.

QualityCoast Silver Award 2013 5. REFLECTION It was noted that it is essential to promote the ecological recovery of the sites before upgrading and allow visitation, in order to generate their resilience to visitation and interpretation process. It is intended to demonstrate that the rational use of space is compatible with its preservation through a weighting between the carrying capacity of the environment and the number of visitors and activities.

3.7.2 SINTRA - CASCAIS NATURAL PARK

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Key people and organisations

Key Figures

Reason for taking the good practice action

Issues and challenge

Description 1. WHO Cascais Municipality Sintra-Cascais Natural Park Cascais Natura and the Insitute for Conservation of Nature and Biodiversity www.cm-cascais.pt Surface Inhabitants Tourism arrivals Tourism nights 97 km2 206,479 not available 1,136,943 2. WHY Sintra-Cascais Natural Park (PNS-C) is located in a region subject to great urban and tourist pressure - the Estoril coast, which is a preferred destination for many domestic and foreign visitors. Situated within the park, the Cresmina-Guincho dune system is an important asset to the area due to its natural values and biophysical characteristics and dynamics. The degradation of this fragile natural system requires the implementation of protection and recovery measures in order to preserve this area and the ecosystem services that it provides. In this way, the Sintra-Cascais Natural Park Visiting and Interpretation Network, developed by Cascais Natura and the Insitute for Conservation of Nature and Biodiversity, promotes the natural heritage of the region, framing it in the vast and rich heritage of the coast and the Sintra Mountains. Besides this, environmental awareness and scientific research are recognized to be crucial to the conservation and protection of this area.

Strong urban and tourist, demographic pressure on Natura 2000 priority habitat, unregulated tourism, degradation of natural spaces (dune cord and coastal cliffs).

Methods /steps / tools used

Specific/measurable results, benefits

Recognitions

Lessons learned

3. HOW The rehabilitation works of the Cresmina-Gincho Dune System began in the last quarter of 2010 and focused initially on the recovery of the dune ridge and the establishment of vegetation cover through diverse habitat management actions. These included the placing of seals; eradication of invasive alien species (e.g. Acacia spp., Carpobrotus edulis); installation of sand fences made of dry willow branches or wicker in embryonic and primary dunes; plantation of autochthonous species on mobile dunes (e.g. Ammophila arenaria subsp. australis, Lotus creticus) and fixed dunes, where characteristic vegetation was wiped out by non-native species (Rhamnus alaternus, Pistacia lentiscus, Phillyrea angustifolia). Aiming to protect the native flora and fauna, permanent fences have been established to avoid the entrance of vehicles into the area. In order to regulate the pedestrian access to the dune, 2,000 metres of elevated pathways, equipped with stopping platforms for observation, were installed along all the dune system.

These wooden pathways provide an easy and controlled access to the beach and to the new Interpretation Center “Duna da Cresmina”. This center includes explanatory panels, maps, a multimedia application and a virtual viewing point. Guided tours of the dune system with a digital guide are also available.

4. RESULT The works undertaken in the Cresmina-Gincho Dune System have restored 90 acres of habitat in the area. By creating a network of interpretative trails visitors are able to access and enjoy this natural space without causing negative impacts on the environment. These trails attract around 5,000 people per month. The Interpretation Center “Duna da Cresmina” and the numerous information boards present along these trails, allow them to learn more about the flora and fauna associated to this dune system and the natural values of these ecosystems.

QualityCoast Silver Award 2013 5. REFLECTION It was noted that it is essential to promote the ecological recovery of the sites before upgrading and allow visitation, in order to generate their resilience to visitation and interpretation process.

3.8 SLOVAKIA 3.8.1 FAMILY FARM ODORICA

Items Key people and organisations Key Figures

Reason for taking the good practice action

Issues and challenge

Methods /steps / tools used

Specific/measurable results, benefits Recognitions Lessons learned Challenges met

Description 1. WHO AFRA - Mrs Zuzana Homolová www.odorica.sk Surface Inhabitants Tourism arrivals Tourism nights 100 ha 10 250 1,000 2. WHY Odorica is a family farm where two families united after 1989 when their property taken by the communist regime was returned to them.

They achieved a remarkable success and apart of farming created a number of rural development and tourism opportunities. Among those are eco-camps, horse riding, rural tourism events, production of local food specialities, medical herbs growing.

• • • • • • • •

to return to the heritage of our ancestors to offer local organic products to offer natural alternative to medicaments to provide a natural sanctuary 3. HOW

rebuilding the farm from the beginning breeding of a variety of domestic animals (hogs, goats, sheep, chicken, horses, dogs, cats) for use and pleasure growing various herbs as natural remedies create sanctuary for tourists wishing to experience real rural life 4. RESULT

• more than 1,000 nights in accommodation capacities per year • 8 eco-camps since 2006 • around 30 events per year on the farm or taking part at sme.sk selected agro-tourism destination in 2014 5. REFLECTION Necessity of cooperation on the local and regional level – forming a good example for the whole country.

• •

raising awareness about the family farm and its products establishing long-term working cooperation with local and regional

• • • Critical success factors • •

tourism actors finding and expanding the market for the farm's products

being special in the services and products the farm provides being true to nature being cooperative addressing the needs of the customers

3.9 SLOVENIA 3.9.1 CULINARY CENTRE TASTE SLOVENIA

Items

Key people and organisations Key Figures (Municipality Cerklje na Gorenjskem)

Reason for taking the good practice action

Description 1. WHO Centre of Culinary Arts – Taste Slovenia Jezeršek gostinstvo Ltd, Restaurant Dvor Jezeršek Mr Franc Jezeršek, Founder; Mr Martin Jezeršek, Managing director www.jezersek.si Surface Inhabitants Tourism arrivals Tourism nights 78 km2

7,356

28,417

52,771

2. WHY Dvor Jezeršek property preserves architectural, ethnological and culinary heritage of Slovenia. At the same time it is a modern company that operates according to contemporary living standards. This is the only venue where guests can taste a variety of dishes from entire Slovenia under one roof. The culinary offer presented under united brand and expressing quality and style is becoming ever more acknowledged.

"Taste Slovenia" concept fits perfectly into operational policy of Dvor Jezeršek and therefore it was wisely incorporated in the overall image of the brand.

"Taste Slovenia" is the gastronomic and culinary slogan of Republic of Slovenia. The Government and National Tourism Organization systematically gives efforts to lift the visibility of Slovene gastronomy at home and abroad since 2006.

The project is innovative and professional and functions according to the national gastronomy development strategy of Slovenia. It is

Issues and challenge

Methods /steps / tools used

Specific/measurable results, benefits

Recognitions Lessons learned

designed by marketing agency Futura and photographer Tomo Jeseničnik under the auspices of ethnologist Janez Bogataj. All experts in their fields were involved in planning of the national gastronomy development strategy of Republic of Slovenia and in creating the book Taste Slovenia. Jezeršek gostinstvo Ltd upgraded its dishes according to 'Taste Slovenia' guidelines in its restaurant and catering culinary offer and proudly presented them to the clients.

The challenge was introducing the old Slovene dishes to a wider audience. Many dishes are only known locally within small communities among older generations. Until today the names of the dishes still need to be supported with written explanation about the origin of particular dish and its ingredients.

Traditional local dishes do not necessary follow the modern trends of special dietary requirements and therefore need to be supplemented with a contemporary dish.

3. HOW "Taste Slovenia" is the gastronomic and culinary slogan of Republic of Slovenia. The Government and National Tourism Organization systematically gives efforts to raise the visibility of Slovene gastronomy at home and abroad since 2006.

The result of these efforts is also the book »Taste Slovenia« that presents 24 gastronomic regions of Slovenia and 176 fundamental characteristic dishes and drinks. Jezeršek gostinstvo Ltd was proud to participate at its making. We were involved in the process of food photography by cooking and presenting all selected dished. We consider the publishing of the book as the start of the implementation of concept Centre of Culinary Arts – Taste Slovenia.

Brochures and leaflets were issued upon this occasion, menus redesigned and offer upgraded by several products that present the gastronomy of Slovenia and have souvenir value.

Dvor Jezeršek - Brnik 1768 was named Centre of Culinary Arts – Taste Slovenia. Website, signposts and company identity was upgraded to raise the awareness of this innovative brand in Slovenia and abroad.

4. RESULT 'Taste Slovenia' dishes were ever more included in the catering receptions at a number of locations. Very soon this offer became the leading advantage of Jezeršek Catering and was requested at a numerous government receptions during the Slovenian EU presidency, at Slovenian Tourist Board events and as well as a la cart offer at Dvor Jezeršek Restaurant. national award for innovation in Slovenian tourism Sejalec 2008 5. REFLECTION Not only foreigners but also local guests have tendency to eat good quality Slovenian food when visiting Slovenian restaurants. They are

intrigued by the dishes they have never tried before. Catering events are a different story but it often happens that besides the selected menu we are requested to serve (e.g.) cuts of Carniolan sausage as well.

When forming menus we need to have in mind to always place unknown recipes besides a majority of well know dishes. This keeps the guests intrigued. Guests also constantly expect us to produce new Challenges met culinary ideas and serve the menus in innovative ways which is sometimes challenging and takes a lot of working hours and staff engagement. Small companies are rarely able to fulfil these requirements.

Implementing 'Taste Slovenia' brand helped Jezeršek catering to get even closer to its clients and especially to guests who look for a taste of Slovenia. With our professional approach, we enriched Slovenian Critical success factors tourism and hospitality market with an attractive product which is not new but is wrapped in an innovative paper. The project came to life. We count numerous satisfied guests and event organizers and feel confident ourselves since the number of events and our turnover keeps rising.

3.9.2 ECO PARK HOTEL

Items

Key people and organisations Key Figures (Municipality Bohinj)

Reason for taking the good practice action

Description 1. WHO MPM Engineering d.o.o., owner Mr. Boštjan Čokl Bohinj Park ECO Hotel & Aquapark Bohinj, General Manager Mr. Anže Čokl www.2864.si Surface Inhabitants Tourism arrivals Tourism nights 334 km2

5,277

138,724

398,053

2. WHY When building a resort in Bohinj glacial valley and rural region, on the brink of Triglav National Park, it was crucial to take environment into consideration. Constructing an ecological, energy efficient Hotel, was the best possible option for the area, fortelling future sustainable tourism development not only regionally but in Slovenia overall.

• • • •

Issues and challenge • •

implementing most efficient, best available technologies possible marketing a 5* ecological Resort (no competition or comparison in SE Europe) facing challenges on account of innovative approaches (people's prejudice, bureucratic obstacles, bigger starting investments) sustainable management including hiring local people (even when uneducated, then investing into their knowledge and expertise, improving standards) uniting the concept of Luxury with environmentally friendly behaviour bringing (more) guests to an industrially undeveloped region (facing challenges involving destination management, traffic, regional co-working) 3. HOW

Methods /steps / tools used

Specific/measurable results, benefits

Recognitions

MPM is an engineering company which specializes in energy-efficient construction. They built an energy efficient Hotel from scratch, using top technologies available, even implementing some pilot systems (which require constant surveillance, adaptation, improvement, monitoring). An enthusiastic managerial team took over marketing and leading of the business, setting an example in sustainable management overall (preferring local food suppliers, recycling and separating waste, promoting cultural and historical heritage, launching sustainable incentives and events for seminar groups, etc.).

4. RESULT When a guest sleeps in Bohinj park ECO Hotel, over 10 x less CO2 emissions emerges (data comes from former Slovenian Tourism Board calculation). The Hotel is equipped with LED lighting, which bring enormous energy savings. It produces electricity (it has its own cogeneration station) and entire heating & cooling is based on heat pumps utilizing water from its very own energy source – 430m deep energy drilling. Extra heat produced in the computer rooms and in washing rooms is extracted and used for Aquapark swimming pool water-heating. Etc. As a consistent benchmark Bohinj Park ECO Hotel also received Green Globe Certificate, which requires the venue to improve on all areas (water management, energy efficiency, waste management, social responsibility, environmentally friendly practices) up to 5% each year.

Since it was built in 2009, the ecological building has been proclaimed as the most frequently awarded Hotel. Among noticable recognitions from general and professional public are: Green role model in tourism (STO, 2009), Turistićka prizma for innovation in tourism (Novi Sad, 2009), Energetic building and Energetic manager of the year (IJS and Finance magazine, 2010), Green Globe certificate (Green Globe Society, 2010), Zlati Sejalec (STO, 2010), Conventa Award for innovation in congress activities – implementation of sustainable events management on broader South-East European area (Conventa Academy, 2011), Recommended by Green Traveler Guides badge (Green Traveler Guides, 2011), Good practice in energy saving building (Umanotera – The Slovenian Foundation for sustainable development, 2011), Congress Star – Anže Čokl for innovative marketing approaches and products in tourism (Conventa Academy, 2011 and again in 2012), Best Value nonUK spa (Sunday Times Travel, 2012), Nedelova Sončnica meseca reader's choice of popular innovation in Slovenian tourism (Delo, May 2012), Responsible Tourism Award - Highly Commended in the category of Environment friendly Accommodations (Virgin Holidays Sustainable Travel Award, November 2012), Traveller's Choice Award (Tripadvisor, December 2012), Certificate of Excellence (TripAdvisor, May 2013 and again in January 2014).

5. REFLECTION The greatest obstacle for innovators in Slovenia is the bureaucracy system which is a stop sign for foreign investors. It takes a lot of Lessons learned persistence and knowledge to see (even the best and most beautifully constructed) projects through.

We have successfully addressed all the previously stated challenges (though in some aspect most of them present constant struggles and are a never ending process). New horizons brought the opportunity to expand the ECO Hotel and create the biggest Slovenian ecological Ski Challenges met retreat (known under the (not yet commercially present) cover brand Ski 2864). The new projects, which apart from 47km of Ski pistes area include the renovation of a war bunker into a 85% energetically selfsufficient mountain restaurant, are bound to be finished within the upcoming years.

Energy efficient construction requires a greater beginning investment, but the costs are returned within the first few years. This is the most critical success factor for our venue, since it has brought us not only lower monthly bills (which enables us to invest into new projects and Critical success factors constantly increase service quality) but furthermore worldwide recognition, differentiation on the market and the best possible guests (loyal, nature-loving, health-sports driven, people who share our values and are interested in our local heritage).

3.9.3 FOOD MARKET "OPEN KITCHEN"

Items

Key people and organisations Key Figures (Municipality Ljubljana)

Reason for taking the good practice action

Issues and challenge

Methods /steps / tools used

Description 1. WHO OLAM Ltd - organizer of the project and brand owner Public company Javno podjetje Ljubljanska parkirišča in tržnice, d.o.o., partner restaurants, catering services, independent chefs, tourist farms www.odprtakuhna.si Surface Inhabitants Tourism arrivals Tourism nights 275 km2

280,140

503,295

948,771

2. WHY Slovenia, because of its geographic position, has always been a cultural and culinary melting point and has a lot to show. In recent years there has also been an immense progress in the field of local and international cuisine in the country.

Knowing that, we realized that Ljubljana, as a capital of Slovenia, was lacking a place where locals and tourists could get the best and diverse Slovenian culinary selection in one place. We decided to organize a food market that would show all of the great selection of food Slovenia can offer.

In the beginning, the main challenge was to assure the participation of a sufficient number of high quality partner restaurants, as it was a pioneer project. Now, after two more than successful seasons our main goal is to maintain the high quality offer and (after many inquiries) expand the project outside the capital.

3. HOW In the selection process we team up with local gastronomy experts to assure high quality offer at the food market.

With all the steps taken to organize the project, we provide the

restaurants a platform with a unique opportunity to network, talk oneon-one to visitors, present and promote their specialties outside their town or region, introduce new ideas and dishes.

With focus and dedication to high quality meals served as street food, we provide the visitors with a somewhat unconventional culinary experience.

4. RESULT We host more than 10.000 visitors at each event with big percent of regular visitors, and have cooperated with more than 100 vendors (with increasing number of partner inquiries from all over the country, as well as abroad). Responses on social networks are extremely positive, the project is also regularly covered by media.

Specific/measurable Odprta kuhna has attracted a lot of new visitors to the Ljubljana results, benefits Central Market and has also become an important part of Ljubljana and Slovenia tourist attraction and offer. It is featured in many official tourist guides, as well as travel and culinary blogs.

With the success of the project came invitations to several business and tourism conferences and inquiries to expand the project outside the capital.

Jakob 2014 - award for tourism quality and excellence in the AlpsRecognitions Adriatic region.

Sejalec 2014 - award for innovative achievements in tourism.

5. REFLECTION When creating such a project and cooperating with such a large number of restaurants we have to understand that some restaurants are not able Lessons learned to participate at every event because of their obligation to the restaurant (for example small family restaurants).

One of the big challenges we met was how to deal with the constantly increasing number of visitors. It demanded adjustments with the offer, Challenges met number of participating vendors, sitting arrangements and many more aspects we had to consider in order to keep the visitors experience very positive.

Critical success factors Support and cooperation with local municipality and its organizations.

3.9.4 FOREST SELFNESS

Items

Key people and organisations

Key Figures (Municipality Cerkno)

Reason for taking the good practice action

Issues and challenge

Methods /steps / tools

Description 1. WHO Local Tourist Organization Laufar Cerkno in association with ICRA d.o.o., Development Agency of Idrija and Cerkno.

Team members with knowledge from different fields, such as economy, marketing, wellness, ethnology and cultural anthropology.

Local tourism providers (hotels, tourist farms, local craftsmen). www.gozdni-selfness.si Surface Inhabitants Tourism arrivals Tourism nights 2 131 km 5,055 10,514 33,490 2. WHY Destination Cerkno is mostly known for winter tourism, due to its modern ski centre. However, a need and an opportunity have been recognized to extend the season to all year long. Since 70 % of the area is covered in forests, it has excellent predispositions to follow the Slovenian Tourism Development Strategy 2012-2016 to develop and promote green tourism and green tourism products. Also, forests are our wealth and their value has increased due to climate change. Why not take advantage of this natural richness?

An innovative programme which combines the new upcoming trend in wellness - selfness - with healthy natural environment, natural elements, materials and local products, was devised.

• • •

to extend tourism season to develop an innovative, unique green tourism product to use the natural assets given (forests) 3. HOW 1. obtaining permission from forest owners

used

Specific/measurable results, benefits

Recognitions

Lessons learned

Challenges met

2. developing a high quality tourist programme with involvement of experts (healthy lifestyle, alternative medicine...)

3. developing a brand Forest Selfness 4. website and promotional brochure 5. other promotional activities (articles, PR), mainly to raise awareness about healing effects of the product 6. development of new, complementary programmes 7. seeking solutions to poor weather (indoor programme) 8. selling local products under brand name (such as special type of cheese in wooden box; hand-made felt products - yoga mat, body peeling glove, wellness slippers; herbal teas for relaxation and detoxification; wooden cutlery and jewellery) 9. organizing workshops about healthy lifestyle in harmony with nature 4. RESULT Forest Selfness is the first selfness programme in Slovenia that will take place in a healthy natural environment.

The programme is based on an organized hike through the woods where a small group of participants develops a genuine relationship with nature, led by experts. Healing therapy takes place on four stops at different areas of nature, and includes: • tree hugging (transmission of positive energy) • rest in hammock with sound therapy (healing and relaxing sounds of nature) • foot bath in hay gravel (relaxing and healing effect) • barefoot walking on pine needles (natural reflexology foot massage) • meditation and yoga • red clay face/body wrap (detoxification) • introduction of whey therapy • tasting local, organic food The programme starts at our partner tourist provider with a healthy and wholesome breakfast.

Snovalec 2014 - national award for most innovative tourism ideas 5. REFLECTION We have received immense support and positive feedback from tourist providers, partners and local community. This has motivated us to continue developing the product and the brand.

• • • •

logistics no impact on the weather competition (imitators) gaining trust of consumers (doubt about the healing effects of the forest)

3.9.5 GARDEN VILLAGE

Items

Key people and organisations Key Figures (Municipality Bled)

Reason for taking the good practice action

Issues and challenge

Methods /steps / tools used

Description 1. WHO Mr Borut Kelih (investor) Mr Borut Kokelj (author of idea, professional advisor) Mrs Barbara Kokelj (designer) www.gardenvillagebled.com Surface Inhabitants Tourism arrivals Tourism nights 189 km2 10,900 269,175 628,491 2. WHY Today environmental awareness among tourists is rising and these visitors are willing to pay more for a high-quality and environmentally friendly service. They tend to seek re-connection with nature whereby they want to experience a certain level of comfort. Hence, glamping is a new way of glamorous camping that is on the rise.

Bled is an idyllic and well-known tourist resort in Slovenia with one glamping village of small wooden huts being located in Camping Bled.

We have decided to go a step further and to set up an innovative ecological resort that will bring competitive advantage and allow us to outperform our competitors in the field of eco-boutique-tourism.

• • • •

to set up something unique, something the world has not yet seen, to create innovative accommodation facilities, to revive the existing nursery, self-sustainability (energy, water, plants).

3. HOW 1. meeting potential investor who owns a neglected nursery near Bled and has got previous tourism experience 2. partnership agreement

3.

4.

5.

6.

Specific/measurable results, benefits

Recognitions

Lessons learned Challenges met

developing construction plans (architecture) obtaining construction licences and permissions start of construction works intense communication with local and national stakeholders (municipality, local tourism organization, RDMO, local tourism economy, national tourism board) to gain support for the project 7. building a brand Garden Village Bled (logo, visual identity) 8. promotion (webpage, fairs), first reservations 4. RESULT In search of innovation with an eco-theme, we are opening an adventurous, romantic and exclusive tourist complex. Six enchanted tree houses, nine unbelievable pier tents, six specially equipped glamping tents, Finnish sauna over the stream, pool with refreshing spring water to enjoy Kneipp therapy and reflexive foot massages, are only some of the attractions of the Garden Village. One special feature of the complex is also its garden restaurant. Imagine sitting in the shade of mighty trees, a stream flowing between the tables: you are enjoying your favourite drink and quality food on natural grass and feeling as if you are on a picnic in nature.

A swimming pond and a fishing pond will be available to all guests of the Garden Village. In addition to the Garden Village’s own greenhouse, shop and restaurant, the resort also offers room with open fireplace.

We didn’t forget about the kids: amazing adventures are waiting for them on their playground. Free parking and free wi-fi is also included.

To achieve a high level of self-sustainability we have own water well, solar power plant and heat pump. Additionally we grow own fruits and vegetables and sell home-made jams, juices, herbs, liquors, ointments...

Grand opening will take place on 14 June. On 15 May we have over 100 reservations.

Snovalec 2014 - national award for most innovative tourism ideas 5. REFLECTION • •

great demand for such products importance of cooperation with local community and their involvement/endorsement

How to set up all buildings on a relatively small area.

• • Critical success factors • • •

original approach innovative idea right location strong marketing and promotion attracting investor

3.9.6 GREEN VISIT TO THE SEA BASS AND MUSSELS

Items Key people and organisations Key Figures (Municipality Piran)

Reason for taking the good practice action

Issues and challenge

Description 1. WHO The Fonda Family (Ugo, Irena, Lean), owners of the Fonda Fish Farm in the Piran Bay who have dedicated their lives to the sea and excellence. www.fonda.si Surface Inhabitants Tourism arrivals Tourism nights 2 45 km 17,753 404,602 1,369,717 2. WHY In 2006 we opened our fish farm in the Piran Bay at the southern most point of the Slovenian sea. This part of the sea is distinguished by the clean and deep water and a strong sea current which makes it the only region of the Slovenian sea where free-living fish can be found in abundance. There we decided to breed the best farmed fish in the world.

In 2007 we founded a brand name FONDA PIRAN SEA BASS. The recognisable brand was introduced as a novelty on the Slovenian market. It provides our clients with a guarantee that the product is of superior quality reflecting a fresh fish which was bred in a healthy environment and in compliance with the highest standards.

In 2013 we have responded to the market needs and have developed a new service offering all those interested an opportunity to visit our marine fish farm.

Slovenia's coastline is home to the beautiful and serene National Park of Piran Salt Pans and the Bay of Piran. Within the Bay lies the Fonda fish farm, where our family uses a unique approach to breed the today renowned Fonda Piran Sea Bass.

We are all lovers of the sea and also marine biologists; it is this deep knowledge and passion that led us to develop a system of raising sea bass in captivity that will not only inspire but also delight the visitor.

As passionate as we are, we wanted to share our work with visitors.

We developed a tour that is entirely interactive; there are no secrets, the visitors will feed the young bass with carefully chosen feed selected for its prime ingredients and be taken through the stages of growth from fingerling to mature fish in the off shore floating nets.

3. HOW Methods /steps / tools used

Specific/measurable results, benefits

• • • •

recognition of market needs and opportunity purchase of photovoltaic hybrid boat Inti purchase of kayaks, canoes and SUPs development of guided tours (content, concept) with emphasis on educational and awareness raising elements • marketing and promotion of tours (small-scale) 4. RESULT Situated in the magnificent nature of the Slovenian Istria, in the middle of the Piran Bay, in the heart of the fishing preserve and the Sečovlje Salina Nature Park, the Fonda Fish Farm promises to deliver a truly unforgettable experience of the freshest and finest sea fish for lovers of the sea, sun and seafood.

Visitors will board our solar boat Inti that enables them to come so close to the fish farming pools that they can even step on one. During the 10 to 15 minute trip to the fish farm, visitors learn about local characteristics of the Piran Bay, Piran Salina, the Regional Park and fishing preserve. This is followed by a visit to the fish farm, demonstration of manual fish feeding, explanation of the particular fish farming methods used, presentation and history of the Fonda Piran Sea Bass brand. Fish farming and fish products are presented from the production, biological, tourist, marketing and sales point of view. The visit continues with navigation through the mussel farming lines, explanation of mussel farming methods and the challenges facing fish and mussel farmers today.

On request the boat takes visitors into Canale Grande to the Soline Ltd headquarters, where they can enjoy the panoramic views of the salt fields from the terrace and visit the museum. We explain methods of salt production and special characteristics (plants, animals) of the salina.

Alternatively, visitors can opt for a trip with kayaks, canoes and/or SUP-s. This special experience has a strong eco-component since visitors are obliged to pick up all the garbage they find on their way.

Visits to the Fonda fish farm must be booked in advance and are possible only in good weather conditions. Guided visits are conducted in Slovenian, Italian, English and German.

Over 1,000 visitors from over 55 countries have visited our Farm in the last year. We have established a good collaboration with our local Tourist board of Portorož and the national tourism organization

SPIRIT. Over 300 articles and videos are published about our farm in the international media.

Corporate image of the year by the Print magazine.

Brumen award for innovative packaging.

Recognitions Business of the Year 2009 of the Primorska region.

Finalist Sejalec 2014 - national award for innovation in tourism.

5. REFLECTION Tourism is an efficient mechanism for diversification of our basic Lessons learned business. It creates higher level of awareness and respect for local food production, respect of nature and animals, and sustainability.

Critical success factors Excellent, professional product and/or service and its delivery.

3.9.7 KOLPA RIVER

Items

Key people and organisations

Key Figures (Municipalities Črnomelj, Metlika, Semič, Kočevje, Osilnica, Kostel)

Reason for taking the good practice action

Issues and challenge

Description 1. WHO The project of establishing tourist destination Kolpa – Feel The River is a network of six partner institutions. Initiator and leader of the project is public institution, development and information centre RIC Bela krajina. It was established in 2004 by Municipality Črnomelj.

Partner organizations were municipalities or municipal tourist organizations on Slovenian side along the Kolpa river (Črnomelj, Metlika, Semič, Kočevje, Osilnica, Kostel) and in some points Natural park Kolpa. www.kolpariver.eu Surface Inhabitants Tourism arrivals Tourism nights 1,243 km2

45,154

32,000

80,000

2. WHY The project Kolpa – Feel the river was launched as we wanted to connect marketing and tourist products that were dispersed by individual tourist organizations along the river. Our goal was to establish the Kolpa River brand.

Before this project each municipal tourist organization undertook their own marketing activities (or even not), some did not even have tourist products at their hand, there was lack of information, no common evaluation and statistics, insufficient financing etc.

Our proposal to partner organizations was to establish a common tourist destination that would solve the above mentioned questions.

We applied our idea to the EDEN 2010 Slovenia public call and won.

The main issue was the coordination of six partner organizations,

Methods /steps / tools used

especially since these were public institutions, each with their own set of regulations, development plans etc. But we managed to exceed the differences and combine different ideas, statuses and finances in order to establish a common tourist destination.

3. HOW 1. Creative brainstorming – outlining the project idea in the lead partner organization.

2. Preparation of project proposal and presentation to partner organizations.

3. Negotiations with partner organizations that resulted in one common proposal, submitted to the EDEN 2010 call.

4. Presentation to municipal boards in order to obtain guarantee of financing the project.

5. Execution of project plans, regular meetings, evaluation etc.

4. RESULT • • •

Specific/measurable results, benefits

Recognitions

Six municipalities have joined into one common tourist destination.

Common marketing, development of common tourist products.

Use of Kolpa River brand and EDEN brand on all printed materials, web pages and social networks.

• Joint webpage and Facebook profile.

• Common information service for guests (events, accommodation, other offer).

• Joint promotion on international tourism fairs.

• Yearly growth in number of local and foreign tourist arrivals.

Kolpa River - EDEN 2010 – European Destination of ExcelleNce. 5. REFLECTION • •

Lessons learned • • • •

by combining human, technical and financial resources we can all prosper individual tourist offices are too small to succeed on national or international level. Larger tourism destinations with joint offer are more visible on the international market importance of yearly participation at international tourism fairs equal partner roles in coordinating committee active and creative partners bring new project ideas importance of evaluation

• coordination of partners • finances Critical success factors To establish a successful, balanced and committed partnership.

Challenges met

3.9.8 MOBILE APP: A TO B LJUBLJANA

Items

Description

1. WHO Regional Development Agency of the Ljubljana Urban Region (producer) Sabina Bakula, Urška Kadunc, Urša Kisovec, Anja Kozlan, Sebastian Key people and Žetko (authors of the concept) organisations Sebastian Žetko (design of app) Guerrilla Code (development and upgrade of app) http://atob.si/ Surface Inhabitants Tourism arrivals Tourism nights Key Figures (Ljubljana Urban Region) 2,555 km2 542,447 521,294 995,472 2. WHY Regional Development Agency of the Ljubljana Urban Region (RRA LUR) is the initiator, co-creator and manager of sustainable development in the Ljubljana urban region (LUR) that connects 26 municipalities of the region. The agency supports economic, social and cultural activities in the municipalities of the region of central Slovenia with the intention of making it a friendly and recognized whole with common goals.

The Agency directs development in the region in the operational conurbation, which enables the best access to public services and at the Reason for taking the same time preserves the close proximity of nature and cultural goods to good practice action all citizens. With effective and quality projects in the area of regional development and all the necessary information for their implementation it designs opportunities for a quality lifestyle.

SWOT analysis in the Ljubljana Urban Region identified five main opportunities for tourism development: (1) new tourism programmes to discover Ljubljana's surroundings and nature (2) collaboration with other sectors (culture, sports, agriculture, economy) (3) development and marketing of sustainable services (4) recreational routes (cycling)

Issues and challenge

Methods /steps / tools used

Specific/measurable results, benefits

and (5) new, innovative, authentic products and services with high added value. Among the latter one will find development of a mobile app 'A to B: Ljubljana' – the first app in Slovenia that will show locals and tourist one of the three most sustainable routes from one place to another by offering data about walking, cycling and bus routes. The app corresponds to the vision of Ljubljana Urban Region as the green motor of development.

In order to develop sustainable (green) tourism we need to stimulate green, sustainable mobility in the region. The fact is though that lately a lot has been done in the field of infrastructure for personal vehicles and little for public transport. If we aim to lower emissions, traffic noise and congestions, improve quality of living, decrease number of personal vehicles and stimulate usage of public transport, we need to change habits of people. 'A to B: Ljubljana' does exactly that - it stimulates users to change their way of travelling in the local environment and to start using sustainable means of transport.

3. HOW 1. Conceptual design of the mobile app was developed at a creative camp.

2. The result received positive feedback from both professionals and general audience.

3. RRA LUR liked the idea and adopted it for implementation.

4. Cooperation with app developers and designers.

5. Test version of the app in 2013, final version launched in 2014.

4. RESULT Free mobile app 'A to B: Ljubljana' is the first app to provide information about three sustainable means of transport: cycling (by using public system BicikeLJ), bus ride or walking. App recognizes current location of the user (A) and will show them three alternative routes to reach their destination (B). Users of the app are both locals and tourists (business travellers or holiday makers).

Number of downloads (July 2014): 4,322 Number of sessions (July 2014): 20,841

Innovative aspects of the app: • easier access to tourist destinations and other interesting points in Ljubljana • tourism offer of the city as integral product • high-quality user-experience • used by the locals and tourists • lesser impact on the environment • improving quality of the living space for all

Brumen Award 2013 in category Web and mobile applications at the 6th Biennial of Slovene Visual Communications.

5. REFLECTION It was very useful to hold the creative camp that resulted in 13 concepts (the idea for mobile app was one of them). Co-creation enabled us to innovate and to find synergies. To successfully develop Lessons learned and implement a project, one has to take into consideration users' needs, holistically approach the problem, adjust the tools to a particular challenge and evaluate the final result.

Critical success factors Interdisciplinary approach and creative thinking.

Recognitions

3.9.9 TRNIČ CHEESE - STORY OF LOVE

Items

Description

1. WHO Key people and Kamnik Tourism and Sports Agency organisations www.trnic.si Surface Inhabitants Tourism arrivals Tourism nights Key Figures (Municipality Kamnik) 266 km2 29,000 20,322 54,967 2. WHY In tourism, as in society in general, there is a trend in seeking local specialties, originalities and roots, reviving forgotten traditions and customs, understanding lifestyles of our ancestors, all with the aim to recognize authenticity of a certain place, strengthen its image and gain competitive advantage. Tourism destinations tend to offer guests innovative, authentic services that result in new experiences and new skills.

Reason for taking the Bearing these facts in mind, Kamnik Tourism and Sports Agency good practice action decided to join the Central Slovenia region initiative and strengthen the visibility of cuisine in Kamnik in the frame of Taste Kamnik project.

Taste Kamnik brings together those Kamnik dishes that represent tradition and thus evoke memories of the long forgotten times, and the new dishes in the region, which are yet to gain on visibility. Among the dishes, shortlisted by experts, Trnič Cheese was recognized as most special.

Issues and challenge

Methods /steps / tools

• • •

to position Kamnik on the culinary map of Slovenia to list traditional Kamnik dishes to find a dish that will act as a flagship 3. HOW 1. in the frame of Taste Kamnik project, a range of typical Kamnik

used

Specific/measurable results, benefits

Recognitions

culinary specialties is compiled and seven dishes are shortlisted, amongst them Trnič Cheese 2. further potential of Trnič is recognized and Trnič Cheese on Every Dining Table project is outlined 3. contact with the only Trnič cheesemaker 4. tradition of Trnič making passed on to other cheesemakers 5. Trnič registered as intangible cultural heritage (in Slovenia) 6. protection of geographical origin of Trnič (in process, EU level) 7. visual imagery, brand and special packaging 8. story, promotional material, communication guidelines 9. Festival of Trnič Cheese - Kamnik chefs make Trnič dishes 10. establishing and developing contact with restaurant owners who would offer Trnič dishes 11. Trnič available selected stores across Slovenia 12. involving Trnič in other Taste of Kamnik activities 13. promotion of Trnič at events in Slovenia and abroad 4. RESULT About trnič Trnič is a pear-shaped hard cheese produced on Velika planina, Mala planina and Gojška planina in the Kamnik-Savinja Alps. Made from cottage cheese, cream and salt, Trnič is decorated with special ornaments that are stamped into the cheese with relief carved wooden sticks or strips, i.e. seals. It is used in the daily diet, usually as an extra treat to the dishes.

Story Back in the 19th and early 20th century, Trnič Hard Cheese was mainly made by the herdsmen. By tradition herdsmen would have bestowed Trnič Hard Cheese to their beloved as a proof of love and fidelity in the autumn, at the end of grazing season. They were always made in pairs – two clumps were decorated with the same ornaments. Herdsmen kept one of them and presented the other one to their beloved, who kept them for several years. If she accepted his gift, this meant that she agreed to his courtship.

Results • annual Trnič festival • over 10 restaurants serve Trnič dishes • growing demand and sales • increased recognition of Trnič • new cheesemakers involved in Trnič production • new stores interested in selling Trnič as souvenir Snovalec 2014 - national award for most innovative tourism ideas.

Golden award at Delicacies of Slovene farms event (Ptuj).

Lessons learned

Challenges met

Recognition of Trnič and its use in gastronomy by renowned Slovene chefs.

5. REFLECTION To have cheesemakers' written statement on how much Trnič they can produce in given time in order to satisfy the demand.

• • • • • • • •

• • Critical success factors • •

to find makers of Trnič Cheese to raise awareness about Trnič in local and national environment to promote Tnič not only as a souvenir but also as a dish to attract local chefs to the project to first create and later satisfy demand to include new cheesemakers in the process (Trnič production is very demanding) to assure cheesemakers are implementing HACCP standards to build distribution and sales network across Slovenia

to find a unique story with cultural relevance to have a vision to gain support of ethnographers, chefs, cheesemakers, herdsmen and tourism professionals to create demand

3.9.10 WILDFLOWER FESTIVAL

Items

Key people and organisations

Key Figures (Municipality Bohinj)

Reason for taking the good practice action

Issues and challenge

Description 1. WHO Bohinj Tourist Board (organizer) Triglav National Park (co-organizer) Municipality of Bohinj, Bohinj Tourist Association, local hotels and businesses, government agencies, international advisors, Slovene Tourism Board (partners) www.bohinj.si/alpskocvetje/eng/index.php Surface Inhabitants Tourism arrivals Tourism nights 334 km2 5,277 138,724 398,053 2. WHY Bohinj is a tourist resort faced with a problem of seasonality - short but busy summer season is followed by a winter season. This form of tourism has been found to be economically, socially and environmental unsustainable, with pressure to build and run large capacity hotels with seasonal staffing and much of the income generated being taken out of Bohinj.

With current trends in global warming, even the winter tourism (ski) season is unreliable and varies in length. This has put pressure on increasing the summer capacity, but the Bohinj community has learned from past mistakes and has decided to develop a sustainable tourism strategy - to reduce seasonality by extending the visitor season into the quieter spring and autumn months and focus on a higher quality and lower volume tourism products linked to the outstanding environmental assets (nature, landscapes and culture) of the area.

• • •

to reduce seasonality to promote local culture and heritage to raise awareness about Bohinj's unique nature and habitats, as

Methods /steps / tools used

Specific/measurable results, benefits

well as cultural assets • to build a sustainable future for people and nature • to show how wild flowers and important habitats (Natura 2000) depend on traditional land management • to develop new, sustainable tourism products • to create economic gain for businesses • to encourage potential investment from the outside • to join various heritage-related events under one unique festival • to raise the area's tourism profile (eco-destination) • to encourage the maintenance of traditional skills and crafts • to build bridges with other organizations 3. HOW 1. Scottish experience with similar forms of tourism. An idea is born 2. Presentation to the local community 3. Consultation with the experts (national park, etc) 4. Idea is excepted 5. Community cohesion (village consultation with local, village meetings to explain proposal and ask them to collaborate) 6. Nature guides training (organising a training course for the guides) 7. Create organising framework, prepare marketing materials 8. Organising first festival 4. RESULT Wild flowers continue to this day to play an important part in the local culture and there is a very strong desire amongst Bohinj people to promote and raise awareness of the unique natural and cultural heritage. It is mostly through their efforts that the first “Bohinj International Wild Flower Festival" took place in 2007.

This nowadays annual two week event that takes place at the end of May and beginning of June celebrates the culture, nature and landscapes of Bohinj, an economically, socially and environmentally fragile area of Slovenia. The festival provides a range of events and activities for both local people and visitors who get to know the richness of the alpine wild flowers and the variety of habitats in Bohinj (e.g. meadows, hills, mountains, lakes and rivers).

Programme encompasses a variety of events that include local craft market, photo-exhibitions, guided botanical tours (also on horseback), workshops with Slovene chefs, hay-cutting by hand, children's festival, environmental education workshops, illustrated lectures, concerts, traditional Slovene folk dances, best practices, workshops, photography tours...

• 7 festivals organized, 8th starts on 24 May 2014 • more than 23.000 visitors in all 7 years • 100 guided tours in all 7 years

• •

more than 50 other events (concerts, exhibitions, workshops etc) clear increase in number of guests and overnight stays in May in June (specific numbers are not available due to statistical restrains) in the last 4 years • 4 professionally trained specialist botanical guides • 2 new businesses Finalist Sejalec 2011 - national award for innovation in Slovenian tourism.

Recognitions Wild Flower Europe - an international project that grew out of our festival. Nowadays annual wildflower festivals also take place in Bulgaria, Croatia, Romania, and Scotland.

5. REFLECTION Visitor and local community requirements are not the same and it has been difficult organising events which fit in with the wide range of different behaviour patterns. For example, a lot of tourists arrive by public transport or through package groups and are dispersed throughout the area. This makes it difficult for some guests to get to local village events. The timing of events can also be crucial - early evening times which appeal to local people may well not be suitable for Challenges met visitors because of the clash with the timings that hotels are serving dinner etc.

The solution to both these issues has been relatively simple in that more events are held in more locations at different times to appeal to a wider range of people. Hotels are chosen as the venue for some events and activities to benefit from captive audiences. Local tourism organisations and some accommodation providers are also now offering to organise transport for their guests to events outside their immediate area.

It was mostly through active community efforts that the Festival Organisers became confident enough to promote their heritage more widely and hold the first ever “Bohinj International Wild Flower Festival” in 2007.

However, the Festival would not work without local partnerships. It is the close involvement of local associations which adds colour and vitality to the wide range of activities held under the festival banner.

Turizem Bohinj makes every effort to make sure no local group is Critical success factors excluded and the range of partnerships extends from local bee-keepers to arts and theatre groups, village women’s groups, children’s activity groups and local tourism business associations.

Another remarkable feature of the Festival is the range of external partners involved, from the President of Slovenia (as Honorary Patron of the event) through Slovene Government agencies, The Triglav National Park, tourism businesses, to the main funders and supporters of the Festival, Bohinj Municipality and, of course, local village communities, farmers and local residents.

3.10 TURKEY 3.10.1 BALBIUS TRAVEL

Items Key people and organisations Key Figures (Turkey)

Reason for taking the good practice action

Description 1. WHO Balbius Travel (company) Huseyin Z. Usta (initiator and leader) www.balbiustravel.com Surface Inhabitants Tourism arrivals Tourism nights 2 783,562 km 75 mio 36 mio 121 mio 2. WHY Tourism brings in revenue, provides employment and helps peoples to know about each other. But it also has negative impact on the environment, if not carefully regulated, and local culture. Balbius Travel endeavors to minimize those negative effects in its business activities following the principles of eco-tourism and sustainable tourism.

•

Issues and challenge

•

• Methods /steps / tools used

• •

in many beautiful places like lake Egirdir in Isparta province there is no accommodation that has any traditional or historic character lack of environmental regulations or control mechanism that results in pollution in shores, rivers and lakes 3. HOW

be instructive to service providers such as drivers, hotel managers, etc. in the use of their vehicles, properties for a healthier environment plan activities environmentally friendly, introductory for local culture and history and contributory to local economies use hotels of local or historic character; this may also be an incentive to the others to build similar accommodations

•

use restaurants that serve local dishes in high quality - this also has incentive stimulation • train guides about environmental issues 4. RESULT The facilities that accommodate eco tourism are slowly increasing in Specific/measurable Turkey. This is a result of demands coming from domestic and foreign results, benefits travellers and travel companies that offer these facilities.

Balbius Travel is operating family trips of Thomson family Adventures in Turkey. One of these trips - Smithsonian Family Adventure to Turkey Recognitions - was named “50 Tours of a Lifetime” by National Geographic Traveller Magazine in 2013.

5. REFLECTION Service providers can only be brought to a desired level if they are Lessons learnt convinced that they can also earn the same or even more without ruining their environment.

Even if our impact on the service providers is little, we see some Challenges met promising results from our efforts in environmental matters.

Education is primarily important to increase environmental awareness and gain aesthetic values. Unless public pressure is put into effect, Critical success factors politicians do not spare time and effort to formulate proper regulations and control mechanism.