Tourism2030 - Destinations in Europe

Ligatne (LV)

2018-11-16T11:38:50Z

Good Practice Innovation Sheet

Items	Description
1. WHO
Key people and organisations (initiator, leader, partners)	Ligatne region local government
	Culture and Tourism Centre of Ligatne

Key Figures	Surface	Inhabitants	Tourism arrivals	Tourism nights
	7,4 km²	1,000	170,000	unknown
2. WHY
Reason for taking the good practice action	1815 Konrad Kyber and Justus Storch, 2 German tradesmen from Riga came to Ligatne village and founded a Paper-Mill. 1890-ties factory is owned by the Mentzenforff family and an exemplary workers’ village and a developed social system is developed. 1960-ties industrialization in the USSR reaches its peak. 1 000 workers are employed in the mill 1990-ties USSR collapses, majority of factories in Latvia are going bankrupt, unemployment is growing, people are leaving towns and heading to the capital- Riga and abroad, the industrial village preserving its look from end of 19th Ct is undervalued, wooden architecture considered as old barracks
Issues and challenge	Paper-Mill facing bankruptcy or major changes; Village facing modernization or reconstruction and preservation; People facing moving to Riga, emigration or adoption to the new environment; Successful co-operation of local authority and private business; Local community benefits from tourism development; nature benefits from eco-friendly production
3. HOW
Methods /steps / tools used (to develop the good practice)	1. Owners of the Mill takes a decisive action and change the raw-material used in the production from wooden pulp to waste-paper moving to re-cycling . 1.1. The Mill gets involved in the tourism development allowing guided tours in the production and showing both the industrial heritage and also nature-friendly solutions of nowadays. 2. Municipality takes a decision to preserve the local industrial and cultural heritage and develop tourism as one of the priorities. 2.1. Major project, co-financed by ERDF is launched to build two tourism trails aimed to focus on cultural heritage of Paper-Mill village; 2.2. Tourism information centre is founded; 2.3. Local people are trained to work as the guides; 2.4. Marketing and public relation activities are commenced
4. RESULT
Specific/measurable results, benefits	1) 10 local people getting additional income working as guides in Ligatne village Indra Ramāne (29) mother of 4 years old daughter and 6 years old son, used to live in Latvian biggest resort town Jurmala, moved to Ligatne in 2009, works for tourism information for a half-time and is the best guide in Ligatne for children Edgars Viņķelis offspring of the Paper-Mill workers in 4th generation. Craftsman, demonstrates the wood-curving skills to the tourists of Ligatne and works as a guide. Rasma Vanaga (retired) Used to work as an economist in Paper-Mill, ended her career as the Deputy-Director of the Mill. Since 2006 works as a guide in Ligatne, the first person who understood the potential of the village as a tourism destination. 2) number of tourists visiting tourism information centre increased from 3 204 in 2010 to 11 459 in 2011 and 17 714 in 2012. 3) 2 new cafeterias opened, winery of local fruit and berry wines founded, 8 craftsmen selling souvenirs to the tourists, wood-working and eco-lifestyle park opened to the public 4) Paper-Mill of Ligatne continues to work successfully being the only working paper producing factory in Latvia and using only waste-paper as the raw-material. 5) 5. Together with other municipalities lying in the territory of the Gauja National Park a tourism cluster is founded and a new tourism brand «Enter Gauja» developed.
Recognitions (e.g. awards)	In 2011 Ligatne village wins the European Destinations of Excellence award. Theme of the year: reconstruction of physical sites.
5. REFLECTION
Lessons learned	Success of each individual player in such a small community depends on the efforts of others: if someone is successful, we all are winners, if someone fails, we all are losing.
Challenges met	Efforts taken by the local government have given the local people trust that tourism will be supported and a chain of new services have been founded connected to the tourism
Critical success factors	Only a common strategy aimed to reach long-term goals is going to be successful!
6. MORE
web-references, documents	www.visitligatne.lv

Azores (PT)

2018-11-16T11:38:50Z

Good Practice Innovation Sheet

Items	Description
1. WHO
Key people and organisations (initiator, leader, partners)	Faial Natural Park
	Associação de Turismo dos Açores
	Associação Regional de TurismoThe island of Faial belongs to the central group of the Azores archipelago. The Azores are a Portuguese region and have an autonomous government, the so called Autonomous Region of the Azores.
Key Figures	Surface	Inhabitants	Tourism arrivals	Tourism nights
	219 Km²	14.994	39.126 (2012)	100.100 (2012)
2. WHY
Reason for taking the good practice action	The geographic isolation of the Azores archipelago has always been an important reason for low touristic flow in the islands, aggravated by the fact that there are nine different islands all competing in the same destination. Also, the lack of a well-structured touristic offer should be corrected, joining in one entity the disperse existing services, and implementing a set of services and infrastructures of both public and private initiative in order to provide the long distance traveller diverse and quality services and information about Faial. The development of the touristic potential through a sustainable approach, focussing on high quality, certified tourism while taking advantage of a well preserved and unspoiled natural environment was the driven force to implement a solid touristic and social project in Faial.
Issues and challenge	Biodiversity and geodiversity, cultural traditions and collective memory are core ingredients of national identity and heritage and require sustainable management in order to be preserved for future generations. The protected areas managed by Faial Natural Park include unique habitats that harbour endemic species of fauna and flora from the Azores’ natural heritage, priceless geological formations that help understanding the origin of the Earth and cultural sites of significant importance. Historical buildings like the centenary light house in Capelinhos, the old whaling factory in Porto Pim, the Dabney’s family summer house, the fortresses around the city of Horta dating from the 16th century and the Levada, a water duct built in the 1960’s and destroyed in the 1998 earthquake are historical relevant buildings and constructions part of the history of the Azores that were in ruins before the Natural Park creation in 2008. All these buildings were in serious risk of rapid and irremediable destruction. The main challenge of the project is to manage this natural and cultural patrimony, while developing the Faial and the Azores potential as a sustainable touristic destination and to serve as a model of development while bringing value to local development.
3. HOW
Methods /steps / tools used (to develop the good practice)	Faial Natural Park was solemnly created in 2008 and was the first of its kind in the Azores. The 13 protected areas enclosed in the park totalize 219 Km2, both in land and sea; 17,5% of the surface of Faial island is part of a protected area. Together with the territorial management, various visitor support and interpretation infrastructures have been set up, in particular the Capelinhos Volcano Interpretation Centre, the Faial Botanical Garden, the Porto Pim Aquarium, the Dabney’s House, the Caldeira Houses and ten pedestrian trails (with interpretative stations). All these infrastructures regard different aspects of Faial and the Azores: geology and volcanology, nature and conservation, cultural heritage and landscape. The buildings that serve these infrastructures were all rebuild from old ruins, respecting the landscape and traditional architecture; original materials and collective memory were kept. The Capelinhos Volcano Interpretation Centre is a good example of this, perfectly hided in the natural landscape and is the result of the rebuilt of the old light-house affected by the eruption of the volcano. The Porto Pim Aquarium was installed in the old whaling factory; the Natural Park headquarters and the Dabney’ s House, that holds an exposition about this historical American family were placed in the ruins of the Dabney’ s family summer house and cellar. The Caldeira houses recovered old roadman and ranger shelters. Visiting information and signs for blind people were installed in the majority of these buildings. The Levada trail, set in the 1960’s water duct, the most important hydraulic engineering work in the Azores and very affected by the 1998 earthquake, undergoes the third phase of reconstruction. This reconstruction allowed the functioning of the hydro electrical power plant that was shut down after the earthquake and the production of 1% of Faial electrical power. Also, trails and natural areas are maintained in good shape all year round. The Pedro Miguel Bogs, a humid area and Important Bird Area (IBA) were acquired in 2012 and transformed from pasture to forest by the plantation of 4000 juniper trees by every child in school in Faial. A bird observation tower was built in order to increase the offseason bird watching visitors. A mountain biking trail was also opened. Information on these subjects is easy to access: a Portuguese and English Guide about Faial Natural Park were created; extensive information is available in the website and flyers, muppies and other supports were developed. The Natural Park has given adequate formative preparation to a number of certified guides and all visitor centres have guided visits. All walking trails are marked under international codes and well described in the guide as well as interpretative boards have been set-up in the most significant places. This information is always available in Portuguese and English as well as in braille. An extensive project on conservation of natural values and landscape is in action including invasive species control, erosion control, rare and endangered species recovery programs, habitat recovery, endemic species seed banking, propagation facilities for threatened plant species, planting tree species involving social partners specially schools. A broad program of environmental education for children includes visits to interpretative centres and practical classes. A team of an environmental police (Vigilantes da Natureza) is the guarantee of protection and safeguard of the environment. Extensive testimonials of Faial inhabitants that witnessed the Capelinhos volcano eruption were collected and are available in the SIARAM website. This website also contains detailed descriptions of Faial Natural Park structures and centres. The Natural Park of Faial has developed a partnership program that integrates local service providers, from whale watching to dolphin swimming, scuba diving, diving with sharks and sailing, glass bottom boat, canyoning, guided trails and jeep tours, horse riding, rustic golf, mountain biking, orienteering, accommodation, restaurants, travel agencies, scientific foundations, magazines and transports, totalizing 37 partners that offer 750 daily activities. The impact of the Natural Park in the media sector is high. Local, national and international media show significant interest. International travel agencies, journalists and tourism authorities are regular visitors and welcomed with programmed and oriented visits. Special environmental actions are undertaken, like SOS Cagarro (Corry shearwater), a campaign that saves thousands of sea-birds every year and endemic plants plantations in the natural areas. Recycling is done in all areas of the Natural Park.
4. RESULT
Specific/measurable results, benefits	The number of tourists in Faial is relatively stable from 2010 to 2012 being 39,126 at this year, but numbers for the first semester of 2013 show that total number of visitors raised by 13%, compared to the same period of 2012. Also, nights per visitor in Faial tend to raise, being 2,6 in 2012. International visitors tend to increase replacing the traditional Portuguese visitor. In 2010, foreign visitors were 14,674, in 2011 the number raised to 16,847 and in 2012 the number reached 18,817 which shows a good evolution on the international marketing of the destination. This numbers show well that the common efforts developed by authorities and entities, with a relevant place for the Natural Park of Faial, have given results not only in the total foreign visitors but also in the time they spend in Faial, leaving added value in revenues from tourism activities. Local service providers related to tourism are increasing and show financial stability even with crises. The number of visits to the centres managed by the natural park are stably increasing, reaching 32,000 entries in 2012 and increasing by 10% in 2013. Inquiries show very good results and excellent satisfaction among visitors. Sustainable practices among accommodation providers are increasing as well showed by the green lodgings award Miosótis Azores, developed by the Regional Government. Sustainable management of natural sites where actions of limiting the human presence in certain areas like Caldeira Natural Reserve (a Ramsar, Habitat and Bird Directive and Natura 2000 area) and bird nesting areas like in Capelinhos volcano have produce good impacts on the sites conservation. The Code of Conduct in Natural Areas, implemented by the Natural Park is showing good results. What was first a controversial measure to remove all garbage containers from natural inaccessible areas, which were a source of problems from wind spreading to animal use of garbage, as shown to be an efficient measure to reduce waste in natural areas and to implement a responsible waste management on visitors. Investment in the Natural Park structure has given the opportunity to develop a proper and effective nature conservation program, specially implemented by the Botanic Garden of Faial, by "in situ" (in the place where species and habitats occur) and "ex situ" (out side the natural areas"). In situ conservation led to interventions in protected areas by controlling invader plant species and threatened species population’s reinforcement. Ex situ actions are developed in the Regional Seed Bank, hosted in the Botanic Garden and the nursery, where rare species are propagated. The extensive educational programs developed by the Natural Park of Faial with local schools and general public is raising awareness between the population and showing good results in nature conservation. In 2012, 1,000 school children attended oriented workshops and sessions in Faial Botanic Garden and Capelinhos Volcano Interpretation Centre.
Recognitions (e.g. awards)	Due to natural significance and rarity of habitats and species existing in Faial, natural areas have been classified under EU Directives and International Conventions: - 13 protected areas under International Union for the Conservation of Nature (IUCN) classification; - Natura 2000 Network: 4 Special Areas for Conservation, 1 Special Area for Protection;- 1 RAMSAR Convention (Humid Areas) site; - 6 Important Bird Areas in Faial both terrestrial and marine 2007 - National Geographic Traveler magazine recognized the Azores as the second best islands in the world for sustainable tourism; 2008 - Lonely Planet editors classified the Azores as one of the worlds best destinations; 2010 - The Forbes magazine distinguished the Azores as “One of the world’s most unique travel destinations”. 2010 - Quality Coast Award 2010 – The Sunday Telegraph: one of the world’s best destinations for cetacean observation; 2011 - National Geographic Traveler: one of the world’s best destinations for 2011; 2011 – Natural Park of Faial was distinguished by the Portuguese Board of Tourism as winner and Portuguese representant in the EDEN – European Destinations of Excellence; 2011 - Natural Park of Faial was awarded by the European Commission as the first EDEN – European Destinations of Excellence, in Portugal; - The Capelinhos Volcano Interpretation Centre (CVIC) was selected as one of the 150 best European projects as a success case of European investment which was highlighted in the magazine “Investing in our Regions – 150 examples of projects co-funded by European regional policy” in 2010; - CVIC was the only Portuguese representative in the Regio Stars Awards 2011, winning the first prize in the category; - CVIC was 2009 nominee for the architecture prize Mies van der Rohe; - CVIC was finalist in the European Museum of the Year Award (EMYA) 2011; - Faial Botanic Garden was awarded a Honorius mention in the 2011 edition of the Portuguese Tourism Board Awards in the category: Requalification of Public Project; - Quality Coast Gold Award 2012-13; - European and Global Geopark 2013; - Faial Natural Park: Honorius mention in the National Landscape Prize 2013 with the Capelinhos Volcano Project.
5. REFLECTION
Lessons learned	Investment in people, education, qualified work creation and team building, from the field worker to management positions is the most rewarding. Also the commitment to nature and heritage conservation and collective memory preservation as the main goal to achieve in every action is critical for success. Only by respecting this we can contribute to a solid, stable and quality touristic offer. Organizing and concentrating disperse services and structures in one main organization were, in terms of touristic offer, absolutely essential to contribute to a rewarding experience to the visitor. The more embracing but yet simple way the information is provided to a visitor is vital, not only when arriving to Faial but also when preparing the journey. Further steps should be taken in order to have all this information available when a traveler is deciding the destination to visit in the next vacation. Constant evaluation in order to quantify economic, social and natural impact should be implemented further and can be used as cornerstone in order to show benefits/results and influence decision makers as well as public awareness/recognition.
Challenges met	The Natural Park of Faial served as a model towards the development of the Azores. Being the first of its kind in the region, a specific legislative frame was developed and served as a model for each of the 8 other natural parks that were created in the Azores since then, as each island has a Natural Park. This structure is also the fundamental piece for the Regional Strategy for Nature Conservation as each Natural Park encloses natural areas, resources and infrastructures to implement the strategy.
Critical success factors	The development model adopted serves as a reference: by concentrating the environmental public services and infrastructures in one entity, unifying what was before spliced through a number of different entities, gave the park the possibility to undergo a strategy of integrated management, oriented to results. This success model has been adopted in other Azorean islands.
6. MORE
web-references, documents	http://parquesnaturais.azores.gov.pt/en/faial-eng http://siaram.azores.gov.pt/_por-ilha/Faial.html

Landlust (AT)

2018-11-16T11:38:50Z

Good Practice Innovation Sheet

Items	Description
1. WHO
Key people and organisations (initiator, leader, partners)	Landlust (“lust for land” or “countryside delight”)
	TRV Thermenland Steiermark & TRV Oststeiermark

Key Figures	Surface	Inhabitants	Tourism arrivals	Tourism nights
	3357 km², 3 districts	266.400	we didn’t get the info – appr. average of 4-5 nights per stay (in summer up to 14 nights, in winter 2-4 nights)	2012: +/-12.500 nights – some of the houses have an average of 230 to 250 nights per year (!), others have appr. 150 n/y. *2 owners didn’t inform us; in 28 houses were 12.354 nights
2. WHY
Reason for taking the good practice action	The eastern part of Styria was located next to the “iron curtain” neighbouring with Hungary and Slovenia. It was a very rural region with little industry and few places to work. The farms were small and often run by part time farmers. So the region belonged to the poorest in Austria. For this reason people on the country side lived often in rather old but historic houses. Only after the fall of the iron curtain and the detection of hot springs – which led to investments in spa tourism – the situation changed and in the 1980s and 1990s the region began to blossom. The old farm houses were abandoned; people built new houses and moved there. So the old rural houses remained but had no use anymore. It was/is an important challenge to maintain these beautiful old houses as they are an important part of the historical heritage of our country.
Issues and challenge	The assignment was to convince owners of old houses to invest time and money, revitalize the houses and create valuable utilisation for it. The concrete goals were: - Revitalisation of old farmhouses through the conservation of the regional cultural resources in architecture and landscape; - Profitable utilisation by using the houses as holiday homes for tourism (source of income for the owners)
3. HOW
Methods /steps / tools used (to develop the good practice)	In close cooperation with the government of Styria (especially the “Revitalisation Funds”) and regional institutions for development, land use regulation and tourism and with the support of an Interreg IIIA project (LoB - Leben in oststeirischen Bauernhöfen “Life in Eaststyrian Farmhouses” – in cooperation with a region in Slovenia) action was taken. The owners of the old houses had to be reached: 20 presentations (with more than 1000 participants) about topics as wide ranging as renovation of buildings, organic building (Baubiologie), financing, subventions etc. were organized. Also 6 excursions with about 400 participants from the region but also with about 80 guests from Slovenia, Poland and Croatia were undertaken to see best practice examples. Experts provided advice about renovation, planning/design, reconstruction, construction methods, drainage, organic building, financing and subventions/subsidies, developing tourism product, marketing. Over 500 inquiries of interested house owners were registered and more than 400 houses personally inspected where the owners got professional counselling. 160 house owners applied for subventions/subsidies from the Revitalisiation Funds (Styrian government), half of these to be used in tourism. The project was conducted between 2002 and 2006. An important part of the project was the support of the future accommodation providers and the development of the „product Landlust“: - cottages and holiday homes that are more than 100 years old - holiday domiciles with style – high quality offer - a catalogue of criteria has to be fulfilled by the members regarding furniture and fixtures, quality of guest service, etc. - common marketing with website, folder, PR-work and more - training and workshops for the house owners (how to take care of guests, internet, marketing, etc.) - cooperation with the regional and national tourist organizations During this phase clear quality criteria were developed as well as a contract that has to be signed by every member of the group. Some of the criteria: - house minimum 100 years old - old but renovated furniture or from natural material - good comfort, modern plumbing units - no kitsch - for every unit (house or apartment) own place in the garden or terrace or balcony. The houses are controlled before they are received into the group and later every 2-3 years to make sure that the quality is stable. Since the after project phase Thermenland Steiermark is organising and supporting Landlust. Every year several meetings among the members are held, workshops for further training are organised (e,g, Social Media, How to provide attractive packages etc.) and PR/marketing measures are conducted. Another important part is the involvement of regional rural products: fruits and juices, wine, meat and cheese products, bread, pumpkin seed oil etc. – all from the farmers nearby. In every house you get info about the producers of local good food, about restaurants and guesthouses with local cuisine and about all touristic attractions in the region. In some of the houses guests can even buy homemade products. By now Landlust has 31 members with 53 houses or apartments and 200 beds.
4. RESULT
Specific/measurable results, benefits	- Rising awareness about the value of the regional heritage among the population - over 100 press reports about the project / the tourism offer and several TV broadcasts - income for the house owners - a very attractive touristic product that fits exactly the trends for sustainable, soft (slow) tourism - Landlust hast – contrary to the other accommodation providers in the region – up to 50 % guests from abroad (the normal rate in spa tourism is 90 % Austrians!) - a new mission statement was developed in 2013 with the focus on sustainable evolvement.
Recognitions (e.g. awards)	2011 runners up Eden Award Austria 2006 Lafer Award-winner for the best „Package offer with Heart“ 2005 FM-Ideas-Contest winner in category „Cooperation“ 2004 Styrian Tourism Award in the category „Development of Topics and Products in Tourism“
5. REFLECTION
Lessons learned	The lessons are manifold. Just some points: - The actors involved have to be taken by the hand and supported honestly and in many ways, then they really grow and become experts in the field of tourism and revitalisation. - Time is an important factor: for many house owners it took much more time to decide and finally implement the suggestions than was foreseen in the project plan. Some started from 2002 and are still not finished with the restoration of their house. So it needs lots of patience (plus financial support and/or voluntary work) to implement this kind of idea. - If there are even just a few people enthusiastic about the idea/project then the “fire” can be spread among the group. In Landlust many of the members are really engaged and burn for the idea of preserving old farm houses and also for the good care of their guests. It was amazing to watch them growing (in some cases) from simple farmers/housewives into strong personalities with much knowledge about tourism, internet platforms, marketing, guest care taking and other topics.
Challenges met	During the project phase but also later Landlust was invited to present the ideas in several countries and regions as it seems to be quite attractive for areas with old houses that are not used. But until now we didn’t hear that anyone picked this idea to implement it in another region.
Critical success factors	We would be glad to give support / cooperate with destinations that are going in the same direction.
6. MORE
web-references, documents	www.landlust.at

Limburg and Euregion (NL)

2018-11-16T11:38:50Z

Good Practice Innovation Sheet

Articoli	Descrizione
1. WHO
Key people and organisations (initiator, leader, partners)	Tourist Board South-Limburg
	The IKL Foundation (The Foundation for the Preservation of Small-Scale Landscape Elements in Limburg / Instandhouding kleine landschapselementen Limburg)

Key Figures	Surface	Inhabitants	Tourism arrivals	Tourism nights
	13.000 km² in the Euregion	3,4 million in the Euregion, 608.000 in the Netherlands	30 million in Limburg	5 million in Limburg
2. WHY
Reason for taking the good practice action	The past few decades have seen many large-scale investments in nature conservation in the Limburg region. This project, however, demands support for an urgent problem: the management of Limburg's natural surroundings. If care and financial resources for the ecological elements are diminished this will result not only in a destruction of capital, but also in Limburg losing part of its identity.
Issues and challenge	By continuing to focus on the need for periodic maintenance and restoration we can preserve the landscape for future generations. An additional difficulty is the current lack of subsidies focusing on communication and civic participation. Active engagement fosters a sense of individual responsibility for the landscape. Not only will this benefit nature itself, but also the people who live, work and visit the area In the future, these people will have to assume control of this.
3. HOW
Methods /steps / tools used (to develop the good practice)	Introduction The IKL Foundation's Blossom Ribbon project views the landscape of the Limburg region with a fresh gaze and across national borders. In doing so, the IKL Foundation aims to stimulate processes that foster the historic unification of people and the landscape. The landscape is a dynamic process that is subject to constant change brought about by nature and people alike. This process can be compared to a blossom, which develops from a bud into a flower and then becomes fruit that is consumed by people. The IKL Foundation developed the Blossom Ribbon concept to translate desires and objectives into practical applications and to promote widespread awareness. Various projects and activities are being developed within the framework of this project, with 'the standard orchard' as its focal point. A standard orchard is a collection of at least ten fruit trees with stems measuring at least 1.50 metres in height and planted on a substrate of grassy vegetation. A standard orchard has a density of at least 50 and at most 150 trees per hectare. A standard orchard is often planted in a cluster and clearly segregated from the surrounding environment. The standard orchard comprises the essence of the Limburg landscape and is a prime example of how mankind and nature join forces and benefit each other: a symbiotic relationship that provides people with food, attracts tourism, creates attractive village borders, provides shelter for animals and promotes an agrarian culture. Potential activities and/or projects that could fall within the scope of this project have been grouped into five themes. These projects comprise the driving force behind social initiatives. To promote this idea, every theme will leave room for local initiatives that may be developed during the course of the project. Participation and experience are key aspects of the project: the IKL Foundation invites all parties to participate actively. Landscape Planting new orchards: Including five in Germany, five in Belgium and five in Dutch Limburg, bearing in mind that the orchard is a universal concept in village life in the Euregion and has always been part of agrarian operations and serves as a green belt both historically and in terms of the landscape. Planting these orchards will create a symbolic 'ribbon of blossoms'. The restoration of old orchards: As they are no longer being used for agricultural purposes, historic orchards are falling into deterioration. Although owners often understand their value, they frequently do not know how to set about restoring their orchards. Chopping down old trees and replacing them with new ones is also part of this project. It is also essential that pruning is carried out in phases, in collaboration with private owners and volunteers. Project status: The IKL Foundation started on these activities in 2011 and organises pruning courses and similar initiatives. Culture The orchard is a prominent part of Limburg's culture, in which the vlaai (a large pie, often made with fruit) has become the figurehead and is held in high esteem at both the local and national level. The vlaai was traditionally baked in authentic farmyard 'bakehouses'. These bakehouses have since become dilapidated, their function has become obsolete and their locations are not always known. In many cases the orchards, which were historically located in the vicinity of the bakehouses, have also disappeared. As these bakehouses are part of the Limburg landscape it was proposed to catalogue all bakehouses in Limburg. The ensuing list, which will be compiled with the help of the local population, will show which bakehouses can be restored in order to guarantee their preservation. Agreements have been made as to who will be responsible for renovating the bakehouses. The rural area surrounding the bakehouses will be tidied up by the IKL Foundation. Once the restoration is complete, three traditional vlaai baking days will be organised to demonstrate how bakehouses like these worked and to invite visitors to taste the fruit from the orchards. Project status: The initiatives and activities described above have all been started. Food Fruit from standard orchards has been used for pies, beverages (cider, apple juice) and bread toppings (treacle, jam) for centuries. Standard fruit trees are pollinated by bees, which in turn produce honey and wax. Bees are therefore essential to rural areas. This has prompted the idea of placing 75 beehives in orchards, a project that will require close collaboration between bee-keepers and orchard owners. Another idea is to develop an online marketplace with a view to eliminating the waste of fruit. Orchard owners could use it to give away, sell or trade excess fruit, sell related products such as jam, or offer tools and equipment for loan such as ladders, fruit-pickers, pruning shears, etc. This would likewise allow people without an orchard to enjoy products and come into contact with like-minded individuals. PR initiatives such as juicing days could also be developed within the context of the 'food' theme. Another activity would be to organise culinary buffet hikes in the fields where the products are grown. Project status: All of these activities have been started, except for the online marketplace. Nature Orchards are indispensable to the survival of various species of flora and fauna and serve as both a shelter and a source of food. It should also be possible to create nesting boxes for these species. The idea is also to create nesting boxes for garden dormice and bats at suitable locations and to plant additional orchards and hedges in the vicinity of badger burrows. Birds also nest in the crevices of old trees in an orchard. If there are fewer orchards this will also have an impact on bird populations (e.g. woodpeckers and owls). When new trees are planted, nesting boxes for birds (including little owls and kestrels) should also be placed at suitable locations. Lastly, consideration must also be given to amphibians, such as newts and toads. The idea is to create amphibian pools for these animals in the direct vicinity of orchards. Project status: This project is currently underway; many nesting boxes have already been put up and pools created. People Promoting engagement in the standard orchard culture and teaching people to preserve this is one of the basic principles for the success of this project. Spreading knowledge about conservation, planting, species and varieties to people of all ages will provide a new impulse to the preservation of the orchard in Limburg. The idea is to involve schoolchildren at an early age in the standard orchard culture by enhancing their awareness of the origin of food and by planting fruit trees at 50 primary schools. This will include lessons in conservation and pruning at every school. Adults could participate in annual pruning, training and scything courses that will enable them to care for their orchards independently in the future. The idea was proposed to compile a list of heritage fruit varieties and publish information about these varieties and their whereabouts on a website to ensure that they are not lost. Lastly, standard fruit brigades could be appointed and supervised to encourage more people to prune more trees. Project status: Many trees have been planted and pruned through adoption projects at various schools (>100). The Association for Pomology has already compiled a list of various fruit varieties. Recreation and tourism A number of tourism and recreational projects can also serve to map out the blossoms in the landscape. These projects will allow locals and tourists from further away to experience their delights. Local guides could organise blossom hikes to local pubs and restaurants and geocaching could be used to appeal to a new target audience by hiding ‘fruit caches’ near fruit trees. This would help foster public engagement with the theme of fruit and landscapes. Another opportunity would be provided through blossom parades: local hiking associations and business owners could set out hiking trails with that feature sensory elements in areas that blossom during spring. Limburg boasts the earliest spring blossoms in the country. Project status: The IKL Foundation has organised blossom hikes in collaboration with IVN, various hikers’ associations and the organisations responsible for managing the relevant areas. An event organised in conjunction with the Vilt Hikers' Association attracted over 2000 participants in 2012. Caches are still being researched and/or developed.
4. RESULT
Specific/measurable results, benefits	A process has been started that is spreading across our province and the border regions to create a ribbon, as it were, in which people invite others to experience the natural surroundings anew and to nurture and cherish this abundance.
Recognitions (e.g. awards)	This concept has been embraced by various Euregional associations for landscape and civic engagement, regional products and municipalities. This is evident from the many orchards that were and are being planted: Planting an orchard for friends in Cottessen/Vaals Planting 53 fruit trees in Maastricht by schoolchildren under the guidance of students from the United World College Planting an orchard for friends in Meerlo Planting an orchard in Terworm Parkstad Heerlen Signing a Declaration of Intent by the international partners of the 'Blossom Ribbon' initiative Planting trees of a Limburg heritage apple variety in the Gardens of Vaeshartelt Castle in Maastricht Opening the Euregional orchard for friends Plateau van Caestert in Flanders Planting a Euregional standard orchard near Orsbach Planting a public orchard in Nivelle/Belgium
5. REFLECTION
Lessons learned	Raising awareness among the population for the landscape and standard fruit trees in the Euregion in particular, is very important in this project. So it is important to start with a clear objective.
Challenges met	The 'Blossom Ribbon' project will provide new opportunities to reach new target audiences and unite existing ones. The 'blossom ribbon' is accessible to everyone and will generate support and new energy in our valuable cultural landscape. It can also provide a new impulse for the tourism and recreation industry.
Critical success factors	Spurred by enthusiasm, knowledge and their own motives, we invite people of all ages to actively participate in sensory concepts that draw attention to the landscape in a new way; concepts in which the landscape serves as the connecting factor and the 'blossom ribbon' as the invitation. The project can inspire other destinations.
6. MORE
web-references, documents	www.ikl-limburg.nl/ www.bloesemlint.eu https://www.dropbox.com/sh/0zo6gsy5tbqttmy/5KE7D-NZq5

Nin (HR)

2018-11-16T11:38:50Z

Good Practice Innovation Sheet

Articoli	Descrizione
1. WHO
Key people and organisations (initiator, leader, partners)	Tourist board of the city of Nin, Trg brace Radic 3, 23232 Nin, Croatia


Key Figures	Surface	Inhabitants	Tourism arrivals	Tourism nights
	54,29 km²	2,752	114,652	977,845
2. WHY
Reason for taking the good practice action	After receiving the EDEN Award, the Tourist Board of the City of Nin established a clear vision of the Eco-park Lagoon of Nin. Development based on a recognizable cultural and natural heritage and environment preserving manner. Nin is located in a lagoon on the eastern part of the Adriatic sea, surrounded by natural sandy beaches and linked with the mainland by two stone bridges (16th century). The heart of Nin is its historical centre on an islet that is 500 m in diameter and approximately covers 15 hectares surface area. The present-day city core of the town on the islet developed 3000 years ago and belongs to the older towns on the Mediterranean. The municipality takes a great deal of pride in conserving the historical city core. By sea and from the sea, Nin has lived forever. Nin is recognizable as a Prehistorical and Liburnian centre on the Adriatic coast and as a Roman municipality in the past. Nin is the oldest Croatian royal town and is the cradle of the Croatian state so called “The Croatian Bethlehem.” Nin contains numerous archaeological sites dating from the Prehistoric, Roman, early Christianity and Middle Ages periods. The city of Nin contains the smallest cathedral in the world Holy Cross Church and the treasury of gold and silver of Nin where one of Judas’s 16 registered silver coins is kept that is known in Europe. At the Museum of Nin Antiquities you can see the original old Croatian ships from the 11th century. For 500 years Nin has cherished our intangible traditional heritage of the apparition of our Lady of Zečevo (Mother Marie), with an annual traditional transfer of the statue of Our Lady by boat to the island of Zečevo in the lagoon of Nin where the apparition took place. Nin also has an exclusive gastronomic specialty Ninski Šokol (Sokol of Nin) which is produced by traditional skill and secret recipe that is passed down through family lineage. Natural wealth that Nin possesses is: salt, medicinal mud and natural sandy beaches. To the east of the city core in the lagoon lie the salt pans and to the west is the mud fields (estimated reserve is approx. 120 m3) that have been used for rehabilitations for 44 years and sandy beaches that encompasses the old town. The sandy beaches surrounding Nin are 8 km long and are situated in the middle of a Natura 2000 Habitat which contains: 5 endemic, 4 critically endangered 1 endangered and 5sensitive plant (registered in 2010). In 2010 biologists registered over 200 species of birds and endangered bird species whose numbers in Croatia and Europe are declining, especially the Stilt (Himantopus himantopus) and Marine Plover. In April and May you can see the rare and endemic plants in bloom, and also the juvenile Stilts because they nest at the salt pans in Nin. This knowledge of the rare plant and bird species that live in the lagoon has driven the Tourist Board to organize numerous educational workshops. The oldest economic activity in Nin is salt harvesting in a traditional manner using sunlight and wind. This method of producing salt comes from Roman times. The salt producing enterprise in Nin is called Solana Nin (Salt Pans Nin). Nin, because of a rich cultural history and a unique and beautiful natural landscape was in 2010 given the EDEN award for aquatic tourism. After Nin won the EDEN award, the population and enterprises in Nin received a kind of enlightenment and started to become ecologically, economically and environmentally aware of Nin’s wealth. Educational work-shops held by Croatian biologist Goran Šafarek educated the population of Nin on the Natura 2000 Habitat and the animal and plant diversities that live within the lagoon of Nin. This was extremely beneficial to Nin because the residential population of Nin was given a sense that they live in a unique environment and that they had to cherish and preserve this habitat, plant and animal diversity that live alongside them. If the population of Nin did not respect their own surroundings we couldn’t expect anyone else too either. This sense of ecological responsibility started to spread like wildfire in Nin. Every year there are 2 days were residents of Nin go into action to help clean their surroundings. One day is called “The big green clean,” where people walk around the lagoon and pick up any garbage or other items that shouldn’t be in the environment, people also go scuba diving in the harbour of Nin and clean any bottles, cans or other garbage that might be there and haul it out by row boat and brought to shore to be disposed. The other day is called “Action Beach Cleaning, “ where people of Nin help clean the beach, plant flowers around the city, plant new trees for shade at the beach and rack the sand to clean any branches and leaves. This is particularly important because Nin is a summer destination and our beaches, nature and clean sea water is our greatest strength and attraction for tourist who come to Nin. Nin has started developing active tourism within the lagoons coastal space. Marked by about 110 km of cycling paths, attractive nearby donkey farm, to which you can go cycling, organized sightseeing and as well as tasting healthy donkey milk. The Lagoon, thanks to favorable winds is an ideal place for windsurfing and kiting surfing. Since 2010, the Tourist Board has supported the surfing and kite surfing school that is situated in the lagoon. Based on the many awards that Nin received, development is focused on sustainable forms of tourism with water that respects the tradition of the well preserved area. Nin has started a process of creating innovative projects to further enhance the life of its citizens and the overall experiences that tourists have in Nin. The main project is called Eko-park Ninska Laguna (Eco-park Lagoon of Nin), which contains many sub-projects that are connected with it. The purpose of this project is to allow tourists to experience the soul of Nin: cultural heritage, Natura 2000 Habitat which includes the: mud fields, sandy beaches, rare and endangered plant species and the flora and fauna that peacefully live there due to low traffic in the lagoon, and the rich history of salt in Nin.
Issues and challenge	The lagoon landscape is the main focus of the Eco-park Lagoon of Nin and the creation of a sustainable and diverse tourism offer that will leave the smallest human footprint on the surrounding environment. The main issue and challenge of this Eco-park is to try and find a balance between creating a diverse tourism offer, creating new employment in Nin and all this with producing the least amount of adverse effects on the surrounding environment. Since many birds use Nin’s natural habitat as a breeding ground and many fish use it as a spawning ground, drastic efforts must be used to avoid disturbing the balance of life within the lagoon. Other problems and challenges in creating the trails are the conditions and elements in overcoming accessibility in the wetlands. Due to the reduced concentration of financial resources, small but extremely valuable steps are taken to advance the project. The problem with the formation of sludge in the lagoon and large sand piles which fill the entrance to the harbour due to natural conditions: strong currents and winds. Here many sustainable activities are used to maintain the natural habitat.
3. HOW
Methods /steps / tools used (to develop the good practice)	The main mission is the further development of Eco-park Lagoon of Nin, a project containing 3 aspects: cultural heritage, Natura 2000 Habitat (medicinal mud, bird-watching, plant diversity and sandy beaches) and Nin’s rich history of salt production. Since Nin’s cultural heritage has been with Nin throughout history and is already well developed with museums, monument, churches, old city walls and old city customs and beliefs, Nin decided to focus on creating and promoting its natural heritage, Natura 2000 habitat and salt production. Therefore at the location of Queens beach a 5 km wooden trail was planned to be constructed to allow locals and guests to walk through the unique habitat. Wooden walking trials and wooden bridges will be used, for timber has very little adverse effects on the environment and is better than concrete or metal trails. The trails also have to be elevated for it passes through the wetlands of Nin and again wooden structures are ideal because of the ease and weight saving that these constructions provide, without giving up much on strength. Currently the trails are a work in progress status, with 500 m of the trail completed. Since Nin is a small destination, gathering funds for the trail needs more effort The Tourism Ministry of Croatia nominated Nin for this innovative project and in September 2013, Nin won the CBTours award in Croatia for innovative tourism for the project Eco-park Lagoon of Nin and for this walking trail on Queens Beach, which will allow easier access to the mud-fields and beach for individuals with disabilities, families with small children, tourists and locals. Funds received for the project is worth 130,000.00 Kuna (approx. 17,000.00 Euros). This prize money will be used to further lengthen the trail by 500 m giving more access for tourists interested in bird-watching and plant observation along the Natura 2000 Habitat. This trail at Queens beach is moving at a steady and firm pace but the other aspect of the project has blossomed superbly and flourished. The tourist board helped advise, promote and develop tourism offer of Solana Nin. Solana Nin (salt pans Nin) offers: traditional production of salt, walking tours around the salt fields and the museum of salt. In 2011, park Solana Nin was started. This project in its primary phase included a museum, a walking trail around the salt pans to see how salt is made and a covered picnic area for guests to use during their walks around the park and festivals that are held at the salt pans. A trail used for bird-watching since 2010 was also renovated because many bird species (over 200 species) use the salt pans as a breeding ground or as a stop-over in their long migration; south during fall and north during spring. The tourist boards in partnership with Solana Nin since 2010 have organized the annual European bird-watching day, held on October the 2nd every year at the salt pans. Numerous educational signs have been erected around the trails at the salt pans and around the trail at Queens beach to inform visitors about the species of birds, plants and fish that call Nin their home. In cooperation with public institutions for management of protected natural areas of the Zadar region, a booklet was made in Croatian and English titled Guide to Birdwatching: Localities Pag mud and surroundings of Nin. Bird-watching guide: Wetlands of the Island of Pag and the Nin area. At the end of the salt harvest season in late August early September, a festival is held called Festival of Salt. During this festival people in attendance are taught by the staff of the salt pans how to harvest salt in the fields and how to distinguish different types of salt. This part of the festival is very educationstands that are set up around the salt pans where guests can buy different types of salt and different types of scented salts used for baths and relaxation. A cooking contest is held and the only salt that participants can use is of course, the flower of salt harvested in Nin. All participants are given a prize and the food prepared is shared and given to the audience that came to partake in the festival. There is also another festival called ˝Festival of Sun and Light, ˝ which is celebrated in Nin on the first day of summer when the sun is highest in the sky. This also represents the peak of the salt production season. During the festival, elementary and kindergarten school children attend workshops where they learn the value and the process of producing different types of salt, one of which is ˝fleur de sel˝ flower of salt. The children also learn the rich history of salt production in Nin. This festival is education oriented. Ever since Eco-park Lagoon of Nin was started, more and more tourists enter the museum of antiquities in Nin. For this reason in 2012, at the location of the 1st century Roman temple remains, a pillar 12m tall was erected to show how important Nin (Aenona) was to Rome. This temple was the biggest Roman temple on the East coast of the Adriatic. This was because, Nin was one of Rome’s biggest salt producing locations and this gave Nin tremendous wealth in that time. Archaeologists state that salt was gold and the temple was used as a bank for Rome in this part of the Adriatic. It is well known that salt was at times used to pay soldiers and the term salary comes from the Latin word solarium argentum. The salt park Nin received much praise, so Nin built on its salt producing history. A public washroom was renovated at the salt pans for tourists to use as the visited the salt fields and a new eco-washroom was made that was strategically positioned besides the building of the Tourist Board. The reason why the washroom was positioned here was because the main parking lot and bus stop is beside the Tourist Board where bus excursions drop-off their passengers and it is at the tourist board where most tourists gather their first information about Nin and the salt pans. In October 2013, the Tourist Board helped finance a new covered bus waiting area that tourists and local population use to catch the bus that connects Nin to Zadar and the small villages and towns around Nin. The waiting area has an educational role since the side panels have pictures of birds that live in the Eco-park Lagoon of Nin Ever since the Eco-park Lagoon of Nin was started, Nin has been getting more and more tourists from foreign countries. As the drop-off for excursions is at the tourist board and since this is the first place they enter, the tourist board has expanded information materials in many more languages. Before Nin received the EDEN award and the salt museum opened there was information in 10 languages. Now the tourist board is very proud to offer information materials on Nin in all EU languages and a few Asian languages (Chinese and Japanese). We will be so bold to say that we believe that this might be the only tourist information centre that has all EU language materials within its walls. The Tourist Board of Nin has also started a project called ˝Archaeological Route of Roman Aqueduct.˝ On this route there are: old Roman roads and highways, mosaics, ruins and an aqueduct that supplied Nin with fresh water. Other sites that would be part of the route are: the Roman temple in Nin, the museum of antiquities that contains many Roman artefacts and the salt pans where the remains of a rock barrier and doorway that was used to allow seawater to enter into the salt pans to produce salt. The route would be approx. 10 km long, stretching from Queens beach to the salt pans and beyond to the spring where the aqueduct received its source of fresh water for Nin.
4. RESULT
Specific/measurable results, benefits	- because of the interesting elements of the salt pans of Nin, several agencies from Croatia offered the program of coming to salt pans and walking through these paths. - easier mud field accessibility - increased visibility of the destination - enlightening the local population on Nin’s economic, environmental and ecological (plant and animal diversification) wealth - educating local youth and tourist on the process of producing different types of salt and the significance of salt in Nin’s past - continuous increase in number of tourists and nights spent in the destination of Nin Year Arrivals 2010. 2.769 2011. 4.241 2012. 5.451
Recognitions (e.g. awards)	2010. - EDEN award – European Destinations of Excellence – European Commission - Acknowledgment to the town of Nin for the most beautifully arranged town in the category of up to 3000 inhabitants - Zadar County Tourist Board and Zadarski list (daily local newspaper) - Silver Blue Flower (Plavi cvijet) award in the category of up to 3000 inhabitants - Croatian National Tourist Board 2011. - Bronze Charter Sunflower of the Rural Tourism of Croatia (“SUNCOKRET RURALNOG TURIZMA HRVATSKE”) for the project Ninska šokolijada – Hrvatski farmer d.d. Zagreb - Annual Award to the Tourist board of Nin - Zadar County - Golden medal certificate for the flower salt to the Salt Park Nin – Inventors Association of the Zadar County - Award Prix Souvenir 2011 for the flower salt to the Salt Park Nin Inventors Association of the Zadar County - Acknowledgment for the most beautifully arranged town in the category population up to 3000 - Zadar County Tourist Board and Zadarski list (daily local newspaper) - Acknowledgment to the Park Petar Zoranić Ninjanin in the category the most beautifully arranged parks in the country - Zadar County Tourist Board and Zadarski list (daily local newspaper) - Golden Blue Flower (Plavi cvijet) award in the category of up to 3000 inhabitants - Croatian National Tourist Board - Award Simply the best to the Museum of salt – UHPA and magazine Way to Croatia 2012. - Recognition for the development and promotion of sustainable tourism as the national winner of the European Destination of Excellence EDEN 2009/2010 on the theme “Aquatic Tourism” – Croatian National Tourist Board - Recognition for the third place in the category of the best small tourist town on the Adriatic – Croatian Chamber of Economy and the Croatian Radio and Television - Acknowledgement for the Park Petar Zoranić of Nin as the best preserved park in the tourist city – Zadar County Tourist Board and Zadarski list (daily local newspaper) 2013. - Award to Salt Pans Nin for “Original Tourist Attraction” from Zadar County - Acknowledgment for the most beautifully arranged town in the category population up to 3000 - Zadar County Tourist Board and Zadarski list (daily local newspaper) - CBTours award in Croatia for innovative tourism for the project
5. REFLECTION
Lessons learned	Environment and nature comes first. Nin is a destination rich with natural beauty and if the local population and our projects are not ecologically friendly Nin will lose its advantages of development of sustainable tourism.
Challenges met
Critical success factors	The local municipality, tourist board, local population and the local enterprises all have started to work as a collusive team which has led to numerous awards and recognitions and will lead to the completion of Eco-park Lagoon of Nin.
6. MORE
web-references, documents	www.nin.hr

Koksijde (BE)

2018-11-16T11:38:50Z

Good Practice Innovation Sheet

Items	Description
1. WHO
Key people and organisations (initiator, leader, partners)	Coastal and Marine Union EUCC and the City Council of Koksijde-Oostduinkerke
	Vereniging voor Vreemdelingenverkeer (Association for Tourism) of Koksijde-Oostduinkerke (V.V.V.)
	Koksijde is a municipality located in the Flemish province of West Flanders, Belgium.
Key Figures	Surface	Inhabitants	Tourism arrivals	Tourism nights
	43,95 km²	22.059	1.067.541	6.354.180
2. WHY
Reason for taking the good practice action	Over the last few years, the municipality of Koksijde and the Tourism Office are focused on the organisation of multi-day events of a high level aiming to attract visitors outside the high season. Although such events can generate excellent economic, social and revitalising benefits, they can also cause significant environmental impacts in terms of transport, waste production, noise, waste consumption and waste-water production, among others, if not managed in a proper manner. For this reason, it has become clear the need of considering these issues when planning and organising major events.
Issues and challenge	Major (sports) events usually have a serious impact on the environment. Many spectators are less scrupulous with the rules when they are no longer in their familiar environment or role. Developing a policy on mobility, waste, safety, nature, is indispensable. The combination of an accessible, environmentally responsible offer and clear communication and awareness is crucial.
3. HOW
Methods /steps / tools used (to develop the good practice)	The municipality of Koksijde has recognised the importance of organising events in an environmentally responsible way. A good example is the environmentalmanagement plan designed for the organisation of the World Championships Cyclo-Cross that took place in January 2012 in the sand dunes of the Noordduinen nature reserve. This plan integrated actions and measures on diverse aspects such as waste, mobility, pollution, nature, communication, local anchoring and accessibility. Some specific measures included banning disposable plastic glasses and promotional products, using reusable glassware and crockery, and promoting the use of sustainable means of transport through special fares and passes to encourage spectators to travel by train, bus and tram. Temporary building facilities made with recycled materials were installed in the site, and waste water from toilets was treated and recycled. After the event the site was cleaned and all the waste was sorted and recycled. In addition, about 50 people were hired to provide information about the environmental actions implemented in this event and raise public awareness on sustainability. Scale events organized by third parties receive extensive advice from the Environment and Sustainable Development Service of Koksijde. Each organizer can also appeal to the town council for logistical support (for example use of reusable cups, selective waste islands - containers for garbage and PMD). In 2012 this was the case for events like the music festival Xbeach, Pennenzakkenrock Oostduinkerke, Four Days of the Yser, Flanders Ladies tennis Trophy, Ricoh Men's tennis Trophy. In the municipal police and the GAS-regulation was finally anchored that every organizer should avoid waste and should collect selectively.
4. RESULT
Specific/measurable results, benefits	By incorporating and implementing sustainable practices in the World Championships Cyclo-Cross event, the municipality received the recycling mark of the International Cycling Union (UCI). This has contributed to develop and strengthen the destination image, making it more attractive and encouraging visitors to return. Planning and executing green events has resulted to be very beneficial to the local community both economically and environmentally and it constitutes a great opportunity to spread environmental awareness amongst the spectators and participants fostering environmentally-conscious behaviour. Thanks to the promotion of public transport modes more than 75% of the attendees arrived by train, tram and bus. The public car parks were still counted 6.000 vehicles, accounting for about 25% or 20.000 spectators. During the Championships Cyclo-cross there was less waste and greater cleanliness established. There was 18,666 kg waste collected on site from Wednesday to Sunday (starting with 80.000 spectators this means 230 grams per person). After the cross the site was almost immediately litter free, which was unseen at an event of such magnitude. The response of the public action was therefore very large. The nuisance to local residents in the surrounding village centre was limited and the involvement in the event was, due to the strong local anchoring, large. Damage to fragile nature was prevented.
Recognitions (e.g. awards)	QualityCoast Gold Award 2012-‘13
5. REFLECTION
Lessons learned	In order to make the World Championships Cyclo-Cross a successful sustainable event the following aspects were essential: - Stakeholder involvement (suppliers, clients, organizers, employees, etc.) - Early planning - Setting challenging but realistic goals and objectives at the start - Post-event evaluation to identify the areas for improvement in future events.
Challenges met	The World Championships Cyclo-Cross at Koksijde constitutes an excellent example of how successful environmental management can be when applied to an event. This plan will be used as a model by the UCI when organizing international cycling events in other destinations, as well as by Koksijde when major events take place in the municipality. approach.
Critical success factors	The proceeds from the recycling project lies mainly in the contribution to the quality of the event. Several sponsors were also willing to make an effort to implement environmental measures. In addition to the benefits for this event it is hoped that this approach will be followed by other (cycling) events. Other cycling organizers have followed now (part of) this
6. MORE
web-references, documents	www.koksijde.be

Azores (PT)

2018-11-16T11:38:50Z

Good Practice Innovation Sheet

Items	Description
1. WHO
Key people and organisations (initiator, leader, partners)	Associação Turismo dos Açores - Convention & Visitors Bureau Associação Regioanl de Turismo
	Coastal and Marine Union EUCC and the Government of the Azores

Key Figures	Surface	Inhabitants	Tourism arrivals	Tourism nights
	2,333 km²	245,746	360,265 (guests)	1,077,420
2. WHY
Reason for taking the good practice action	The Azores are distinguished by its unique marine and natural beauty. Due to its volcanic origin, the Azores archipelago has a very rich and remarkable geodiversity that includes a variety of landscapes filled with innumerable craters, volcanic lakes, cliffs and calderas, fumaroles, hot springs, volcanic caves, “fajãs”, fault scarps, marine fossil deposits and thermal water springs. The pressure that the increasing development of tourism is exerting on these geological sites over the last years, and the need to create alternative forms of tourism which contribut e towards the socio-economic development in rural areas, have highlighted the importance to protect and promote the geological heritage of the Azores.
Issues and challenge	The volcanic landscape are the main motto of interest and development of geotourism in the archipelago and they present a wide range of possibilities for sustainable use, where several activities can be performed and associated tourist products can be developed. The main challenge to this new form of tourism is to keep the balance between the enjoyment into the geolandscapes, geological heritage and the geoconservation.
3. HOW
Methods /steps / tools used (to develop the good practice)	Aware of the geotourism potential of the archipelago and aiming to conserve the Azorean volcanic landscapes, the regional and local authorities adopted a geotourism strategy which included the creation and implementation of a Geopark. With 121 geosites spread over the nine islands and surrounding seafloor, the Azores Geopark has recently been included in the European Geopark Network (EGN), achieving an international recognition. Several routes have been established, including the Volcanic Caves, the Belvederes, the Walking Trails, the Science Centers, the Thermal Spas and the Urban routes. Interpretation and visitor’s centers, museums and observatories provide information, orientation, education and other services in order to enable tourists to acquire knowledge and understanding of the geological heritage of the region. In addition, visitors can choose from a great variety of geotourism-based products such as geotours, volcanospeleology, rock climbing, mountain climbing, diving, snorkeling, canyoning, coastering, thermal baths, and walking trails that are offered by various rural accommodation establishments and tourism companies. Several local products have been recognized as geoproducts of the Azores. This is the case for the wines “Terras de Lava”, “Basalto”, “Magma” or “Pedras Brancas”, some cheeses like “Queijo do Morro” and the “Cozido das Furnas”, a typical dish cooked in the ground with natural volcano steam.
4. RESULT
Specific/measurable results, benefits	The development of geotourism in the Azores has contributed to sustainable tourism, promoting the local economy and minimizing the sociocultural and environmental impacts of tourism. The integration of the Azores Geopark in the European and Global Geoparks Networks has helped to alert and raise awareness for the preservation its geological features and it has made the archipelago a popular and attractive destination at an international level in terms of geology and landscape. This has reduced the effects of seasonality and it has led to the generation of new job opportunities, new economic activities and additional sources of income, especially in rural areas. Geotourism has demonstrated to be an excellent way to raise public awareness and appreciation for the Azorean’s natural resources and the cultural heritage of the local community.
Recognitions (e.g. awards)	QualityCoast Gold Award 2012-‘13 European and Global Geopark (March 2013)
5. REFLECTION
Lessons learned	The implementation of a strategic plan and the establishment of the GEOAÇORES Association, a non-profit association in charge of managing the geopark, articulating in one strategy the various geoturism actions taken by various partners entities, have been crucial factors to ensure the successful geotourism development in the Azores and the promotion and conservation of geologic heritage of the archipelago. The recognition by the EGN and GGN of the Azores Geopark as Global Geopark, and the networking with all the Geoparks, allows to reach new markets, bringing more visitants to this Region.
Challenges met	The Azores Geopark is a good example of the large social and economic benefits that well managed and developed geotourism can provide, and it can serve as reference model for other destinations in order to achieve sustainable tourism. The Azores Geopark, located in the middle of the Atlantic could be a bridge between America-Europe-Africa, and could contribute for the creation of new geoparks in countries with Portuguese language, as Brasil, Cabo Verde, São Tomé e Prícipe, Moçambique, amog others, as well could potentiate an Macaronesiam network (Azores, Madeira, Canary islands and Cabo Verde) of geoparks (Azores geopark is presently the unique Global Geopark in this region.
Critical succes s factors	In 2011 the Azores were selected as the second best islands in the world for Sustainable Tourism by National Geographic Traveler due in a large part to the efforts of the Government in preserving and promoting the geological and cultural heritage of the region. Each year new geoparks are included in the GGN. Currently 92 geoparks in 27 different countries compose the GGN, and it is expected that this number will continue increasing progressively.
6. MORE
web-references, documents	www.azores.gov.pt www.azoresgeopark.com

Torres Vedras, Oeste Region (PT)

2018-11-16T11:38:50Z

Good Practice Innovation Sheet

Items	Description
1. WHO
Key people and organisations (initiator, leader, partners)	Turismo do Oeste
	Coastal and Marine Union EUCC and Municipality of Torres Vedras

Key Figures	Surface	Inhabitants	Tourism arrivals	Tourism nights
	407,09 km²	79,465	70,533	173,018
2. WHY
Reason for taking the good practice action	Every year, thousands of visitors travel to Oeste Region’s coastal areas attracted in large part by the high quality of its waters and its outstanding sandy beaches. However, beachside destinations are considered less attractive for people with physical impediments due to the numerous barriers that are present in these areas. Such barriers constrain and inhibit this group from fully enjoying its travel experiences. Therefore, guaranteeing an easy access to these bathing areas for all people living and visiting Oeste Region is crucial, and it has been seen as a priority in order to move towards a sustainable tourism development.
Issues and challenge	To implement accessibility on the beaches it was necessary to overcome some difficulties, such as morphology of access to beaches, coastal cliffs and the cost for implementing a solution for these cases and some building works.
3. HOW
Methods /steps / tools used (to develop the good practice)	In 2012, 6 beaches located in the municipalities of Torres Vedras were awarded within “Accessible Beach, Beach for All” due to the efforts made to improve the accessibility of their coastal bathing areas. This initiative, which started in 2004, has been well promoted and developed not only in this municipality but also in the rest of the country thanks to the cooperation of several institutions (such as the National Rehabilitation Institute, Water Institute, Tourism of Portugal and the Institute of Employment and Training). Such beaches share common characteristics in terms of mobility and safety. They need to have an easy pedestrian access, parking for people with disabilities, chutes and ramps to access the beach area, walkways in the sand, accessible toilets and first aid points, and the presence of a lifeguard at the beach. People with reduced mobility can also use amphibious wheelchairs and other auxiliary tools that are available in 3 of the 6 beaches awarded with this distinction. These singular chairs enable users to move along the ground and float on water in very safe conditions. Over the last years, the number of accessible beaches in the municipality of Torres Vedras has gradually increased. The first beach accessible was awarded in 2005, Santa Cruz - Centro beach. This beach has also recently obtained the Accessibility Certificate by Instituto de Cidades e Vilas com Mobilidade. In 2006, 2 beaches - Santa Cruz Centro and Santa Rita Norte- were awarded. This number raised to 3 in 2009, 4 in 2010, 5 in 2011 and 6 in 2012. Beach access improvements have been possible with the commitment of the Municipality of Torres Vedras and the support of the Healthy Beach Project, sponsored by Foundation Vodafone Portugal. This initiative gave to the municipality phone system, 2 amphibious wheelchairs , 2 acrylic walkways and ashtrays.
4. RESULT
Specific/measurable results, benefits	By implementing these practices in its beaches, the Municipality has improve the equity of access to people with reduced mobility contributing to their integration into normal tourist life. These measures have not only benefited those users with disabilities but also the elderly and people with a temporary incapacity. The municipality of Torres Vedras prepared a questionnaire for measuring the satisfaction of visitors / users of the services available on the accessible beaches, within the project “Accessible Beach, Beach for All”. Participants considered very positive the existence of facilities and services for people with disabilities.
Recognitions (e.g. awards)	QualityCoast Bronze Award 2013
5. REFLECTION
Lessons learned	To improve the accessibility in the beach it was important to include all stakeholders, owners and managers of the bars and restaurants located in the seaside, life-guards, local associations for people with disabilities, the local authority, volunteer firemen and citizens in general. This project is not only for tourists, but also for local residents. The goal for the future is to make all beaches accessible to all in the municipality of Torres Vedras wherever technically feasible.
Challenges met	Since 2005 the number of beaches introducing access improvements for disabled has increased considerably. In other municipalities, 178 beaches received the same Award in 2012. This demonstrates the strong commitment of the Government of Portugal to ensure equality of rights and access for people with reduced mobility to its beaches.
Critical success factors	This experience can be used as an example in other coastal destinations. The Municipality of Torres Vedras is preparing an accessibility action plan for the coastal zone, to the city and the parishes, under the project RAMPA.
6. MORE
web-references, documents	www.cm-tvedras.pt

Baiona (ES)

2018-11-16T11:38:50Z

Good Practice Innovation Sheet

Items	Description
1. WHO
Key people and organisations (initiator, leader, partners)	Turismo Rías Baixas and Turgalicia
	Coastal and Marine Union EUCC and the Municipality of Baiona (Concello de Baiona)

Key Figures	Surface	Inhabitants	Tourism arrivals	Tourism nights
	34.63 km²	11,337	116.357 (2012)	568.646 (2012)
2. WHY
Reason for taking the good practice action	Baiona’s beaches are a popular summer choice for visitors, being clean water and clean beaches the most important aspects for tourist satisfaction. The majority of the beaches in the municipality of Baiona are frequented by families with children. The harmful effects that second hand smoke have, especially on children, coupled with the environmental impacts of cigarette litter, has made the municipality of Baiona to consider regulating smoking and tobacco use on their beaches. Cigarette butts are the single most collected item each year in beach cleanups worldwide, representing about a third of the beach litter, and they take between 5 and 10 years to degrade. Litter from tobacco products is costly to manage and it has been proven to be toxic, posing serious threats to water quality and marine wildlife.
Issues and challenge	The smoke free beach program, being an entirely voluntary scheme with no fines or enforcement, relies on the civility and good will of beach goers. Public and political opinion doubted that this initiative could be realized, and initially beach goers would still throw cigarette butts in the beach even if they smoked them out of it. Information and outreach were essential.
3. HOW
Methods /steps / tools used (to develop the good practice)	In 2012, the municipality of Baiona designated two of its beaches (A Ribeira and Os Frades) as smoke free, the first ones in the autonomous community of Galicia. The success of this initiative has led to include the beach A Barbeira in the list of smoke free beaches in 2013. Green flags indicate that the beach is smoke free. In addition, information boards have been installed at various locations and ashtrays have been placed at beach access points, so beach-goers who smoke can dispose their cigarette butts before they enter the beach. As part of the information and dissuasive campaign, members of the Civil Defense Service and tourism office staffers deliver leaflets and provide information about the advantages of smoke free beaches, as well as other environmentally friendly measures related to the beach, such as responsible use of water in showers.
4. RESULT
Specific/measurable results, benefits	The main benefits have been: - Beach cleaning: Volunteers clean Baiona’s beaches at the beginning of summer, and since the implementation of smoke free beaches the amount of cigarette butts collected has dropped to half of previous years. - Public opinion: The initiative has been greatly appreciated by beach users, mainly by families with children, schools and handicapped organizations that make trips to the beaches.
Recognitions (e.g. awards)	QualityCoast Gold Award 2013
5. REFLECTION
Lessons learned	The most important factor for the implementation of the smoke free beaches has been public awareness. A remarkable information campaign was undertaken through informative leaflets, press releases and direct information from the Civil Defense service, besides informative signals and ashtrays at the beaches themselves. The main lesson learned has been the realization of the need of having a good level of environmental education, as it is essential for the implementation of new environmentally friendly measures in the tourism model of Baiona. A greater awareness from the public contributes to better results and acceptance of these measures. Besides the better beach experience from users, other benefits include less waste thrown in the beaches and reduced cleaning expenses.
Challenges met	Only another beach in Spain, L’Escala in Girona, has a non-smoker section. In Gran Canaria an attempt was made to declare the beach of Mogán as smoke free, but opposition local businesses and tour operators prevented this.
Critical success factors	Currently there are no other beaches in Galicia designated as smoke free. The municipality of Baiona is currently considering making all its beaches smoking free in a progressive manner.
6. MORE
web-references, documents	www.baiona.org www.turismodebaiona.com

Koksijde (BE)

2018-11-16T11:38:50Z

Good Practice Innovation Sheet

Items	Description
1. WHO
Key people and organisations (initiator, leader, partners)	Vereniging voor Vreemdelingenverkeer (Association for Tourism) of Koksijde-Oostduinkerke (V.V.V.).
	Coastal and Marine Union EUCC and the City Council of Koksijde-Oostduinkerke

Key Figures	Surface	Inhabitants	Tourism arrivals	Tourism nights
	43,95 km²	22.059	1.067.541	6.354.180
2. WHY
Reason for taking the good practice action	Koksijde has a very rich fishing past. Horseback Shrimp Fishing is a practice which dates back to some 500 years, and although it was plied all around the North Sea - in France, the Netherlands and Britain, Koksijde is the only place in the world where this tradition is still alive. This rudimentary fishing technique is no longer financially viable, however it attracts many tourists, and it is considered one of the most valuable traditions of Koksijde and Belgium. As tourism grows, the coast is becoming more built-up, making more difficult for fishermen to farm or keep their horses nearby. Nowadays, only a dozen of men are active in the shrimp fishing on horseback. It is therefore essential to safeguard and protect this ancient custom before it disappears, because it constitutes a significant part of the cultural heritage and the local identity of Koksijde.
Issues and challenge	A challenge was to maintain the number of active shrimpfishermen on horseback by passing their knowledge and tradition to the next generation within the family. It is not the intention to ‘recruit’ shrimpfishermen on horseback who have no relationship with this tradition. Another challenge consists of emphasize the tradition and the authenticity of this practice and not only calling it as a folklore. The shrimpfishermen on horseback are now selected for a nomination as UNESCO World Heritage (immaterial cultural heritage). The final decision will be made by the end of the year.
3. HOW
Methods /steps / tools used (to develop the good practice)	The shrimp fishing on horseback is practised in the seaside resort of Oostduinkerke. It takes place in the beach at low tide, both in summer and in winter (from March untill December), for about three hours. The craft is open and visible to the public. A calendar showing dates and times during the summer months at which shrimpers work is displayed at the Tourism Office and on their website, so everybody who visits Koksijde can get informed. People can talk with the fishermen, who provide information on their craft, attend shrimp cooking demonstrations that are frequently held along the beach, or buy freshly caught shrimp. The municipality of Koksijde is very committed to preserve and promote this traditional fishing method, which plays a fundamental role in a variety of social and cultural events that are organised throughout the year such as concerts, exhibitions, workshops and markets. Every summer the Tourist Office organises the Shrimp Festival, the most important act commemorating this ancient way of catching shrimp, and numerous activities are held during the weekend. The ‘Orde van de Paardenvisser’ NGO also actively supports this practice through a number of awareness-raising events which attract visitors and encourage young people and children to continue this tradition. The story of horseback shrimpfishermen has a special place in the NAVIGO-National Fishery Museum and, during the visits, educational activities and workshops are organized to increase the knowledge and the interest concerning this unique living tradition.
4. RESULT
Specific/measurable results, benefits	The efforts made by the municipality and the ‘Orde van de Paardenvisser’ NGO to preserve this craft have helped to bring all the community together and build a strong sense of collective identity. People living in Koksijde are very proud of its fishery tradition, which forms part of town life. This unique tradition has gained popularity in recent times and it has contributed to revitalize the area and foster the tourism in a substantial manner. During the Shrimp Parade Koksijde receives more than 10,000 visitors. By raising the awareness and engaging young generations to participate actively in their local fishing history and culture, Koksijde will ensure that this tradition endures into the future.
Recognitions (e.g. awards)	QualityCoast Gold Award 2012-‘13
5. REFLECTION
Lessons learned	The rich variety of events organised in relation to the horseback shrimp fishing as well as the efforts made by the local council and the ‘Orde van de Paardenvisser’ NGO to spread the awareness and to involve the local community have demonstrated to be essential in preserving this ancient tradition.
Challenges met	The ‘Orde van de Paardenvisser’ NGO organizes international trips in order to establish contacts with other destinations where horseback shrimp fishing was also practiced in the past. These trips are a great opportunity to document this tradition and raise the awareness.
Critical success factors	At the tourist office visitors can also buy a book about this tradition with explanation of the history and stories of the shrimpfishermen themselves. The shrimpfishermen on horseback also have their own internet site: www.depaardenvissers.be
6. MORE
web-references, documents	www.koksijde.be

Chrysi Island, Ierapetra (GR)

2018-11-16T11:38:50Z

Good Practice Innovation Sheet

Items	Description
1. WHO
Key people and organisations (initiator, leader, partners)	Municipal Tourism Committee, Hotel Union of Ierapetra and Southeast Crete
	Coastal and Marine Union EUCC and the Municipality of Ierapetra

Key Figures	Surface	Inhabitants	Tourism arrivals	Tourism nights
	551 km²	27,602	117,000	1,200,000
2. WHY
Reason for taking the good practice action	Chrysi island lies 8 miles south of Ierapetra and consists of a popular tourism destination, from May to October, famous for its crystal clear blue waters and white sand dunes. Chrysi is almost flat, with an average height of 10m. From a distance it seems like a thin line of land in the middle of the sea. Its greatest length is 5km; it has an average width of 1km and covers almost 5km2. The flora of the island is rich and diverse. There are mainly cedars, junipers, lentisc, thyme, heath, rockroses and sandy shore vegetation. The number of plant species of Chrysi is relatively high compared to its size, comprising 1/20 of the Cretan flora. Many species are rare and endemic, therefore protected. Chrysi is protected by the Natura 2000 Programme as an ‘area of intense natural beauty’, and has been designated as a wildlife refuge. On the island, the only coastal dune with Juniperus spp habitat in Eastern Crete can be found. The habitat covers almost 35 hectares and its density is approximately 28 trees per hectare. Their average height is 3 to 7m tall and their average age is at least 300 years old. The junipers have a root system that spreads across an area which is more than double the height of the tree. Apart from the big roots, a huge amount of tiny roots forms a complex web that keeps the sand in place. However, the habitat is greatly affected by the tourism impacts. Visitors (mainly mass tourism day trippers) among other things, cause habitat degradation through trampling and camping, pose a fire risk, and litter. The damage to the habitat and in particular to the Juniperus species is evident as visitors, due to lack of awareness, often consider the dry looking branches of the trees as dead, thus, cutting wood for fires or unintentionally damaging the root systems. Due to the slow regeneration and growth rate of these species, the damage can be significant. Lack of awareness exists also amongst stakeholders responsible for the management and activities taking place at the site, for example tour operators and local authority officials.
Issues and challenge	The major issue for Chrysi island is that it belongs to the Natura 2000 network as a protected area while at the same time it is a mass tourism destination. Consequently, the main challenge of the project was to implement conservation interventions and impose human activity restrictions in a place visited by thousands of visitors every year. Restrictions to the activities permitted to the island have been long debated but many residents and local businessmen have been strongly against them. The big argument to resist and reject any restriction has been for years a tradition of free movement and camping on the island but the main reason is the high profits generated from the thousands of visitors.
3. HOW
Methods /steps / tools used (to develop the good practice)	The project aimed to deal with the threats through a range of concrete measures and actions. Conservation actions based on the investigation of the juniper population composition and structure were undertaken in order to deal with the problem of restricted natural regeneration of the species. The project also aimed to raise awareness through a range of activities, built within a multi-stakeholder communication strategy and active stakeholder consultation and engagement from the onset of the project. Regarding the problems caused by the visitors’ behaviour, actions were undertaken which incorporated raising awareness and limiting visitor spatial distribution away from the habitat. Visitor management infrastructures like boardwalks constructed and information signs installed. Infrastructure also provided to limit visitor impacts, for example pollution from littering, through the provision of rubbish bins etc in order to ensure that the site will be kept clean. Moreover, camping as well as the lighting of fires on the island were prohibited. All these actions were based on the result of the visitor impact assessment which was undertaken on the site.
4. RESULT
Specific/measurable results, benefits	The wide variety of conservation measures of this programme has generated substantial environmental benefits in the area. The results include the improved conservation status of the habitat and halting of threats through a series of actions. These actions resulted in: a) a mapped, demarcated, cleaned and protected from fire risks habitat, b) the enhanced regeneration of the Juniperus species in the habitat, c) the conservation of Juniperus and habitat keystone species, d) the primary/front dune zone restoration of the habitat, and e) the minimization of threats and negative impacts on the habitat.
Recognitions (e.g. awards)	QualityCoast Gold Award 2012-‘13
5. REFLECTION
Lessons learned	More measures are necessary in order to ensure the sustainability of the concrete conservation actions, related to management infrastructures, visitors’ management and habitat restoration. In order to ensure and evaluate the results of the conservation actions in a long-term period, a dedication of resources and a manpower employment are required. A major problem is the maintenance of the infrastructures both in terms of cost and labour. Municipality of Ierapetra could take this cost. Alternatively, volunteer work groups could be organised annually at the end of Spring. Another issue is that some visitors continue to encamp at the island despite the prohibition. For this reason, inspections by the authorities should be stricter and more frequent. Towards that direction, the information – education of visitors could be helpful. The frequent rubbish collection is another critical issue which in the case of Chrysi is quite problematic due to the distance between the island and Ierapetra. Finally, a major issue is the control of the number of visitors. So far there is no restriction in the number of visitors based on island’s carrying capacity and thousands of tourists visit Chrysi every summer. This number is expected to increase significantly in the next period after the agreement of the Municipality of Ierapetra with cruise operators for the approach of cruise ships on the island. All the above factors are critical for the success and long-term sustainability of the project.
Challenges met	Other conservation projects have been implemented in other sites of the island of Crete such as the habitats of Gavdos, Kedrodasos and Falassarna. These particular sites in Crete have been selected due to their high ecological significance, the serious threats that demand immediate response, and their geographical distribution that allows preservation of high proportion of this habitat type (ecological coherence) by using rational financial means. Additionally, the sites in Crete are suitable for the demonstration purposes of this project as they are representative of the full range of habitat contextual characteristics and threats of all habitat localities in Greece.
Critical success factors	This project through its national multi-stakeholder communication strategy aimed to promote similar concrete conservation actions in the South Aegean (Milos, Polyaigos, Naxos and Rhodes), disseminate the lessons learnt, promote and provide training of the trialled techniques and methods nationally, as well as raise public awareness ensuring the wider conservation of this priority habitat throughout Greece. A detailed communication strategy has been developed which contains various actions and aims at the long term sustainability of the project outcomes even after its completion. Additionally, the long term sustainability of the project is ensured through the creation of European, national and local networks.
6. MORE
web-references, documents	http://www.ierapetra.gr http://www.junicoast.gr/

Bramiana, Ierapetra (GR)

2018-11-16T11:38:50Z

Good Practice Innovation Sheet

Items	Description
1. WHO
Key people and organisations (initiator, leader, partners)	Municipal Tourism Committee, Hotel Union of Ierapetra and Southeast Crete
	Coastal and Marine Union EUCC and the Municipality of Ierapetra

Key Figures	Surface	Inhabitants	Tourism arrivals	Tourism nights
	551 km²	27,602	117,000	1,200,000
2. WHY
Reason for taking the good practice action	The artificial lake of the Bramiana dam represents a significant source of fresh water for agriculture and human consumption purposes, and it has become in the most important aquatic environment in South Greece, serving as permanent habitat for a diversity of birds throughout the year. However, the stresses on the existing water resources, mainly caused by agricultural intensification and tourist development, have led to a reduction in water resource availability and to wetland loss and degradation. In order to improve the efficiency and sustainability of current water uses, improve the ecological functions and biodiversity in the reservoir as well as its aesthetic, recreational and ecotourism value, Ierapetra has taken part in a multiple-objective management programme for wetlands at Bramiana lake.
Issues and challenge	The objective of the project was the development of an integrated and multiple-criteria approach for regional planning, concerning wetlands and water reservoirs, for the optimisation of reservoir site selection alternatives, as well as the biodiversity and the local human population. The main challenge was to keep the balance between the role of Bramiana as a major wetland and an important habitat for a diversity of birds, and the other uses of its water for agriculture and human consumption. During the implementation of interventions several issues emerged that needed to be addressed. The main problem was the large fluctuations in the water level which made difficult to check the behaviour of the artificial wetland. Furthermore, some intense flooding in the past years and the increasing erosion due to deforestation and intensive cultivation of the land upstream resulted in the filling of some parts of the wetland with debris. For this reason, a dredging by removing the excess material was necessary. In addition, the construction of floating platforms and small islets faced some stability issues as their position was quite vulnerable to the wind (usually very strong in the area). Moreover, the frequent wind prevents the continuous use of the platforms by the birds. Another serious problem is the behaviour of certain species of birds that occupy rafts for a large part of the day not allowing other species to visit them. Finally, although plantings were made in a few places close to public access, some of these were unsuccessful due to poor nutrient soils in the perimeter of the lake and despite the systematic watering and care.
3. HOW
Methods /steps / tools used (to develop the good practice)	As part of this programme different restoration measures were carried out including the establishment of an artificial wetland in the reservoir, aiming to ensure a stable water level and a favourable wetland habitat, and the construction of floating platforms and small islets to provide undisturbed habitats for wildlife. The restoration programme also included native plant revegetation. In addition, interpretation facilities such as information kiosk and boards were installed allowing visitors to identify the most significant flora and fauna that can be found in this nature reserve. Other recreation facilities that were created include bird observatories, viewing sites, paths and seats.
4. RESULT
Specific/measurable results, benefits	The wide variety of restoration measures of this programme has generated substantial environmental and social benefits in the area. Bramiana reservoir has evolved to one of the most important wetlands of Crete and a major new attraction for bird watchers. The construction floating platforms and artificial islets has led to the creation of new habitats. This has resulted in a considerable increase of water birds breeding and resting in the Bramiana reservoir. Furthermore, the establishment of native plant species has helped to prevent the encroachment of invasive species. Introducing new facilities and infrastructure of recreation around the reservoir, has offered an innovative and sustainable development of the area. This has helped to improve the lives of the residents and make the area more attractive for visitors and locals. Schools visits and bird festivals are organised in the Bramiana reservoir throughout the year. Since the completion of the programme, more than 3,000 students and 2,000 teachers and citizens have visited Bramiana following the educational actions of the Environmental Education Centre of Ierapetra & Neapolis.
Recognitions (e.g. awards)	QualityCoast Gold Award 2012-‘13
5. REFLECTION
Lessons learned	A critical factor for the success of the project is the permanent monitoring of the wetland status. It is important to monitor the changes in water level (especially after long periods of aridity) and see how they affect the biodiversity in the reservoir. It is also necessary to complete some unfinished interventions. The Municipality of Ierapetra should ensure the maintenance of all the facilities, such as information kiosks and boards, bird observatories, viewing sites, paths and seats. Actions to prevent human activities that may disturb life in the wetland are also required. For the success of the project it is essential to communicate the importance of the environmental value of the wetland, and to include the people from Ierapetra into the project making Bramiana accessible and attractive not only for tourists, but also for local residents. Educational actions already implemented at the site by the Environmental Education Centre of Ierapetra should continue in the future including more groups from the society as well as visitors interested in ecotouristic activities.
Challenges met	Other management plans, aiming to broaden the existing reservoir roles and functions, have been implemented in other basins of the island of Creta such as the reservoirs of Gergeri, Amourgelles-Arkalochori and Livada – Thrapsano.
Critical success factors	A “Good Practice Guide for the planning and management of small multiple objective water reservoirs” was published and it can be used by managers and users of the small-sized reservoirs in Crete, as well as in the rest of Greece and other sites in the Mediterranean region.1 The method of assessment of the small artificial and the natural wetlands that the project involved has already been transferred to an action of assessment for the small Aegean wetlands from WWF Greece.
6. MORE
web-references, documents	http://www.ierapetra.gr http://www.nhmc.uoc.gr/wetlands

Gozo’s Valleys (MT)

2024-02-02T17:01:28Z

Good Practice Innovation Sheet

Items	Description
1. WHO
Key people and organisations (initiator, leader, partners)	Malta Tourism Authority and the Gozo Tourism Association
	Coastal and Marine Union EUCC and Ministry for Gozo

Key Figures	Surface	Inhabitants	Tourism arrivals	Tourism nights
	67 Km²	31,296	125,580	848,851
2. WHY
Reason for taking the good practice action	The lack of natural water resource in the Maltese Islands is a critical factor and water has always been considered of strategic national importance. Freshwater availability is one of Gozo’s environmental problems in which all sectors including tourism are affected. Given this scenario, the Ministry for Gozo through the ecoGozo action plan is implementing a plan on the rehabilitation and cleaning of its valley basins: to attain a 2% reduction in the number of valley units that require intervention per year; to reduce the flow of large volumes of water flowing through valleys and the sea and thus reducing erosion of the coastline and sea water turbidity; to remove silt from dams in valleys, with a possibility of using such silt for agricultural purposes; to replenish soil material lost through erosion from the surrounding fields; to conserve the human aspect in terms of possible flooding problems especially when considering that the frequency of flash floods is increasing; to further protect the ecology of the various sites around the island including the diversity of habitats and to increase the potential of water storage which can be used for agricultural purposes; to improve and enhance the landscape to make it more attractive for tourists and the locals.
Issues and challenge	The flora and fauna found in these valleys is unique for each valley system, with a number of species of plants and animals inhabiting solely in such habitats due to their dependence on water. It was therefore of utmost importance to preserve these habitats in a good conservation status, attaining good quality water status, whilst retaining or enhancing the ability to store water for agricultural consumption. The balance between nature and human needs was a delicate issue, easily disrupted by the indiscriminate dumping of material within the valley beds and by the proliferation of alien species. Sometimes unforeseeable problems arose during the works but close discussions between the Ministry and the Malta Environment and Planning Authority enabled the restoration to be carried out in a sensitive manner.
3. HOW
Methods /steps / tools used (to develop the good practice)	In summer 2010, the Ministry for Gozo launched a plan aiming to rehabilitate valley basins as part of the ecoGozo plan. Over the past years, several valleys, including Wied tal-Għasri, Wied ta’ Marsalforn, Wied tal-Kapuċċini, Wied tar-Ramla and Wied ta’ Żejta, have been restored through removal of debris and other accumulated material in order to restore the original valley contours and increase the retention capacity of the valley basins. Material collected from these valleys was separated as inert material and scrap (such as metal, plastic, etc). Then, inert material was deposited in the Qortin Landfill as part of the landfill rehabilitation process. Given the ecological importance of these areas, works were carried out paying special attention to sensitive areas and those features that needed to be preserved such as rubble walls, trees and the seed bank to facilitate the re-establishment of endemic plant species. Weather was another challenge and accessibility into valley systems was sometimes hindered by adverse weather conditions. However to minimize this factor such cleaning is usually carried out in the summer months when the valley bed is at its driest.
4. RESULT
Specific/measurable results, benefits	The Gozo’s valleys rehabilitation programme has till now provided an additional storage capacity of 43 million litres of rainwater, thus increasing the water table recharge potential by percolation of such water through diverse rock strata.2 This initiative has increased freshwater availability for famers with adjacent agricultural land and also provided a boost for the existing flora and fauna in these valley systems. It is also assisting the agricultural community by providing a much needed water resource while at the same time safeguarding from further soil depletion and reducing abstraction of groundwater. Furthermore, the rehabilitation has also contributed to preserve and enhance Gozo’s landscape value and the rural environment on the island. This has favoured the lifestyle of its residents, and it has helped to promote sustainable tourism and the restoration and conservation of natural habitats. Now, the valleys offer visitors a new accessible recreational area. It is also being expected that through this exercise, the quality and quantity of the water table will be improved over the years.
Recognitions (e.g. awards)	QualityCoast Gold Award 2012-‘13
5. REFLECTION
Lessons learned	Cooperation and consultation with Local Authorities, farmers and other stakeholders were all key factors which contributed to the success of this initiative. Planning ahead is another key factor to ensure that works are carried out at the right timing.
Challenges met	In 2010, 4 water catchment areas in two valleys were restored. Another 7 water catchment areas were restored in 4 valleys during 2011. During 2012, studies on particularly sensitive valleys were undertaken and MEPA applications submitted in order to clean more valleys during the summer of 2013.
Critical success factors	The success of this programme convinced the administrations to continue this programme over the coming years.
6. MORE
web-references, documents	www.ecogozo.com

Gozo (MT)

2024-02-02T17:00:53Z

Good Practice Innovation Sheet

Items	Description
1. WHO
Key people and organisations (initiator, leader, partners)	Malta Tourism Authority and the Gozo Tourism Association
	Coastal and Marine Union EUCC, Ministry for Gozo, Għaqda Inħobbu l-Munxar u x-Xlendi and Ta’ Klula Foundation

Key Figures	Surface	Inhabitants	Tourism arrivals	Tourism nights
	67 Km²	31,396	125,580	848,851
2. WHY
Reason for taking the good practice action	Gozo boasts a strong cultural heritage and its population possesses a strong island identity which gives the island’s population a character which goes beyond mere demographic numbers or the size of the island. It has a large number of heritage sites (archaeological sites, fortifications, chapels, churches and museums amongst others) which are considered to be of outstanding natural, historical and cultural value to the island. The Ministry for Gozo, through its ecoGozo vision, has recognised that the culture, heritage and identity of the island of Gozo need to be safeguarded. Moreover, in the context of sustainable development, these need to be made to play a significant role in developing the islands’ potential further, and attract quality tourism to the island.
Issues and challenge	One of the biggest challenges facing heritage tourism is ensuring that the resources that attract visitors are not destroyed in the process, neither by the tourists nor by inappropriate development. Information gathering and research together with lack of human resources on the part of NGOs, were the main challenges of these heritage trails.
3. HOW
Methods /steps / tools used (to develop the good practice)	The EcoGozo Action Plan 2010-2012 has dedicated efforts towards the conservation of unique heritage sites of the island increasing its accessibility to the public. In line with the objectives of this plan, another two new heritage trails have been developed around the countryside of Santa Luċija and the cliff sides of Xlendi and Munxar. These initiatives have been promoted by two Gozitan associations (Għaqda Inħobbu l-Munxar u x-Xlendi and Ta’ Klula Foundation) with the financial assistance provided by the Ministry for Gozo through the Eco Gozo scheme for NGOs. With a length of about 6.5 km and 7.5 km, both heritage trails go along a number of streets, lanes, and countryside paths of these three localities, linking archaeological sites, historic public spaces, heritage buildings and natural landscapes in the coastal and rural environment. Two booklets (also available online)1 describing these circular trails have been designed to be used as a guide during these walks and have been distributed mainly in farmhouses, souvenier outlets, hotels and the Malta Tourism Authority. Besides photographs, maps and route descriptions, the book guide books also contain a rich array of information about the history and heritage of the area, local legends, and the main cultural, historical and natural assets that visitors can see on the routes. In addition, interactive kiosks and information panels have been installed in specific areas of importance in Munxar and Xlendi that provide information for tourists visiting these areas. Visitors can also picnic or take a rest in belveders and promenades along these heritage trails, which have recently been embelished by the respective Administrative Committees through the ecoGozo scheme for Local Councils and Administrative Committees.
4. RESULT
Specific/measurable results, benefits	Several groups of foreign visitors walking along these heritage trails have been witnessed by locals, all leaving positive comments. These trails were also very well received by the operators in the tourism industry. By promoting Santa Luċija and Munxar and Xlendi trails, visitors in Gozo are enabled to better appreciate the charm of these localities all year round and have an interactive experience rather than be presented with simple artefacts. These long-distance trails not only provide healthy recreation and physical activity opportunities for visitors but also a resource to experience and enjoy the history, heritage and folklore of the island as well as the natural landscapes in which they are located. Throughout these walks, Gozo offers a holistic and diverse experience to attract tourists interested in the Gozo’s local heritage. Therefore, these trails have helped to valorise the historic and cultural heritage of typical Gozitan villages and their surroundings and reduce seasonality in a sustainable manner. This initiative has proved to be an important tool especially for tourists to further market the uniqueness and distinctiveness of these rural areas in line with the Eco Gozo objectives.
Recognitions (e.g. awards)	QualityCoast Gold Award 2012-‘13
5. REFLECTION
Lessons learned	The past years have witnessed an increase in tourists who come to Gozo for walking and/or hiking. It appears that the contact with the local people along their walks, is what makes Gozo’s heritage trails special and successful.
Challenges met	The Ministry for Gozo is currently implementing a project aimed at setting up of a Heritage trail in Xagħra. This project which is in its final stages of implementation is part of an EU funded project under the European Agricultural Fund for Rural development bearing the title “Walks and Trails on Rural Gozo”. This project involves the identification and preparation of four new country walks and the upgrading of four existing ones. The Heritage Trail component includes the embellishment works on a number of heritage sites in Xaghra, the production of a guidebook and the reproduction of the guidebook’s content as an interactive presentation to be uploaded on 10 audio-visual information panels to be installed at various sites in Gozo
Critical success factors	Another heritage trail has been developed in Għarb, as part of the ERDF project entitled “Wied il-Mielaħ, towards an ecologically and culturally sensitive, sustainable tourism”. This whole regeneration project enabled Gharb to be awarded the 5th edition of the European Destinations of Excellence Award. Two other heritage trails are in process of being developed - one in Qala and one in Victoria.
6. MORE
web-references, documents	www.eco-gozo.com

Lagos (PT)

2018-11-16T11:38:50Z

Good Practice Innovation Sheet

Items	Description
1. WHO
Key people and organisations (initiator, leader, partners)	Portugal National Tourism; Algarve Tourism Association
	Coastal and Marine Union EUCC and Lagos City Hall (Câmara Municipal de Lagos)

Key Figures	Surface	Inhabitants	Tourism arrivals	Tourism nights
	213 km²	31,048	148,949	644,370
2. WHY
Reason for taking the good practice action	Lagos is one of the most visited tourist centres in the region of the Algarve and Portugal, and tourism represents the main economic activity in the municipality. The hotel industry, as an important component of the tourism sector, involves many activities that have adverse effects on the environment. The high level of resource utilization (energy, water, consumables) in hotel facilities required to meet the need of hotel guests, and the pollution generated (waste water, solid waste, air pollution, etc. ) by this sector, highlight the importance of hotels’ participation in environmental sustainable practices. Besides this, green consciousness has grown among tourists, who have a better appreciation for practices implemented in hotels. Therefore, in order to reduce the environmental impacts and respond to the recent increase in environmental awareness among tourists, several hotels in Lagos have demonstrated their corporate commitment to sustainability.
Issues and challenge	Implementing environmental sustainable practices in the hospitality sector presents several barriers such as the implementation costs and the labour-intensity of the process to become certified. In fact, the main challenge to implement this principles of sustainable tourism are the prevailing socio-economic and political conditions, which make it hard to find and develop a long term strategy. In addition, the introduction of such practices in tourist accommodations is sometimes seen a deterrent for guests by hotel owners, because they associate eco-friendly hotels to a detriment in the quality of services and products offered. Beside this, many business are unaware that by implementing an environmental strategy they not only make an important contribution to minimize negative impacts on the environment, but also obtain long term financial benefits.
3. HOW
Methods /steps / tools used (to develop the good practice)	In order to improve its environmental behavior, various hotels, hostels camping sites and golf courses in the municipality of Lagos have implemented voluntary environmental initiatives. Such initiatives are mainly focused on reducing water and energy consumption and waste generation. A good example is the Tivoli Hotel, which has been awarded with 100R® - Recycling 100% Guaranteed certification for its efforts in separating all the residues produced by the hotel for recycling. By introducing LED technology into the system, the 5-stars Hotel Cascade Resort aims to reduce its energy consumption by up to 9 times. There are also tourist accommodations adopting good environmental measures in terms of water saving such as the Golf Resort Boavista, which uses re-used water for golf course irrigation, and the hotel Vila Gale, which irrigate its gardens with re-used water from the pools and rainwater harvesting systems. The latter got a certificate of excellence given by the Tripadvisor site and it is working towards achieving the Green Key certification in the near future, as other hotels of the chain have received.
4. RESULT
Specific/measurable results, benefits	Investing in energy and water saving systems and in recycling programmes not only help hotels to reduce their operational cost and harmful environmental impacts, in terms of lower air pollutant and greenhouse gas emissions to the atmosphere, reduced volumes of waste and decreased use of natural resources and lower impacts on ecosystems, but also to increase the environmental awareness among travellers, thus helping to create more responsible tourists. It has also been demonstrated that environmental programs help to create motivating staff to work as a team to achieve a common goal.1 Furthermore, due to the voluntary character of adopting green practices, hotels get benefits from a definite marketing and competitive advantage over the other accommodation establishments. Sustainable Tourism minimizes damages to the environment, given the lower impact on natural resources, creating better quality service and commodities for tourists and generating equitable income and well-being for local communities and as many other stakeholders as possible (It benefits owners, employees and neighbours), raising also local awareness to environmental conservation, protecting local resources, and encouraging an appreciation of traditions and cultural heritage.
Recognitions (e.g. awards)	QualityCoast Gold Award 2012-‘13
5. REFLECTION
Lessons learned
Challenges met	There are, at state level, fiscal benefits to increase the use of equipment and devices that save energy. The municipality provide services of recollection of garbage, waste that are placed at a regional centre and, if possible, to a reutilization process. The waste and dirty waters, are also, submitted to a cleaning process.
Critical success factors	It is not the power of the municipal authorities to provide financial support to hotels and small tourist accommodations, but they gave them technical advice and information and enforce building and energy laws and regulations.
6. MORE
web-references, documents	www.cm-lagos.pt

Noordwijk (NL)

2018-11-16T11:38:50Z

Good Practice Innovation Sheet

Items	Description
1. WHO
Key people and organisations (initiator, leader, partners)	Coastal and Marine Union EUCC and Noordwijk Local Council


Key Figures	Surface	Inhabitants	Tourism arrivals	Tourism nights
	51.53 km2	24,363	N/A	N/A
2. WHY
Reason for taking the good practice action	Noordwijk is a very popular coastal town with a heavily built-up-sea-front. This tourist town, as the majority of the coastline of the Netherlands, lies below sea level, making the area particularly vulnerable to the impact of climate change and highly dependent on sea defences. In 2003, the Dutch government identified several specific spots (“weak links”) along their coasts that showed to have very low resistance to flooding. One of the most important weak links was located in Noordwijk, in a dune strip of about 125m where dunes were not wide enough to cope with extreme storm events due to climate change. It was therefore of utmost importance to strengthen this part of their coastline in order to protect the area from flooding in the event of sea-level rise.
Issues and challenge	The coastal reinforcement in Noordwijk was intensively debated, especially with respect to the height of the dunes and the length of the dune area. Different alternatives were proposed. The coastal reinforcement had to satisfy the needs and interests of different stakeholders (local and regional authority, business, residents, etc.). Initially a simple dyke was planned, but following consultation with stakeholders led to an adaptation of the original proposal: building a dyke into the dunes
3. HOW
Methods /steps / tools used (to develop the good practice)	In Autumn 2007 Noorwijk initiated strengthening its coast in collaboration with the Rijnland District Water Control Board, the Dutch government and the province of Zuid Holland. A seaward barrage, known as the “dike-in dune” approach, was constructed combining elements of both, hard and soft-engineering. This system involved building a dike at the original dune system identified as a weak link, and covering it with sand, thus creating new dunes. The new dunes were connected to the existing ones, heightened 5 m and broadened by 42 m towards the sea. Consequently a new beach was created. Sand was introduced on the beach and for 800 m out to sea to raise the coastline, helping to get a smooth transition to the beach. Through the new dune system, and parallel to the Queen Wilhelmina Boulevard, a new path was established.
4. RESULT
Specific/measurable results, benefits	This innovative strategy has provided an array of benefits. The “dike in dune” has demonstrated to be an effective approach to provide sufficient protection against flooding and at the same time preserve the ecological, aesthetic and recreational values of the area. The integration of the dike into the dunes has helped to maintain the natural beauty of the dune landscape and it has provided new opportunities for recreation such as the path created on the new dunes, which has become in an attractive site for tourists. Furthermore, this innovative solution has led to a less restrictive planning and building regulations, providing more room for the future coastal development of the municipality.
Recognitions (e.g. awards)	QualityCoast Gold Award 2012-‘13
5. REFLECTION
Lessons learned
Challenges met	The dike in dune construction is potentially transferable to other locations and it has served as an example for the tackling of other flood prone areas located along the North Sea coast. A total of ten weak links were identified in the Dutch coast and the aim is to reinforce them by 2015. Noordwijk’s coast was the first weak link to be strengthened.
Critical success factors	The involvement of the different stakeholders and entities during the decision-making and implementation processes was very positive. Their values and perspectives were considered and they had a strong influence for selecting the dike in dune solution.
6. MORE
web-references, documents	www.qualitycoast.info/?page_id=744

Lagos, (PT)

2018-11-16T11:38:50Z

Good Practice Innovation Sheet

Items

Description

1. WHO

Key people and organisations (initiator, leader, partners)

Portugal National Tourism; Algarve Tourism Association

Coastal and Marine Union EUCC and Lagos City Hall (Câmara Municipal de Lagos)

Key Figures

Surface

Inhabitants

Tourism arrivals

Tourism nights

213 km²

31,048

148,949

644,370

2. WHY

Reason for taking the good practice action

Lagos is one of the most visited municipalities in the region of the Algarve and Portugal. During summer months the municipality receives a considerable amount of tourists and seasonal residents attracted by beautiful beaches, natural landscape, gastronomy and cultural and historical heritage. Concerns have arisen about the negative impact that tourism development in Lagos may pose on the community culture and the local identity, through the extinction of local traditions and costumes, as well as the abandonment of some professions, such as fishing, which is already observable. Local traditions are an important way of preserving a community a community and its sustainability, therefore on of the main reasons that lead to the need of preservation of such habits. In order to maintain and preserve traditions and the character of the area and, at the same time, develop year round tourism to avoid the high concentration of tourists during the summer months, the Municipal Council has committed to develop and market cultural heritage tourism in Lagos.

Issues and challenge

Increasing competition between companies, cities and regions; Growing demands on the infrastructure (water supplies, public services), as well as the abandonment of some traditional professions and traditions. One of the challenges is that the reinforcement of education with respect to knowledge of tourism will promote the community resident’s tourism conscientious and environmental conception, so they will take part in the local development.

3. HOW

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

In an attempt to conserve and foster its local identity and uniqueness, the Municipality of Lagos organises and promotes diverse markets, fairs, festivals and cultural events. Many aspects of local tradition (cattle market, traditional food, crafts, etc.) are featured during the major fairs in Lagos. Festivals and cultural events are also organised throughout the whole year and they allow Lagos’ residents and local associations to participate and get involved in community development activities. Tourists can choose between a wide range of art and cultural activities around the year which offer them the opportunity to learn about the local customs and the history of the area. Local food is also an important part of Lagos’ culture. Restaurants in Lagos offer fresh fish menu along with traditional dishes. Furthermore, local products are promoted, such as the traditional sweet cakes “D. Rodrigo” and “Doce Fino”, which are planned to be certified shortly. In 2009, in line with its objectives, the municipality of Lagos became a member of the Slow Cities movement. With this initiative Lagos aims to preserve its traditions, improve the quality of life for residents and visitors, promote tranquillity, gastronomy, hospitality and respect for the local environment and history.

4. RESULT

Specific/measurable results, benefits

Lagos has demonstrated its ability to reconcile modern values and progression with respect for historical heritage, culture and local identity. The wide and rich variety of heritage sites, craft and gastronomic markets, local products and cultural and historical events has helped to underpin local identity and its unique character making the area more attractive for tourists. Local food also plays a central role in the overall tourist experience and destination's local distinctiveness. Encouraging and supporting the involvement of local residents in art and cultural events has helped building a strong sense of community and cohesiveness among community members which has ultimately enhanced the economic vitality of the area. Besides this aspects, is also important to include other benefits, such as: strengthen the local economy, promote resource protection, increase visitors expenditures, generates employment, preserve the unique character of the community, increase community pride, and awareness of community resources, which is important to the quality of life and well-being, as well as an important factor to attract visitors. The number of people visiting cultural establishments, registered and accounted in 2012 were 130,000. This reflects the importance that this type of experiences have for individual tourists, in complement with the sun and sea product. In consequence, the appreciation of Lagos as a cultural city, and the preservation of its local traditions and identity is undeniable, proved by the recognition of Lagos as one of the must go places in 2012, referenced by the website TRIPADVISOR.

Recognitions (e.g. awards)

QualityCoast Gold Award 2012-‘13

5. REFLECTION

Lessons learned

The involvement of the local community in cultural events is a key success factor for preserving the culture and the local identity of the destination. Encouraging residents to participate in such events helps to create a sense of belonging and unity that are essential in order to foster cultural heritage tourism and maintain authenticity. The critical success factor here is the importance of broadening the high season to attract tourists during the low season. Strategic planning, marketing, partnerships, product packaging, authenticity, play a key role in the success of Lagos as a tourism destiny of excellence.

Challenges met

Critical success factors

Diversification of local economy and preservation of a community unique character.

6. MORE

web-references, documents

www.cm-lagos.pt

Goedereede (NL)

2018-11-16T11:38:50Z

Good Practice Innovation Sheet


Items	Description
1. WHO
Key people and organisations (initiator, leader, partners)	Coastal and Marine Union EUCC and the Municipality of Goedereede


Key Figures	Surface	Inhabitants	Tourism arrivals	Tourism nights
	153.85 km2	11,408	N/A	2 million overnight stays per year (Goeree-Overflakkee island)
2. WHY
Reason for taking the good practice action	Goeree-Overflakkee receives a large number of tourists and holidaymakers during the summer months. Many tourists explore the island by car; however, this means of transport does not offer an optimal experience for those visitors interested in the island’s nature. A number of reserves in Goeree-Overflakkee cannot be reached by car or there is no provision for parking. Cars cause negative impacts on humans as well as environment, including greenhouse gas emissions, energy and metal consumption, noise and odor pollution, traffic congestion and parking difficulties and disturbance of flora and fauna. Consequently, Goeree-Overflakkee is looking for sustainable mobility solutions to introduce in the island. Goeree-Overflakkee has an extensive cycling network, facilities available for charging electric bikes and scooters. In addition, there are also special scooter routes through Goeree-Overflakkee and the neighboring islands of Schouwen-Duiveland and Voorne-Putten.
Issues and challenge	The main challenge was to create recreational possibilities in a new, innovative, sustainable and challenging way in order to attract visitors for longer stays. By creating alternative mobility options, people are able to visit certain attractions in a more sustainable way and fully enjoy the island experience. It was also a challenge to involve the social employment service of the municipality, a priority from a social point of view.
3. HOW
Methods /steps / tools used (to develop the good practice)	GO-Elektro is an initiative of Veero in cooperation with various parties, including the tourist information offices of Ouddorp aan Zee and South Holland Islands, and Webego. Launched in 2010, this initiative provides the opportunity to rent electric scooters on Goeree-Overflakkee. The project started with 20 e-scooters which were used on Goeree-Overflakkee. The two tourist offices managed them and the social employment service took responsibility for the delivery, storage and maintenance of the scooters. Since the scooters are electric, they do not cause any harmful effect on the environment while they are driven. The scooters can be driven out 50 to 60 kilometers and they can reach an speed of between 25 and 30 kilometers per hour. There are numerous rental locations in the island. This service has an immediate effect on the perception of the area by the visitors. Less car use means less noise, less pollution and an improved recreational experience.
4. RESULT
Specific/measurable results, benefits	At the Ouddorp aan Zee tourist office, the demand for electric scooters is very high and users have shown very positive reaction to the initiative. Its attractive design and the possibility to enjoy a new and fun experience encourage people to rent these electric vehicles. Tourists who arrive in the marinas make a frequent use of the scooters to explore the island or to visit a village.
Recognitions (e.g. awards)	QualityCoast Gold Award 2013 (Goedereede)
5. REFLECTION
Lessons learned	The electric scooters can be rented from the Tourist Office. The online booking system introduced in 2013 makes reservation management much more convenient and efficient. Upon reservation, the number, the date, and the pick-up location can be indicated.
Challenges met	In 2011 a number of improvements were introduced including the installation of fast chargers. The project was extended to 40 scooters, which were then rented to Voorne-Putten and Schouwen-Duiveland. There are also suppliers of electric scooters on Schouwen-Duiveland.
Critical success factors	Also in 2013 a service station provides a great improvement in terms of collecting and returning the scooters. Because scooters are technically sensitive, a service station has been created in a central location in order to reduce unnecessary traffic movements, and to speed up the solution of any technical problems.
6. MORE
web-references, documents	www.goeree-overflakkee.nl

Katwijk (NL)

2018-11-16T11:38:50Z

Good Practice Innovation Sheet

Items	Description
1. WHO
Key people and organisations (initiator, leader, partners)	Coastal and Marine Union EUCC and the Municipality of Katwijk


Key Figures	Surface	Inhabitants	Tourism arrivals	Tourism nights
	31.06 km2	62,688	N/A	N/A
2. WHY
Reason for taking the good practice action	Along much of the coast of the provinces of North and South Holland the sand dunes provide a buffer against flooding. However, several weak spots, which have very low resistance to flooding, have been identified along this part of the Dutch coast. One of the areas at risk is Katwijk. Although this resort has a secondary barrier behind the dunes, around 3,000 people who live between the two barriers are at high risk of being flooded. The flood defence in Katwijk does not meet the required safety level and it should be strengthened. Katwijk is a small seaside resort which offers a large variety of activities and amenities. In summer months the beaches of Katwijk get very crowded and the municipality organizes numerous events such as the fishing day, the Tourist Market, rescue demonstrations and the Flowerparade, which attract a large number of visitors. The limited number of parking spaces has also highlighted the need to create good parking facilities close to the beach and the shopping area.
Issues and challenge	The biggest challenge of this project lies in combining coastal protection with the construction of an underground car park under the dunes. This combination is unique in the Netherlands and it requires intensive cooperation between the authorities involved: the municipality, the Water Authority, the county and the country. In addition, the primary sea defence has to have sufficient height to protect the hinterland while at the same time allow the view from the boulevard. Different alternatives were proposed to reinforce this part of the coast. The construction of a dike into the dunes was selected as the best option for Katwijk. The parking garage shouldn’t have any influence on safety, and entries and exits should connect to dune passes and to the Bouldevard. The challenge for Katwijk when executing the project is to make sure that, also while building the dike, the dunes and the parking garage will remain open for both residents and visitors.
3. HOW
Methods /steps / tools used (to develop the good practice)	In order to provide a solution to the twin problems of parking space and safety from the sea to the village of Katwijk it was decided to build a dike into the dunes and integrate a parking structure in the area behind the new dike. This solution has been considered to be robust and durable in terms of coastal protection. In addition, this coastal defence system does not block views of the sea from the boulevard, and the underground car park allows more space for recreation and nature.
4. RESULT
Specific/measurable results, benefits	The relevant authorities have managed to create a win-win situation by using an integrated multifunctional approach to coastal development. This multifunctional flood-defence not only reduces the likelihood of flooding in Katwijk but it also confers many other benefits to the area. By constructing a car park under the dunes, people can place their vehicles close to the beach and the commercial area. They do not have to waste time in looking for a car park and they can leave their car into a safe place. This is a good solution to make more space available on the streets for nature and recreation, thus enhancing the quality of life of their residents, boosting local businesses and increasing the value of the city environment. This initiative contributes to make Katwijk not only a safer but also a more enjoyable and liveable place, while the unique character of Katwijk is preserved.
Recognitions (e.g. awards)	QualityCoast Bronze Award 2013
5. REFLECTION
Lessons learned	A significant contribution to the success of the project is the intensive and effective cooperation between the relevant authorities. From the very beginning of the project all stakeholders were fully involved to align their opinions, interests, concerns and priorities.
Challenges met	The combination of coastal reinforcement and the construction of a parking lot is an unique and innovative project. This concept can be transferred to other coastal towns.
Critical success factors
6. MORE
web-references, documents	www.katwijk.nl

Ameland (NL)

2024-02-03T10:02:58Z

Good Practice Innovation Sheet

Items	Description
1. WHO
Key people and organisations (initiator, leader, partners)	Coastal and Marine Union EUCC and the Municipality of Ameland


Key Figures	Surface	Inhabitants	Tourism arrivals	Tourism nights
	273.50 km2	3500	N/A	N/A
2. WHY
Reason for taking the good practice action	Ameland has been able to maintain much of its historic character and identity due in part to its geographical isolation. Like in other Wadden islands, tourism has become an important sector for the Ameland economy, and the island receives thousands of visitors every year interested in its rich cultural heritage. Investing in protecting and promoting its unique cultural traditions and historic sites provides an excellent opportunity to develop Ameland’s tourism in a sustainable way, diversify and improve the quality of the tourism offer and bring social-economic benefits to the region.
Issues and challenge	In Ameland, the traditional way of making mustard at the local windmill has been promoted as tourist attraction. Located in the village of Hollum, the Wheat and Mustard Mill 'De Verwachting' is a considered a valuable part of the cultural heritage of the island, which receives a great number of tourist every year. Tourists visiting the mill can learn about the mill-history of the island and attend one of the production process demonstrations that are regularly held by local volunteers who work in the mill. The demonstration is followed by a degustation of a wide range of mustards. Several types of mustard, jams, souvenirs, and flours are sold in the mill. In the basement, photos and brochures tell the story of the windmill, and the visitor center situated next to this historic site also provides information about this old tradition. The entry fee (3€ per person) is destined for the conservation and preservation of the mill.
3. HOW
Methods /steps / tools used (to develop the good practice)
4. RESULT
Specific/measurable results, benefits	The actions taken by municipality of Ameland around the wheat and mustard mill have contributed to revive and protect this ancient tradition and enhance the uniqueness and distinctiveness of the island. Every year, the mill attracts a great number of visitors. This initiative has demonstrated to be a positive and enriching experience to visitors that allow them to increase their awareness and interest in the local identity and cultural heritage of the area.
Recognitions (e.g. awards)	QualityCoast Gold Award 2013
5. REFLECTION
Lessons learned
Challenges met	This initiative is part of the “Malande Molens” project. The experience in Ameland can be used in other destinations as an example of how to diversify the tourist product and the same time preserve and foster the cultural heritage of a place.
Critical success factors	'De Verwachting' stands out from other mills in the island due to its traditional and singular function of producing mustard using wind energy. In addition, the active involvement of the volunteers and the financial assistance provided by the Service Rural Territory, the local authority and the foundation ’Amelander Musea en molens’ among others have been essential for the successful preservation of this historic site and unique tradition.
6. MORE
web-references, documents	www.qualitycoast.info/?page_id=722

Westvoorne (NL)

2024-02-05T07:39:59Z

Good Practice Innovation Sheet

Items	Description
1. WHO
Key people and organisations (initiator, leader, partners)	Coastal and Marine Union EUCC and the Municipality of Westvoorne
	Aan Zee restaurant

Key Figures	Surface	Inhabitants	Tourism arrivals	Tourism nights
	97.52 km2	14,145	N/A	N/A
2. WHY
Reason for taking the good practice action
Issues and challenge
3. HOW
Methods /steps / tools used (to develop the good practice)	Completed in 2011, the Aan Zee is an ecologically sustainable restaurant settled in a nature reserve amongst the dunes of Oostvoorne beach. The restaurant has been designed to be as energy efficient and sustainable as possible through an innovative design, the use of efficient lighting and appliances, solar and wind energy, natural air ventilation and even geothermal techniques for heating and cooling. Solar panels have been installed in the roof and visitors can climb to the top of its spiralling watchtower to enjoy the views. It also provides its own water supply and sewage disposal. This building was constructed with natural materials and an innovative design in order to ensure its harmonious integration into the dune landscape. Built in only four months, it can be easily dismantled and recycled. The restaurant provides information about the countryside of the area. The food served in this restaurant is prepared with ingredients supplied by local farmers and fishermen and cooked in wooden stoves.
4. RESULT
Specific/measurable results, benefits	The restaurant has become a unique selling point for Oostvoorne because of the unique design of the restaurant. It’s totally self-sustainable and this fact attracts tourists. Contacts with entrepreneurs in Oostvoorne have learned us that the number of visitors for the city, beach en dunes has increased since the opening of the restaurant.
Recognitions (e.g. awards)	QualityCoast Gold Award 2013. Several awards in the hospitality industry for its unique design and concept. For the specifics you can contact the restaurant.
5. REFLECTION
Lessons learned	Because of its unique concept it was difficult for the entrepreneur to get the necessary permits. The help of the municipality was essential for the success. Without it the permits would never have been giving out. The lesson for us is this: sometimes it is necessary to assist and help with an unique concept. The extra effort pays back when it is realised.
Challenges met
Critical success factors
6. MORE
web-references, documents	www.aanzeeoostvoorne.nl/, www.westvoorne.nl/

Schouwen-Duiveland (NL)

2018-11-16T11:38:50Z

Good Practice Innovation Sheet

Items	Description
1. WHO
Key people and organisations (initiator, leader, partners)	Coastal and Marine Union EUCC and the Municipality of Schouwen-Duiveland


Key Figures	Surface	Inhabitants	Tourism arrivals	Tourism nights
	488.94 km2	34,152	N/A	N/A
2. WHY
Reason for taking the good practice action	Schouwen-Duiveland is a popular destination which receives thousands of tourists and day trippers in the summer months mainly attracted by its beaches. A high proportion these visitors drive their private cars to the main seaside resorts, thus leading to traffic congestion and parking problems in villages, and negative environmental impacts in dune areas. This has deteriorated both, the quality of life of its residents and the holiday experience for recreational visitors. It has therefore become necessary to implement a sustainable mobility model which helps to solve this issue.
Issues and challenge
3. HOW
Methods /steps / tools used (to develop the good practice)	Concerned with these problems, the municipality has introduced an alternative transport service during the peak season (from May to September) aiming to reduce the use of private cars and improve the living environment. Tourists can park their cars free of charge at the Recreatietransferium park and ride (P+R), at the edge of Renesse, and be transferred for free to the beach and town by beach bus (with sand on the floor), cabriobus (without a roof) or covered wagon. There are also some hybrid mini-buses which ride on electricity when they are driven over the dunes. The Renesse transferium contains 900 parking spaces. There are also free buses that drive from the Transferium to camping sites and beach entrances and back again, so camping guests can also use these buses for free.
4. RESULT
Specific/measurable results, benefits	Since the beach shuttle service was established the number of people using this facility has increased considerably. This initiative has resulted to be highly appreciated among users. Annually between 250,000 and 400,000 visitors use this transport service. The introduction of this mobility option has helped to reduce the number of vehicles driving to the beach, improving the overall accessibility and the quality of life within the municipality. The transferium has contributed to decrease by 22% the parking pressure within the built-up area and by 36% at the beach.(Source: Hans Zuiver (2012) Park and Ride Renesse, The Netherlands. ELTIS-The urban Mobility Portal. Retrieved on May 24, 2013 from http://www.eltis.org/index.php?id=13&study_id=3654)
Recognitions (e.g. awards)	QualityCoast Gold Award 2013
5. REFLECTION
Lessons learned	The active involvement of all the interested parties and the promotion and marketing of this service were also crucial to the success of this initiative. Implementing other measures such as reducing the number of parking places in the village and establishing car-free zones have also been determinant to persuade visitors to use these buses to travel to the centre and the beach of Renesse rather than using their own car.
Challenges met
Critical success factors	Many factors have contributed to the success of the transferium, including the free service offered, its ease and comfort, and the quality of transport service in terms of speed and frequency. In addition, adapting the buses for tourists by, for example, removing the roof or putting sand on the floor has led users to consider these vehicles not only as an alternative transport option but also an attraction in itself.
6. MORE
web-references, documents	www.qualitycoast.info/?page_id=746

Migliarino San Rossore (IT)

2018-11-16T11:38:50Z

Good Practice Innovation Sheet

Items	Description
1. WHO
Key people and organisations (initiator, leader, partners)	Coastal and Marine Union EUCC and Ente Parco Regionale Migliarino San Rossore Massaciuccoli (Park MSRM Authority)


Key Figures	Surface	Inhabitants	Tourism arrivals	Tourism nights
	324 Km2	4,600	N/A	N/A
2. WHY
Reason for taking the good practice action	1. The coastal sand dunes of Torre del Lago, in the Migliarino San Rossore Massaciuccoli Regional Park, are considered important both ecologically and recreationally. They constitute an important habitat for pioneer vegetation, endemic species and specialised fauna, and they play an important role in protecting the inland ecosystems of the Regional Park, since they connect the coastal bands to the forest of Selva Pisana, a Special Protection Area. In the last years, the encroachment of invasive plant species and the erosion caused by tourism are threatening the biological and ecological functions and values of these habitats. Therefore, dune protection and conservation have become a major concern for the local authorities that manage the park. The high influx of people visiting the park is leading to habitat loss and degradation, thus controlling tourist pressure on the dunes constitutes the main priority to decrease the negative impacts posed to these ecosystems. 2. Nowadays, protected natural areas are one of the most popular visitor attractions in tourist destinations. However, while most of the people can fully enjoy the natural settings offered by the destinations where they holiday, people with disabilities are usually faced with barriers that exclude them from visiting such places. As the majority of natural areas, the Regional Park Migliarino San Rossore Massaciuccoli had a limited accessibility for people with a disability. Making the natural resources accessible to all and adapt them to people’s different needs, was seen as a priority challenge in the park which will ultimately have a positive impact on the social and economic development of the area.
Issues and challenge	1. One of the major challenges when implementing measures aiming to reduce visitors’ pressure on these sites is to make tourists understand the benefits of a regulated access for the preservation of the natural environment. Information is essential in order to show them how they can behave in a responsible manner to develop a more sustainable tourism. 2. There were cultural resistances to the realization of the paths in wood in the early years due to hunting and dune free ranging people. Now, tourist questionnaires revealed a greater appreciation of visit experience and a greater understanding of the sensitivity of the environment. One of the biggest challenges faced by the park was make those places of particular naturalistic value accessible for people with disabilities without compromising the natural environment or altering the experience for other visitors.
3. HOW
Methods /steps / tools used (to develop the good practice)	1. Due to the high vulnerability of the coastal dunes and the wetlands of the back-dune habitats in the regional Park, several conservation actions were implemented as part of the „DUNETOSCA“ project, a LIFE-Nature project carried out in 2005 by the Park and Reserve Authority. In order to prevent the area from uncontrolled antrhropization, a hundred of unauthorized paths were closed and 19 wooden platforms and walkways fences were fitted on the dunes over about 4 ha. Leaflets, information panels and a website on the dune coastal ecosystem were produced aiming to increase visitors’ awareness and understanding of the importance of the protection of dune coastal habitats. Works were also undertaken aiming to prevent the spread of exotic plant species such as Yucca gloriosa and Amorpha fruticosa and to reintroduce autochthonous species. In addition, two buildings which host a significant reproductive colony of bats in Tuscany were restored, and monitoring equipment was fitted to broaden the understanding of these threatened species of Community interest. 2. Over the last years, the Migliarino San Rossore Massaciuccoli Park Authority has been committed to improve its visiting facilities ensuring that the park’s natural resources were accessible to all citizens and visitors. In 2003, and coinciding with the “Year of People with Disability” declared by the European Union, the Administration of the Park launched a programme that included a series of interventions aiming to improve the accessibility and service for handicapped. Several paths were adapted or especially designed for people with mental or physical disabilities, such as the “Chiuso di Capomadria” or “Natural Reserve of Lecciona”, the “Dunes of the Old Dead River”, the “Sabrina Bulleri” didactic paths, the “Chiarone Natural Reserve palafitte path” and other 26 wooden paths that cross the dunes. The “Sabrina Bulleri” has flat paths, wooden handrails and information boards for those with vision and hearing impairment. Parking lots, picnic tables, toilets, restrooms and a ramped animal observatory are also available for the disabled. In addition, the “Piaggerta” structure, within the park, organises social and environmental activities for this group of people. Other support structures such as museums (e.g. Museum of the Marsh Ecology), didactic centres and botanical gardens have also been adjusted, and all beaches have special facilities and provide access to all visitors. The park offers guided tours for the disabled and special needs visitors and transport means to move around the park such as a little train and horse drawn carriages
4. RESULT
Specific/measurable results, benefits	1. The measures undertaken have led to the improvement of about 80 ha of coastal ecosystems in northern Tuscany. Native flora and fauna has recolonized the dunes and wetlands and two new habitats have been discovered and included in the Habitat Directive. The measures aiming to regulate the access in the Park have helped to reconcile tourism recreation with nature conservation. Now, people visiting the park have a number of designated walkways over the dunes and access paths to the beach that allow them to fully enjoy the area without compromising the ecological functions and values of the dune system. This has helped to manage and develop tourism in a more sustainable way. 2. The park is now easily accessible for all. The group of actions taken to increase the accessibility in the park has contributed to attract new audiences and improve the quality of experience not only for people with special needs but also for their traveling companions, parents traveling with children, elderly people and people with temporary or health-related impairments. The didactic paths created provide a multi-sensory experience for people with disabilities. They have now the opportunity to have a direct contact with nature and better explore and enjoy the natural features of the park. Visitors can "walk on water" in a swamp or admire dune environments, the Liguria sea islands and the coast from a height of 10 metres on about 9 km of easily and accessible wooden trails.
Recognitions (e.g. awards)	QualityCoast Gold Award 2012-‘13 MAB Unesco Biosphere Reserve “Selva Pisana” since 2004; European Diploma of Protected Areas since 2005; 4 Natura 2000 sites (+ one proposed in sea in 2012); Panda d'Oro - WWF Award for best nature protection project in 2010.
5. REFLECTION
Lessons learned	2. - Recognise different access needs of disabled people when planning and implementing actions and measures. - Spend time getting to know the disability community. - Provide clear and accessible information about the facilities and services for handicapped offered by the Park.
Challenges met
Critical success factors	1. Every action implemented helped to increase the understanding of the ecosystem dynamics and the most significant factors that contribute to the habitats’ recovery. These measures contributed to provide additional information and a continuous improvement of the ecological restoration techniques. This is the case for the techniques used to remove invasive species and re-establish native plants, and the electronic techniques used to monitor the bat population. Monitoring programmes are also decisive to study the effectiveness of this management measures. 2. Over-trampling, erosion and invasive species are the main threats of Mediterranean dune areas. The measures taken in the Migliarino San Rossore Massaciuccoli Park can be applied to other dune areas. Accessibility improvements were made at the same time than other nature conservation activities and improvements on the perceptual quality of the visitors. The success reached has led to develop supporting tools for disabled visitors that will be introduced in the park in the near future. They include a comprehensive system based around the use of palmtop and tablet computers equipped with GPS localization devices to describe the places visited, and the creation of a multimedia interactive guide.
6. MORE
web-references, documents	www.parcosanrossore.org/en/intro, www.ampsecchedellameloria.it/

Fuerteventura (ES)

2018-11-16T11:38:50Z

Good Practice Innovation Sheet

Items	Description
1. WHO
Key people and organisations (initiator, leader, partners)	Coastal and Marine Union EUCC and Cabildo de Fuerteventura (The Fuerteventura Inter-Island Council)


Key Figures	Surface	Inhabitants	Tourism arrivals	Tourism nights
	1660 km2	75,000	N/A	N/A
2. WHY
Reason for taking the good practice action	1. Fuerteventura is one of the best tourism destinations in the world for observing the stars. The island has a large number of dark areas completely free of artificial light pollution, protected by a buffer zone which avoids the negative effects of air and light pollution reaching these dark areas. Excess light not only compromises the opportunity to contemplate the firmament at night, but it also disrupts the natural environment, wastes energy, and has the potential to cause health problems. In order to preserve and recover the quality of its skies, Fuerteventura is working towards achieving UNESCO Starlight Reserve status. This initiative aims to conserve the natural environment, revalorise the cultural heritage associated to the astronomic observation and improve the quality of life of its residents. 2. Declare a Biosphere reserve in 2009, Fuerteventura is home to an outstanding diversity of ecosystems and a wide variety of marine species. Several historic records have confirmed the presence of nesting loggerhead turtles on Fuerteventura’s beaches. However, man-made threats such as water pollution, industrial fishing, collisions with ships and boats and particularly the destruction of their natural breeding sites due to the demographic growth and the necessities of the tourism industry made them disappear from the Canary Islands. In order to re-establish a turtle population on the beaches of the Island, Fuerteventura is carrying out a programme to reintroduce the loggerhead sea turtle and protect their natural habitats. This initiative also aims to promote conservation tourism which makes a positive contribution to the continuing survival of these threatened animals.
Issues and challenge
3. HOW
Methods /steps / tools used (to develop the good practice)	1. In 2008, the Fuerteventura Island Government adopted the Declaration in Defence of the Night Sky and the Right to Starlight in order to protect the quality of the night sky in the island. The efforts made by the Government of Fuerteventura in this regard have led the island to be included in the UNESCO Starlight Reserve concept. The tourism sector in the island has already started to develop astronomy and nightscape-based tourism products in order to give visitors the opportunity to observe the stars and the cosmos through the unspoiled skies of Fuerteventura. Hotels and tour operators provide a variety of activities including star observations with the use of the telescope, astronomy courses and astrophotography workshops. In addition, in the astronomic observatory of Tefia, inaugurated in 2005, a number of events are also organised during the year for those who are interested in stargazing observation. 2. Since 2006, Fuerteventura is carrying out a project called “Proyecto Tortuga” aiming to establish again a loggerhead turtle population on the beaches of the Canaries. The beach of Cofete, in the island of Fuerteventura, was selected as ideal site to develop this programme. Turtle eggs are brought from Cape Verde islands and are placed in artificial nests on the west coast beach of Cofete until they hatch. Then, the hatchings are transferred to tanks at the “Sodade” turtle nursery, located in Morro Jable (Jandia), until they are big enough to survive. Throughout the summer and autumn months visitors have the opportunity to participate in the release of the baby turtles into the sea. In addition, loggerhead sea turtles that are found injured near the coast during the year are also cared for. Travel agents and beachfront hotels in sea turtle nesting areas are also involve in this initiative. They inform guests about the sea turtle reintroduction programme and provide relevant information about their conservation and protection (e.g. how to act if a sea turtle is encountered in tourist areas, the national laws protecting turtles, etc.) Therefore, visitors can participate actively helping to protect these endangered species.
4. RESULT
Specific/measurable results, benefits	1. The Starlight Reserve concept has created new ways for a sustainable and creative tourism in Fuerteventura. Offering attractive activities that combine science and night sky observation has improved the quality of tourist experiences. Visitors and residents can enjoy clear and unpolluted night sky, an important part of the natural heritage of Fuerteventura. This initiative is also an effective way to make an efficient use of energy, limiting the negative effects on climate change and thus, improving the quality of life of the residents. By reducing light pollution and protecting the natural night sky the island has contributed to preserve the ecological integrity of natural environments and enhance the value of its natural resources. 2. Since 2006, this initiative has enabled to release into nature more than X specimens. This initiative has demonstrated that the tourism sector has the capacity to play a central role in the conservation of sea turtles in Fuerteventura. With this unique experience visitors and residents can feel in connection with nature and experience the joy of interacting with these species. Turtle-based tourism is an effective way to raise their awareness and inspire them to take a more active participation in protecting these species. In addition, such tourism contributes to foster social, economic and political support for the conservation of sea turtles.
Recognitions (e.g. awards)	QualityCoast Gold Award 2012-‘13
5. REFLECTION
Lessons learned	1. The involvement of the different municipalities and business in Fuerteventura is an important key factor for the successful development of this initiative. 2. Cofete beach provides a suitable nesting habitat for loggerhead turtles in Fuerteventura and therefore an appropriate management control of the beach has demonstrated to be an essential factor in order to protect these species. Furthermore, the existence of a turtle nursery is crucial to ensure a high rate of survival for young turtles, since it avoid the hazards that threaten them during their first life stages, when they are more vulnerable.
Challenges met	1. The Starlight Reserve distinction has been applied to others natural reserves located in Italy, Chile, New Zealand and China. This initiative aims to gradually create a network of tourism destinations holding a certificate that guarantees high-quality night sky. 2. The Fuerteventura experience can be used and applied in other destinations with sandy beaches with controlled tourism, within the distribution range of the sea turtle populations.
Critical success factors
6. MORE
web-references, documents	www.qualitycoast.info/?page_id=332, http://gestion.cabildofuer.es/fuerteventurabiosfera/

Paphos (CY)

2018-11-16T11:38:50Z

Good Practice Innovation Sheet

Items	Description
1. WHO
Key people and organisations (initiator, leader, partners)	Coastal and Marine Union EUCC and Cyprus Government


Key Figures	Surface	Inhabitants	Tourism arrivals	Tourism nights
	1,393 km²	88,276	N/A	N/A
2. WHY
Reason for taking the good practice action	The hospitality sector contributes greatly to the generation of waste. While in residential areas of Cyprus 468kg of solid waste is produced per person on average per year, this number is more than one third higher in tourist areas, and estimated 680kg. In addition, the limited number of recycling facilities contributed to more than 85% of the solid waste generated on the island is disposed of in landfills. Besides this, as consumers become increasingly concerned about environmental issues, they demand more sustainable and responsible businesses when planning their holidays. For these reasons, in Paphos, where tourism constitutes the main economic activity, reducing the environmental impacts of waste has become an important issue to be considered by the hospitality sector in order to improve their sustainability performance and gain competitive advantage.
Issues and challenge	Engaging hotels to adopt sustainable practices and obtaining monitoring data was proved to be the biggest challenges. Initially it was expected that 50 hotels would join the programme, but at the end only 28 did participate. Of them, 7 hotels did not provide sufficient data to be included in the final analysis. One of the common obstacles to implement an environmental strategy was convincing hoteliers that the practices taken would not affect negatively on their guests’ holiday experience.
3. HOW
Methods /steps / tools used (to develop the good practice)	A campaign to reduce the use of plastic items in Paphos was launched by Thomas Cook in collaboration with the Travel Foundation and the Cyprus Sustainable Tourism Initiative. In 2010, three hotels and five self-catering properties in Paphos District participated in this initiative. The success of the initiative led to a large number of hotels agreeing in to participate in 2011. During 2010 summer seasons, 4500 reusable cloth bags were produced and distributed to costumers aiming to reduce the use of plastic bags. To promote the initiative those who used the bags when shopping had the opportunity to enter into a price draw to win a voucher for GBP 200 off their next holidays. As part of a new plastic waste reduction strategy several actions were implemented by hotels. These included, among others, using durable cups for water, replacing bottled water with drinking water dispensers, providing straws only when requested from costumers, using refillable dispensers for soap and shampoos, use of bin liners only in bathrooms, changing plastic liners only when soiled, purchasing cleaning materials in bulk and collecting garden waste in trolleys instead of plastic liners. Hotel employees were trained from housekeeping, maintenance and front office to reduce the use of plastic items, and circulate letters were sent to each guest and special notice board and signs in strategic areas were created to inform customers about the actions that were taken to reduce the amount of plastic used in the resort and encourage them to support the strategy. A project-coordinator was established in order to encourage hotels managers to take part in the this programme, identify the most appropriate practices, provide training to hotel staff and collect and analyse the data and customer surveys obtained from the hotels.
4. RESULT
Specific/measurable results, benefits	This initiative demonstrate that it is possible to reduce considerably the use of plastic and generate substantial financial saving by implementing low cost and simple waste management actions. In the 2011 season, such measures contributed to reduce the total number of plastic items used in hotels by 19%, achieving a total cost saving of 31.00€. It was estimated that by distributing re-usable bags in self-catering properties, 41,000 plastic supermarket bags were saved from ending up in landfill sites. Besides reducing waste and saving money, these practices had a very positive effect on staff and guests, raising their awareness and commitment with respect to the reduction of plastic. Customer questionnaires reflected that this initiative had a positive impact on their holiday experience and was an effective marketing tool for the participating hotels and the destinations.
Recognitions (e.g. awards)	QualityCoast Gold Award 2012-‘13
5. REFLECTION
Lessons learned	One of the main difficulties was obtaining data from the participating hotels in order to undertake the final analysis. Having a project coordinator was crucial for ensuring the active engagement of the establishments’ managers. This initiative proved to be very successful thanks to the strong commitment of the hotel managers in implementing plastic reduction practices and the training undertook with all departments.
Challenges met	This initiative can be replicated in any destination. The success achieved has led some of the participating hotels to include further actions to reduce waste besides plastic items. The Travel Foundation has also developed other programmes aiming to reduce the consumption of water and energy in the hotel industry of the island. This independent charity in collaboration with the Cyprus Tourism Organisation and the Cyprus Sustainable Tourism Initiative has recently created an environmental guideline for meeting the Cyprus Tourism Organisation minimum standards for sustainability in hotel establishments.
Critical success factors
6. MORE
web-references, documents	www.qualitycoast.info/?page_id=669

Biosphere Bus (DE)

2018-11-16T11:38:50Z

Good Practice Innovation Sheet

Item	Description
1. WHO
Key people and organisations (initiator, leader, partners)	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


Key Figures	Surface	Inhabitants	Tourism arrivals	Tourism nights
	418,52 sq. km	143.979	110.250	396.004
2. WHY
Reason for taking the good practice action	The "Saarpfalz-Kreis" as the most important organisation 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 here the line 501, the biosphere bus on the central pivot through the reserve.
Issues and challenge	The longest bus route of the Saarland with about 54 km across the UNESCO biosphere reserve to detect ridership
3. HOW
Methods /steps / tools used (to develop the good practice)	to ensure financing to create a timetable public relations at 15th December 2013 the line 501 became the biosphere coach the numer goes every hour , every day including the weekend, all the year
4. RESULT
Specific/measurable results, benefits	Nomination for the award "Fahrtziel Natur" counting of the passengers: they had determine a stronger and a weaker ulilization
Recognitions (e.g. awards)	Nomination for the award "Fahrtziel Natur"
5. REFLECTION
Lessons learned	quality checks, commitment
Challenges met	quality checks in puntuality, counting of the passengers, appearance of the driver, signposting
Critical success factors	With bad passenger figures or missing positve development the danger of an offer reduction exists in the medium-term.
6. MORE
web-references, documents	www.biosphaere-bliesgau.eu/index.php/de/aktuelles/presse-2011/528-pm-03-06-14-bus

A to B: Ljubljana App (SI)

2024-02-02T16:50:57Z

Application A to B: Ljubljana

*Items*	*Description*
*1. WHO*
Key people and organisations (initiator, leader, partners)	Producer: Regional Development Agency of the Ljubljana Urban Region (RRA LUR) Project manager for RRA LUR: Tina Pezdirc Nograšek, MA
	The concept for the mobile application was produced as part of the camp Designing an agenda, or, how to avoid solving problems that aren’t’ creative in April 2013. Authors of the concept: Sabina Bakula, Urška Kadunc, Urša Kisovec, Anja Kozlan, Sebastian Žetko Mentors: Petra Černe Oven, PhD and Barbara Predan, PhD (Pekinpah) Organisers: RRA LUR and Pekinpah Association Design of mobile application: Sebastian Žetko Development and upgrade of mobile application: Guerrilla Code (Luka Penger and Matej Bukovinski)
Key Figures (Ljubljana Urban Region)	Surface	Inhabitants	Tourism arrivals	Tourism nights
	2,555 km²	542,447	521,294	995,472
*2. WHY*
Reason for taking the good practice action	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 same time preserves the close proximity of nature and cultural goods to 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) 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.
Issues and challenge	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*
Methods /steps / tools used (to develop the good practice)	- conceptual design of the mobile app was developed at a creative camp - the result received positive feedback from both professionals and general audience - RRA LUR liked the idea and adopted it for implementation - cooperation with app developers and designers - test version of the app in 2013, final version launched in 2014
*4. RESULT*
Specific/measurable results, benefits	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
Recognitions (e.g. awards)	Brumen Award 2013 in category Web and mobile applications at the 6. Biennial of Slovene Visual Communications.
*5. REFLECTION*
Lessons learned	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 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.
Challenges met	/
Critical success factors	interdisciplinary approach and creative thinking
*6. MORE*
web-references, documents	'A do B: Ljubljana': http://atob.si/ Facebook: https://www.facebook.com/atobljubljana?ref=stream

Balbius Travel (TR)

2024-02-02T16:54:00Z


*Items*	*Description*
*1. WHO*
Key people and organisations (initiator, leader, partners)	Company: Balbius Travel
	Initiator & leader : Huseyin Z. Usta
Key Figures (Turkey)	Surface	Inhabitants	Tourism arrivals	Tourism nights
	783,562	75.6	Turkish: 15.7 foreign: 20.5 Total : 36.2	Turkish: 30.3 foreign: 90.8 Total :121.1
*2. WHY*
Reason for taking the good practice action	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	● 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 some shores, rivers and lakes.
*3. HOW*
Methods /steps / tools used (to develop the good practice)	● Be instructive to service providers such as drivers, hotel managers, etc. in the use of their vehicles, properties for a healtier environment. ● Plan activities, environmentally friendly, introductory for local culture and history and contributory to local economies. ● Use snug 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*
Specific/measurable results, benefits	The facilities that accommodate eco tourism are slowly increasing in Turkey. This is a result of the demands coming from domestic and foreign travellers and travel companies that offer these facilities.
Recognitions (e.g. awards)	Balbius Travel is operating family trips of Thomson family Adventures in Turkey and one of these trips - Smithsonian Family Adventure to Turkey - was named “50 Tours of a Lifetime” by National Geographic Traveller Magazine in 2013. The family trips are part of our eco-tourism activities.
*5. REFLECTION*
Lessons learned	Service providers can only be brought to a desired level if they are convinced that they can also earn the same or even more without ruining their environment.
Challenges met	Even if our impact on the service providers is little, we see some promising results from our efforts in environmental matters.
Critical success factors	Education is primarily important to increase environmental awareness and gain aesthetic values. Unless public pressure is put into effect, politicians do not spare time and effort to formulate proper regulations and control mechanism.
*6. MORE*
web-references, documents	http://www.balbiustravel.com

Bohinj International Wildflower Festival (SI)

2024-02-02T16:55:12Z

Good Practice Innovation Sheet - Bohinj International Wild Flower Festival

*Items*	*Description*
*1. WHO*
Key people and organisations (initiator, leader, partners)	organizer: Bohinj Tourist Board
	co-organizer: Triglav National Park
	partners: Municipality of Bohinj, Bohinj Tourist Association, local hotels and businesses, government agencies, international advisors, Slovene Tourism Board
Key Figures (Municipality of Bohinj)	Surface	Inhabitants	Tourism arrivals	Tourism nights
	333,7 km²	5,277	138.724	398.053
*2. WHY*
Reason for taking the good practice action	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 product linked to the outstanding environmental assets (nature, landscapes and culture) of the area.
Issues and challenge	- to reduce seasonality - to promote local culture and heritage - to raise awareness about Bohinj's unique nature and habitats, as 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 provide legacy for the future - to build bridges with other organizations nationally and internationally
*3. HOW*
Methods /steps / tools used (to develop the good practice)	Scottish experience with similar forms of tourism. An idea is born Presentation to the local community Consultation with the experts (national park, etc) Idea is accepted Community cohesion (village consultation with local, village meetings to explain proposal and ask them to collaborate) Nature guides training (organising a training course for the guides) Create organising framework, prepare marketing materials Organising first festival
*4. RESULT*
Specific/measurable results, benefits	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
Recognitions (e.g. awards)	Finalist Sejalec 2011 - award for most innovative tourism achievements in Slovenia 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*
Lessons learned	/
Challenges met	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 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.
Critical success factors	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 (as main organisers of the Festival) makes every effort to make sure no local group is 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.
*6. MORE*
web-references, documents	http://www.bohinj.si/alpskocvetje/eng/index.php http://wildflowereurope.org/

Bohinj Park Eco Hotel (SI)

2021-04-22T06:03:04Z

Good Practice Innovation Sheet

*Items*	*Description*
*1. WHO*
Key people and organisations (initiator, leader, partners)	Company: MPM Engineering d.o.o., owner Mr. Boštjan Čokl
	Facilities: Bohinj Park ECO Hotel & Aquapark Bohinj, General Manager Mr. Anže Čokl
	1st Ecological Hotel built in 2009, involving European Union funding
Key Figures (Bohinj Municipality)	Surface	Inhabitants	Tourism arrivals	Tourism nights
	333,7 km²	5,277	138.724	398.053
*2. WHY*
Reason for taking the good practice action	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, bureocratic obstacles, bigger starting investments) - Sustainable management including hiring local people (even when uneducated, then investing into their knowledge and expertese, improving standards) - Uniting the concept of Luxury with environmentally friendly behaviour - Bringing (more) guests to an industrially undeveloped region (facing challenges involving destination management, trafficing, regional co-working)
*3. HOW*
Methods /steps / tools used (to develop the good practice)	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 surveilance, 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*
Specific/measurable results, benefits	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 bringe 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.
Recognitions (e.g. awards)	Green Travel Maps: Bohinj Park Eco Hotel - Green Globe certified 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), 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 non-UK 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*
Lessons learned	The greatest obstacle for innovators in Slovenia is the bureaucracy system which is a stop sign for foreign investors. It takes a lot of persistence and knowledge to see (even the best and most beautifully constructed) projects through.
Challenges met	We have successfully adressed all the previously stated challenges (though in some aspect most of them present constant struggles and are a neverending process). New horizons brought the opportunity to expand the ECO Hotel and create the biggest Slovenian ecological Ski 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 self-sufficient mountain restaurant, are bound to be finished within the upcoming years.
Critical success factors	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 brough us not only lower monthly bills (which enables us to invest into new projects and 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).
*6. MORE*
web-references, documents	Company websites: www.bohinj-park-hotel.si www.2864.si European comission chose Bohinj Park ECO Hotel as best practice example, they have recorded the following informational video: http://www.youtube.com/watch?v=JeNfrk8qvF4 Some recent international publications: A world you like with a climate you like campaign including Bohinj Park ECO Hotel: http://ec.europa.eu/clima/publications/docs/campaign_mobile.pdf Article in Revolve magazine mentioning our actions: http://www.revolve-magazine.com/home/2013/11/26/a-world-you-like-part-2-of-5/ Tripadvisor: ranking, Travellers choice 2014 winner http://www.tripadvisor.com/Hotel_Review-g815572-d1223113-Reviews-Bohinj_Park_ECO_Hotel-Bohinjska_Bistrica_Upper_Carniola_Region.html Responsible tourism Awards: http://www.kongres-magazine.eu/2012/11/bohinj-park-eco-hotel-received-higly-commended-in-the-category-best-accommodation-for-the-environment/ Sejalec Award http://www.slovenia.info/en/sejalec-nagrada-za-inovativne-dosezke/Eco-Hotel-Bohinj-Park.htm?sejalec_nagrada_za_inovativne_dosezke=6162&lng=2 Three awards Tripadvisor: http://www.seebtm.com/en/three-awards-for-bohinj-park-eco-hotel/ 2012: Responsible Tourism Award for Bohinj Park ECO Hotel http://www.responsibletravel.com/awards/winners/2012.htm Adriaan Bridge early Review: http://www.telegraph.co.uk/travel/destinations/europe/slovenia/8639516/Bohinj-Park-Eco-Hotel-Slovenia-review.html Certificate of Excellence 2013: http://www.kongres-magazine.eu/2013/06/eco-hotel-bohinj-received-certificate-of-excellence-and-hosted-the-president-of-republic-slovenia/ About the 2864 Brand: http://www.kongres-magazine.eu/2011/11/the-story-behind-2864/ http://www.slovenia.info/?news_items=608&lng=2 Future Ski resort, mention: http://www.seebtm.com/en/new-ski-resort-2864-bohinj-slovenia/ https://www.thinkslovenia.com/ski-slovenia-vogel-kobla.php

Centre of Culinary Arts - Taste Slovenia (SI)

2024-02-02T16:56:36Z

Centre of Culinary Arts – Taste Slovenia

*Items*	*Description*
*1. WHO*
Key people and organisations (initiator, leader, partners)	Kulinarično središče - Okusiti Slovenijo / Centre of Culinary Arts – Taste Slovenia
	Jezeršek gostinstvo Ltd, Restaurant Dvor Jezeršek
	Mr Franc Jezeršek, Founder; Mr Martin Jezeršek, Managing director
Key Figures (, Cerklje na GorenjskemSlovenia)	Surface	Inhabitants	Tourism arrivals	Tourism nights
	78 km²	7,356	28,417	52,771
*2. WHY*
Reason for taking the good practice action	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 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.
Issues and challenge	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*
Methods /steps / tools used (to develop the good practice)	"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*
Specific/measurable results, benefits	'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.
Recognitions (e.g. awards)	Sejalec 2008: national award for innovation
*5. REFLECTION*
Lessons learned	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.
Challenges met	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 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.
Critical success factors	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 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.
*6. MORE*
web-references, documents	www.jezersek.si, Taste Slovenia

Fonda - Green visit to the sea bass and mussels (SI)

2024-02-02T16:58:21Z



*Items*	*Description*
*1. WHO*
Key people and organisations (initiator, leader, partners)	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.
Key Figures (Municipality Piran)	Surface	Inhabitants	Tourism arrivals	Tourism nights
	44,6 km²	17,753	404,602	1,369,717
*2. WHY*
Reason for taking the good practice action	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.
Issues and challenge	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 (to develop the good practice)	- 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*
Specific/measurable results, benefits	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.
Recognitions (e.g. awards)	Corporate image of the year by the Print magazine; Brumen award for innovative packaging; Business of the Year 2009 of the Primorska region; finalist Sejalec 2014 - award for creative and innovative tourism achievements.
*5. REFLECTION*
Lessons learned	Tourism is an efficient mechanism for diversification of our basic 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.
*6. MORE*
web-references	http//www.fonda.si

Food Market Open Kitchen (SI)

2024-02-02T16:59:21Z



*Items*	*Description*
*1. WHO*
Key people and organisations (initiator, leader, partners)	Olam d.o.o. (organizer of the project and brand owner)
	Public company Javno podjetje Ljubljanska parkirišča in tržnice, d.o.o., pertner restaurants, independent chefs, tourist farms and catering services
Key Figures (Municipality of Ljubljana)	Surface	Inhabitants	Tourism arrivals	Tourism nights
	275 km²	280.140	503.295	948.771
*2. WHY*
Reason for taking the good practice action	Slovenia 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 realised that Ljubljana 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.
Issues and challenge	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 2 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*
Methods / steps / tools used (to develop the good practice)	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 one-on-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*
Specific / measurable results, benefits	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. Odprta kuhna has attracted a lot of new visitors to the Ljubljana 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.
Recognitions (e.g. awards)	JAKOB 2014 (award for tourism quality and excellence in the Alps-Adriatic region), SEJALEC 2014 (award for innovative achievements in tourism)
*5. REFLECTION*
Lessons learned	When creating such a project and cooperating with such a large number of partners we have to understand that some restaurants are not able to participate on a weekly basis because of their obligation to the restaurant (for example small family restaurants).
Challenges met	One of the big challenges we met was how to deal with the constantly increasing number of visitors. It demanded adjustments with the offer, number of participating vendors, seating arrangments and many more aspects we had to consider in order to keep the visitors experience positive.
Critical success factors	Support and cooperation with local municipality and it's organizations.
*6. MORE*
web-references, documents	http://www.odprtakuhna.si http://www.instagram.com/odprtakuhna http://www.facebook.com/odprtakuhna twitter.com/odprtakuhna http://www.pinterest.com/odprtakuhna

Forest Selfness (SI)

2024-02-02T17:00:00Z

Good Practice Innovation Sheet - Forest Selfness

*Items*	*Description*
*1. WHO*
Key people and organisations (initiator, leader, partners)	Local Tourist Organization Laufar Cerkno in association with ICRA d.o.o., Development Agency of Idrija and Cerkno.
	Initiators and team members are Borut Pirih, Jasmina Slakonja and Polona Kavčič. Team members possess knowledge from different fields, such as economy, marketing, wellness, ethnology and cultural anthropology. They all have in common many years of working in tourism.
	Partners included in this project are local tourism providers, such as Hotel Cerkno, Tourist farms “Pri Flandru” and “Želinc”, which will enrich their offer with programme Forest Selfness. Important partners are also local crafts people and farm “Na Ravan” that will be included in the programme with their cheese products.
Key Figures (Municipality Cerkno)	Surface	Inhabitants	Tourism arrivals	Tourism nights
	131, 3 km²	5.055	10.514	33.490
*2. WHY*
Reason for taking the good practice action	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. It is called Forest Selfness.
Issues and challenge	- to extend tourism season - to develop an innovative, unique green tourism product - to use the natural assets given (forests)
*3. HOW*
Methods /steps / tools used (to develop the good practice)	1. obtaining permission from forest owners 2. devising a high quality tourist programme with involvement of well-known 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*
Specific/measurable results, benefits	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 (detoxication) - introduction of whey therapy - tasting local, organic food The programme will start at our partner tourist provider with a healthy and wholesome breakfast.
Recognitions (e.g. awards)	Snovalec 2014 – award for most innovative tourism related ideas in Slovenia
*5. REFLECTION*
Lessons learned	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.
Challenges met	- logistics - no impact on the weather - competition (imitators) - gaining trust of consumers (doubt about the healing effects of the forest)
Critical success factors	none yet
*6. MORE*
web-references, documents	http://www.gozdni-selfness.si http://www.facebook.com/gozdniselfness?ref=hl

Kolpa - Feel the River (SI)

2024-02-02T17:02:34Z

Kolpa - Fell the river

*Items*	*Description*
*1. WHO*
Key people and organisations (initiator, leader, partners)	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.
	Lead partner is RIC Bela krajina, Slovenia.
Key Figures	Surface	Inhabitants	Tourism arrivals	Tourism nights
	1.243 km²	45.154	32.000	80.000
*2. WHY*
Reason for taking the good practice action	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.
Issues and challenge	The main issue was the coordination of six partner organizations, 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*
Methods /steps / tools used (to develop the good practice)	- Creative brainstorming – outlining the project idea in the lead partner organization. - Preparation of project proposal and presentation to partner organizations. - Negotiations with partner organizations that resulted in one common proposal, submitted to the EDEN 2010 call. - Presentation to municipal boards in order to obtain guarantee of financing the project. - Execution of project plans, regular meetings, evaluation etc.
*4. RESULT*
Specific/measurable results, benefits	- 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.
Recognitions (e.g. awards)	Kolpa River - EDEN 2010 – European Destination of ExcelleNce, Slovenia
*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.
Challenges met	- Coordination of partners. - Finances.
Critical success factors	- To establish a successful, balanced and committed partnership.
*6. MORE*
web-references, documents	http://www.kolpariver.eu

Odorica - Family Farm with Homemade products and Agrotourism (SK)

2024-02-05T07:36:50Z

Good Practice Innovation Sheet – Family farm with home made products and agro-tourism

*Items*	*Description*
*1. WHO*
Key people and organisations (initiator, leader, partners)	http://www.odorica.sk/
	AFRA - Zuzana Homolová, Michala Hlaváčka 21, 054 01 Levoča, +421(0905)580 141, afra@afrabio.sk
Key Figures	Surface	Inhabitants	Tourism arrivals	Tourism nights
	100 ha	10	250	1000
*2. WHY*
Reason for taking the good practice action	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.
Issues and challenge	- 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*
Methods /steps / tools used (to develop the good practice)	- 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*
Specific/measurable results, benefits	- 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
Recognitions (e.g. awards)	sme.sk selected agro-tourism destination in 2014 (http://zena.sme.sk/c/7262508/agroturistika-bohate-zazitky-rovno-pod-nosom.html?ref=tit)
*5. REFLECTION*
Lessons learned	Necessity of cooperation on the local and regional level – forming a good example for the whole country.
Challenges met	- raising awareness about the family farm and its products - establishing long-term working cooperation with local and regional tourism actors - finding and expanding the market for the farm's products
Critical success factors	- being special in the services and products the farm provides - being true to nature - being cooperative - addressing the needs of the customers
*6. MORE*
web-references, documents	http://www.odorica.sk/agroturistika/ http://www.afrabio.sk/ http://zena.sme.sk/c/7262508/agroturistika-bohate-zazitky-rovno-pod-nosom.html?ref=tit

Silesian Region (PL)

2018-11-16T11:38:50Z



*Items*	*Description*
*1. WHO*
Key people and organisations (initiator, leader, partners)	INITIATOR & LEADER: Marshal Office of the Silesian Voivodeship in Poland
	PARTNER: Goodbrand Company Polska

Key Figures	Surface	Inhabitants	Tourism arrivals	Tourism nights
	12 333,09 km²	4 615 870	4 000 0000	/
*2. WHY*
Reason for taking the good practice action	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: a) sending a delegation of over dozen representatives to EXPO, b) exposing its own exhibition stand, c) the formation of an economic mission and c) 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 "
Issues and challenge	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.
*3. HOW*
Methods /steps / tools used (to develop the good practice)	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*
Specific/measurable results, benefits	Creating a favourable climate for investor relations with international partners. The exposure of the region in the Polish media as dynamic, modern and respected. Promotion of the region and its value in the international market. Cooperation with China market, development of the region in the coming years.
Recognitions (e.g. awards)	1) Mercurius Gedanensis GTT Gdansk Tourism Fair 2011 - The award for the Best Promotional Campaign In Poland 2) 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.
Challenges met	Breaking stereotypes – Silesian Region was usually associated with mining, unemployment, environmental pollution, poverty.
Critical success factors	Determinants of the success in Shanghai were: Reference to local values Multi-channel communication Highlighting aspects, such as innovativeness and social responsibility.
*6. MORE*
web-references, documents	/

The Burren & Cliffs of Moher Geopark (IE)

2018-11-16T11:38:50Z



*Items*	*Description*
*1. WHO*
Key people and organisations (initiator, leader, partners)	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.
	The Burren & Cliffs of Moher Geopark is responsible for the conservation and promotion of the area as a unique geological and sustainable tourism destination. It grew out of The Burren Connect Project, which was established by Clare County Council in 2007 to seek a collaborative balance between conservation and tourism interests. It was then and continues to be co-funded by the Geological Survey of Ireland and Fáilte Ireland, the national tourism development authority. In July 2012, 2.2million EU LIFE funding was awarded to the Geopark together with several agency and university partners for a 5 year ‘Tourism for Conservation’ programme. This funding will be used to support the Geopark’s Sustainable Destination Strategy 2013-2017 and the programme is known as GeoparkLIFE.
	In early 2013, the Steering Committee agreed to consolidate all operations and functions of The Burren Connect Project and the GeoparkLIFE programme under the name of the ‘Burren & Cliffs of Moher Geopark’. The Geopark Manager is supported by a small project team comprising three people (Geologist, Sustainable Tourism Co-ordinator and Administrator), and reports to a Steering & Advisory Committee comprising representatives of all key stakeholders: Clare County Council, Fáilte Ireland, Geological Survey of Ireland, National Parks & Wildlife Service, National Monuments Service, The Heritage Council, the Office of Public Works, Burrenbeo Trust (charitable conservation organisation), the Burren Ecotourism Network, the Cliffs of Moher Visitor Centre, Burren Farmers Association, National University of Ireland Galway, University College Dublin, Kilinaboy Community Group.
Key Figures	Surface	Inhabitants	Tourism arrivals	Tourism nights
	560 km²	not relevant	1 mio	not calculated
*2. WHY*
Reason for taking the good practice action	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: Building Participation: We will strengthen the working partnership between local, national and international champions of conservation, tourism and community to ensure increasing benefits locally. 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. Promoting Learning: We will promote the region as a destination that supports popular and specialist learning. Our mission statement is: The Burren & Cliffs of Moher Geopark supports people and organisations to work together to ensure a cared-for landscape, a better-understood heritage, more sustainable tourism, a vibrant community and strengthened livelihoods.
Issues and challenge	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*
Methods /steps / tools used (to develop the good practice)	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 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*
Specific/measurable results, benefits	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 community-based 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 2^nd 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 - The publication of Stone, Water, Ice, an interactive booklet and guide, with complementary teaching and visitor resources. Communication with Visitors: The Geopark hosts its own website http://www.burren.ie 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., http://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.
Recognitions (e.g. awards)	Finalist in the 2014 Tourism for Tomorrow Awards Finalist in the 2013 World Responsible Tourism Awards
*5. REFLECTION*
Lessons learned	The key learnings from the project to date would be: - 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.
Challenges met	/
Critical success factors	/
*6. MORE*
web-references, documents	http://www.burren.ie http://www.burrengeopark.ie

Tourist Green Resort Garden Village Bled (SI)

2024-02-05T07:38:14Z

Good Practice Innovation Sheet - Tourist Green Resort Garden Village Bled

*Items*	*Description*
*1. WHO*
Key people and organisations (initiator, leader, partners)	Borut Kelih (investor)
	Borut Kokelj (author of idea, professional advisor)
	Barbara Kokelj (designer)
Key Figures (Municipality of Bled)	Surface	Inhabitants	Tourism arrivals	Tourism nights
	188,5 km²	10.900	269.175	628.491
*2. WHY*
Reason for taking the good practice action	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.
Issues and challenge	Challenge: - 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*
Methods /steps / tools used (to develop the good practice)	1. meeting potential investor who owns a neglected nursery near Bled and has got previous tourism experience 2. partnership agreement 3. developing construction plans (architecture) 4. obtaining construction licences and permissions 5. start of construction works 6. 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*
Specific/measurable results, benefits	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.
Recognitions (e.g. awards)	Snovalec 2014 - award for most innovative tourism ideas in Slovenia
*5. REFLECTION*
Lessons learned	- immense demand for such products - importance of cooperation with local community and their involvement/endorsement
Challenges met	- 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
*6. MORE*
web-references, documents	http://www.gardenvillagebled.com/

Trnič Cheese on every dining table (SI)

2024-02-05T07:38:57Z

Good Practice Innovation Sheet

Items	Description
1. WHO
Key people and organisations (initiator, leader, partners)	Kamnik Tourism and Sports Agency


Key Figures	Surface	Inhabitants	Tourism arrivals	Tourism nights
	266 km²	29.000	20.322	54.967
2. WHY
Reason for taking the good practice action	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. Bearing these facts in mind, Kamnik Tourism and Sports Agency 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	- 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
Methods /steps / tools used (to develop the good practice)	1. in the frame of Taste Kamnik project, a range of typical Kamnik 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
Specific/measurable results, benefits	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
Recognitions (e.g. awards)	Snovalec 2014 - award for most promising tourism ideas Golden award at Delicacies of Slovene farms event (Ptuj) Recognition of trnič and its use in gastronomy by renowned Slovene chefs
5. REFLECTION
Lessons learned	To have cheesemaker's written statement on how much trnič they can produce in given time in order to satisfy the demand.
Challenges met	- to find makers 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
Critical success factors	- 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
6. MORE
web-references, documents	http://www.trnic.si http://en.kamnik-tourism.si/index.php/taste-kamnik/ http://en.kamnik-tourism.si/index.php/taste-kamnik/most-typical-kamnik-dishes/trnic/ http://en.kamnik-tourism.si/assets/PDF-FILES/OK-a5knjizica-final-press3mm.pdf

Werfenweng (AT)

2018-11-16T11:38:50Z

Good Practice Innovation Sheet

Items	Description
1. WHO
Key people and organisations (initiator, leader, partners)	Municipality of Werfenweng
	Alpine Pearls
Key Figures	Surface	Inhabitants	Tourism arrivals	Tourism nights
	45 km²	884 (1. Apr. 2009)
2. WHY
Reason for taking the good practice action	Werfenweng lies 45 km south of Salzburg, in the mountains of Salzburger Land. It had seen a major decrease of tourism development in the 1980.
Issues and challenge	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: - Austrian „Modellvorhaben Sanfte Mobilität – Autofreier Tourismus“ - EU-Project Alps Mobility - EU-Project Alps Mobility II
3. HOW
Methods /steps / tools used (to develop the good practice)	With those projects the tourism product „SAMO Card“ in cooperation with the SAMO-Hotels could be developed. many local projects realized a touristic product for the marked could be developped 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 center E-bikes, Pedelecs, E-Mountainbikes Electro scooter Segways, Twizy and many more e-vehicles Mountainbikes and bycicles 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 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
Specific/measurable results, benefits	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 entreprises : Positiv development of 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.
Recognitions (e.g. awards)	Werfenweng has received several awards for its SAMO-projects
5. REFLECTION
Lessons learned	Hotels need to be involved from the beginning Strong leadership required, especially in the beginning and when problems occur Product development is very important High standards of quality important Continous development of new ideas and innovations Integration of other sectors (agriculture, energy production, architecture, etc.)
Challenges met	Werfenweng meets many of the GSTC criteria. See also the Werfenweng GSTR self assessment results The “Gentle Mobility – a break from the car” innovation meets a.a. the GSTC criteria: “D12 Low-impact transportation: The destination has a system to increase the use of low-impact transportation, including public transportation and active transportation (e.g., walking and cycling).”
Critical success factors	As proud member of Alpine Pearls, Werfenweng is ready to hand on and hereby multiply the experiences made. Every year around 40 study tours visit Werfenweng in order to learn about the experiences.
6. MORE
web-references, documents	Werfenweng - Green Destination

Cascais (PT)

2018-11-16T11:38:50Z

Good Practice Innovation Sheet

Items	Description
1. WHO
Key people and organisations (initiator, leader, partners)	Coastal and Marine Union EUCC and Cascais Municipality


Key Figures	Surface	Inhabitants	Tourism arrivals	Tourism nights
	97,4 Km²	206,479	N/A	1.136.943 nights a year
2. WHY
Reason for taking the good practice action	1) 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 ICNB, 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. 2) Quinta do Pisao 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, Quintana do Pisao represents an important heritage, both in the structural organization, partitioning and rational use of landscape, and through the presence of ruins of cultural and architectural value. Human interventions 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.
Issues and challenge
3. HOW
Methods /steps / tools used (to develop the good practice)	1) Strong urban and tourist, demographic pressure on Natura 2000 priority habitat, unregulated tourism, degradation of natural spaces (dune cord and coastal cliffs). 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, 2000 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 2)Misuses such as motocross, poaching, ride in all-terrain vehicles, abandonment and vandalism of the built heritage. Widespread abandonment and degradation of ecological space. Safeguarding and managing this cultural landscape involves allowing a certain degree of human intervention in support of efforts to restore or maintain habitats, species, and ecosystems. The combination of man-made 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 Pisão 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
Specific/measurable results, benefits	1) 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 5000 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. Since April 2013, this Center has received 4,000 visitors. 2) Since opening to the public, the Quinta do Pisão Nature Park receives on average 2000 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.
Recognitions (e.g. awards)	QualityCoast Silver Award 2013
5. REFLECTION
Lessons learned	1) 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. 2) 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.
Challenges met	1) The restoration works sparked a great interest and curiosity of the scientific community and the media. The methodology used to restore this areas was widely presented at scientific meetings and the intervention site is regularly visited by the scientific community. It is considered as a reference of dune restoration in Portugal. 2) Management of the landscape, which combines nature conservation and productive components associated with the agriculture and animal husbandry. Promotion of environmental awareness activities in the countryside.
Critical success factors
6. MORE
web-references, documents

Durbuy (BE)

2024-02-02T16:57:25Z

Good Practice Innovation Sheet

Items	Description
1. WHO
Key people and organisations (initiator, leader, partners)	Office for local development of the Municipality


Key Figures	Surface	Inhabitants	Tourism arrivals	Tourism nights
	157 km²	11.222	unknown	350.000 / year
2. WHY
Reason for taking the good practice action	To encourage local restaurants to use local food. To organize local producers to find local markets
Issues and challenge	We aim to be at 50% of local food in the restaurants of Durbuy. They are at 10% for the moment. The challenge is to organise professional delivery.
3. HOW
Methods /steps / tools used (to develop the good practice)	The work now is to establish virtual platform on internet to facilitate order for restaurant and visibility for producers.
4. RESULT
Specific/measurable results, benefits	We increased producers visibility (logo), give them a new identity and offer them different occasions to sell their products (markets, events). On the same time we offer restaurants to join a new label : Local Food ! it’s an opportunity to be associated with local producers.
Recognitions (e.g. awards)	2nd Prize Winner of the VISTAS Award 2014
5. REFLECTION
Lessons learned	The covered area must be at least 400 km² with a good potential of products. Take time to progress (be sure consumers are following) !
Challenges met	Less transport of food products More local jobs for young entrepreneurs Opportunity for farmers to increase variety of products Keep our community unique
Critical success factors
6. MORE
web-references, documents	www.durbuy.be

Kuldiga (LV)

2024-02-02T17:03:30Z

Good Practice Innovation Sheet

Items	Description
1. WHO
Key people and organisations (initiator, leader, partners)	Kuldiga Active Recreation Centre
	Kuldiga District is one of the five administrative centres of West Latvia which unites together 14 local territorial units. The Administrative Center of Kuldiga District is historical town Kuldiga.
	Kuldiga Active Recreation Centre is an organization developing the 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.
Key Figures	Surface	Inhabitants	Tourism arrivals	Tourism nights
	1756,7 km²	27,272	131,936	75,485
2. WHY
Reason for taking the good practice action	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 product in combination of non-traditional way of bicycling and walking with exploring countryside products in EDEN destination Kuldiga, including original event management. The same time it was a difficult objective, because Kuldiga is a small rural tourist destination with historical and cultural traditions, it has a large number of heritage sites and is included in the National tentative list of UNESCO. We started with the new vision of sustainable development of the EDEN destination Kuldiga, Marketing and Branding plan, following with the large number of activities and EU funded projects.
Issues and challenge	In many periphery areas of Europe, in rural destinations, the regional products have great economic potential, especially when they are produced in harmony with the 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 can co-operate together. This gives not only possibilities to exchange knowledge and experience how to develop the production of regional products. Moreover it gives excellent challenges and opportunities to exchange ideas of the best practice and develop the potential 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
Methods /steps / tools used (to develop the good practice)	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). Main activities: Setting up a research, education and training programme the knowledge and skill 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 a 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 a new innovative tourism actions to attract more sustainable tourists, e.g. National Geo-caching festival, tourist counters, web-cams, wine and alive history tours, local producer fairs, etc. Create a new walking tourist routes included audio-guides and the mobile phone applications, etc. Create a new tourist attraction sites and areas in Kuldiga, based on sustainable tourism and heritage protection and reconstruction; - Developing a 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: innovations 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
Specific/measurable results, benefits	The output as a result of the activities of this huge project is depending on the actual situation in each participating area. Project outputs are: Created a 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. Created the new creative tourist events and festivals: Kuldiga Cycling festival Day & Night, which is the most popular Cycling event in Latvia as well as in Baltic States - the Duke Jacobs Fair attracting farmers from all Latvia - the Flying Fish Art festival; - the 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 Created the new innovative tourism actions, e.g. National Geo-caching festival, tourist laser counters, web-cams, etc. Created a new walking tourist routes, e.g.”Get away, the train’s coming”, “Historical Water Pump Route” and also audio-guides and the mobile phone application, etc. Created a new tourist sites and attractions: - Kuldiga Town Garden Park with fountains; - the Promenade of Aleksupite river; - Tourist Panoramic Tower over the bridge Reconstructed Historical attractions in the new face: - the Wine Cellar of old Kuldiga Castle (A.D.1242) - the Old Town Square with fountains (A.D.1610) - the Old red brick bridge of Kuldiga (A.D.1874); - the Old Town Hall (A.D.1894); - the Art House Gallery (A.D.1875) - the Kuldiga History Museum (A.D.1900) Created the set of a new traditional and local products or specialities with a high economic potential, e.g.; - the historical Carrot-cake production workshop and tours - Dip-Dap Runway-bike production Workshop, the only in Latvia; - the historical pottery (e.g. Branch Jug) production for souvenirs, first in Latvia; - the implementation of historical meals in Kuldiga Restaurants (e.g. Biguzis, etc.) Created the new Creative Workshops:; - the Creative Photography White Studio and Professional Photography B&W Lab; - the Creative Pottery Workshop - the Artist Studio - the Glassmaking Studio Marketing/promotion actions: - Kuldiga participation in International Tourism Fairs and Exhibitions Vakantiebeurs (Netherlands), ITB(Germany) TUR (Sweden), Matka (Finland), MITT (Moscow), Tourest (Estonia), Adventur (Lithuania), Balttur Latvia) - International Journalist, Tour-operator and Photographer Famtrips and Tours to Kuldiga (from Japan, Germany, Finland, Sweden, Russia, Poland, UK, etc.) - Creating the new tourist websites and social media networks, tourism movies, etc. Exchange visits to the 10 following EDEN destinations in Europe: (Zuid-Limburg(NL), Durbuy(BE), Írottkő (HU), Őrség (HU), Soča Valley(SL), Colpa River(SL), Sveti Martin na Muri(HR), Pustara Višnjica (HR), Viljandi (EST) Jurmala (Latvia) and number of training sessions in each region or combined sessions/ workshops/ seminars/visits during exchanges.
Recognitions (e.g. awards)	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
Lessons learned
Challenges met	Since 2007, we started targeted development of Sustainable tourism , the town of Kuldiga was selected as one of the TOP-10 Tourist Destinations of Latvia. The town of Kuldiga, located in the middle of the Baltic States could be a bridge between tourists from Europe and Russia/Scandinavia could contribute for the creation of new tourism network in this Baltic Sea region.
Critical success factors	- Framework and Best Practices may be applied to other tourism experiences; Successful Integration is all about Community Champions & Cooperation; Exchange and network can discover hidden resources & opportunities Strategic Planning requires a comprehensive, collective vision and joint actions Impossible is possible, just do it!
6. MORE
web-references, documents	www.visit.kuldiga.lv www.kuldiga.lv www.kurzeme.lv

Ljubljana (SI)

2024-02-02T16:51:46Z

Good Practice Innovation Sheet
(add picture of the destination here & delete this text)
Items	Description
1. WHO
Key people and organisations (initiator, leader, partners)	Petra Stušek, petra.stusek@visitljubljana.si
	Ljubljana, Slovenia
	Ljubljana Tourist Board
Key Figures	Surface	Inhabitants	Tourism arrivals	Tourism nights
	274,99 km2	282.994	503.295 (2013)	948.771 (2013)
2. WHY
Reason for taking the good practice action	Building sustainable tourism in Ljubljana
Issues and challenge
3. HOW
Methods /steps / tools used (to develop the good practice)	*Actions for innovation*: Ljubljana as a city has introduced a number of important environmental solutions (nature protections, green solutions, closing the city for traffic, soft mobility, water and waste management,…). The Ljubljana Tourist Board is therefore taking actions to include the green development of the city in to the tourism actions. Key actions of Ljubljana Tourism are to include the travel sector and suppliers in sustainable development, encourage them to develop green product and support all those actions with efficient marketing.
4. RESULT
Specific/measurable results, benefits	Ljubljana developed a number of green solutions for the development of the city. The quality of life in the city has increased and positive environmental parameters have increased also. Tourism is following that path with green products, promotion of sustainable solutions and visitor’s friendly experience of the city.
Recognitions (e.g. awards)	Winner of European Mobilty Week Award 2003, Winner of European Mobilty Week Award 2013, Green Capital of Europe 2016, European Prize for Urban Public Space, Green Destinations TOP100 2014, Finalist of Tourism for Tomorrow award 2015
5. REFLECTION
Lessons learned
Challenges met
Critical success factors
6. MORE
web-references, documents

Serras do Socorro e Archeira (PT)

2018-11-16T11:38:50Z

Good Practice Innovation Sheet


Items	Description
1. WHO
Key people and organisations (initiator, leader, partners)	Margarida Frade: margaridafrade@cm-tvedras.pt
	Área de Paisagem Protegida das Serras do Socorro e Archeira (APPSSA) Torres Vedras, Portugal Município de Torres Vedras, Avenida 5 de Outubro 2560-270 Torres Vedras, Portugal
	Advisory Council of the protected landscape area with several organizations, enterprises and local associations.
Key Figures	Surface	Inhabitants	Tourism arrivals	Tourism nights
	407 (council) – 1.23 km2 APPSSA	79500		136201 (2012)
2. WHY
Reason for taking the good practice action	Local area with natural and cultural values, but without development plan, with a highway through the area.
Issues and challenge
3. HOW
Methods /steps / tools used (to develop the good practice)	*Actions for innovation*: Create the local protected area – a participatory process. APPSSA have a Directive Commission and an Advisory Council, that involves local population, enterprises and local associations.
4. RESULT
Specific/measurable results, benefits	Create the local protected area – APPSSA, approved by City Council and approved by the Municipal Assembly, published in “Diário da República Portuguesa”; Create the Interpretative Center of the Local Protected Area APPSSA; Development of an action plan to promote local events and activities.
Recognitions (e.g. awards)	QualityCoast Nature – 2014; http://www.qualitycoast.info/?page_id=2613
5. REFLECTION
Lessons learned
Challenges met
Critical success factors
6. MORE
web-references, documents	See the video on Youtube: https://www.youtube.com/watch?v=-xXZnEwkX_M

Alonnisos (GR)

2018-11-16T11:38:50Z

Good Practice Innovation Sheet

Items	Description
1. WHO
Key people and organisations (initiator, leader, partners)	Kiki Anagnostou k.anagnostou1@gmail.com
	Municipality of Alonnisos 37005 Alonnisos GREECE www.alonissos.gr
	Names of partner organizations (with an active role in the example): Management Body Office of National Marine Park of Alonnisos Northern Sporades Mom Alonnisos Yatch Club
Key Figures	Surface	Inhabitants	Tourism arrivals	Tourism nights
	64.5km²	2750	26000 (2013)
2. WHY
Reason for taking the good practice action	Tourism-related enterprises need to participate in waste reduction and recycling. More public buldings need to be included in the energy saving programme.
Issues and challenge
3. HOW
Methods /steps / tools used (to develop the good practice)	Actions for innovation: Year of start (after 2009), what has been done (2-3 sentences) The Municipality of Alonnisos is using 90% of its recyclable waste. The Municipality also promotes the inclusion of some of its buildings, such as the Nursery, into the energy saving programme (Green buildings). Alonnisos participated in the nationwide action "Let's do it Greece" in April, which concerned the voluntary coastal clean-up. The Marine Club in collaboration with the non-profit organisation MOm organized a voluntary clean-up of the coasts of Peristera island. The Marine Club in collaboration with the diving centers also organized a voluntary clean-up of the seabed of Rousoum coast. The systematic clean-up of the coasts by a contract seasonal staff during the summer months.
4. RESULT
Specific/measurable results, benefits	The Municipality of Alonnisos is considered the most efficient Municipality at using recycling methods in Greece. Diving tourism and other alternative forms of tourism are being promoted. The underwater coast cleaning will be intensified by next summer. Excursions to the water park and the Isle Piperi will be organized from the Parents' Association of the Elementary Schools of Alonnisos, in collaboration with the Yacht Club, to bring the students into contact with the marine park.
Recognitions (e.g. awards)	Quality Coast Awards (2012-2013-2014): http://www.qualitycoast.info Sustainable Destinations Global Top 100 (2014): http://greendestinations.info
5. REFLECTION
Lessons learned
Challenges met
Critical success factors
6. MORE
web-references, documents