our www.climalptour.eu limalptC Climate Change and its Impacts on Tourism in the Alpine Space 1 2 ClimAlpTour – Climate Change and its Impact on Tourism in the Alpine Space LJUBLJANA 2011 3 4 ClimAlpTour – Climate Change and its Impact on Tourism in the Alpine Space is project is cofunded by the European Regional Development Fund, European Territorial Cooperation Alpine Space Programme. © 2011, Geografski inštitut Antona Melika ZRC SAZU and ClimAlpTour ClimAlpTour consortium: Dissegna M, Pasutto I1 (Lead Partner), Angelini P2 (responsible for work package 3), Rutter S3 (responsible for work package 4), Kolbeck F4 (responsible for work package 5), Elmi M, Herntrei M5 (responsible for work package 6), Urbanc M6 (responsible for work package 7), Bausch T7, Clivaz C8, Doctor M9, Fosson JP10, Furlani R11, Landi E12, Luthe T18, Mignone N13, Muti S10, Pedrana MG14, Sandei P15, Schuckert M18, Siegrist D16, Strobl A17, Wyss R18, Brusegan L, Gover L (Technical Secretariat)19 1Regione Veneto, Unità di Progetto Foreste e Parchi, 2Ministero dell’Ambiente e della tutela del territorio e del Mare, 3Université de Savoie, EDYTEM/Institut de la Montagne, 4Hochschule München, Fakultät für Tourismus, 5European Academy Bolzano, 6Znanstvenoraziskovalni center Slovenske akademije znanosti in umetnosti, Geografski inštitut Antona Melika, 7Alpenforschungsinstitut GmbH, 8Institut Universitaire Kurt Bösch, 9Haute école spécialisée de Suisse occidentale Valais, Institut Economie & Tourisme, 10Regione Autonoma Valle d’Aosta, Direzione Ambiente, Fondazione Montagna Sicura, 11World Wide Fund for Nature, Italy, 12Regione Autonoma Valle d’Aosta, Direzione Turismo, 13Unione Nazionale Comuni Comunità Enti Montani, 14ERSAF – Ente Regionale per i Servizi all’Agricoltura e alle Foreste, 15United Nations Environment Programme in Vienna, 16Hochschule für Technik Rapperswil, Institut für Landschaft und Freiraum, 17Universität Innsbruck, Institut für strategisches Management, Marketing und Tourismus, 18HTW Chur, Institut für Tourismus-und Freizeitforschung, 19Informest & Starter. Authors: Alber K, Allamandola MA, Balbi S, Bausch T, Benati A, Bonzanigo L, Cetara L, Chaix C, Clivaz C, Colson A, Cremer I, Dissegna M, Doctor M, Dutto E, Elmi M, Fosson JP, Frigo B, Furlani R, Gallée H, Garbellini L, Gessner S, Giupponi C, Herntrei M, Kolbeck F, Luthe T, Macchiavelli A, Matasci C, Mignone N, Moretto D, Muti S, Pasquettaz C, Pasutto I, Peters M, Peyrache-Gadeau V, Pipan P, Pozzi A, Rosset T, Rutter S, Scheibel C, Schuckert M, Siegrist D, Strobl A, Urbanc M, Venuta, ML, Wyss R Translations and text editing: Deks d. o. o. Cartographers and cartography sources: Fridl J, Volk M, ZRC SAZU, www.zamg.ac.at/histalp, EEA Report Photographers and photography credits: Andreis A, Camisasca D, Chaix L, Diotri F, Ehn W, Erhartič B, Fossati M, Garbellini L, Joly N, Lenarčič M, Luthe T, Pavšek M, Schönegger M, Urbanc M, Valjavec I, Agence Nuts, Alpenregion Bludenz, ClimAlpTour archives, Comune di Entracque, Consorzio Turistico Alta Pusteria, Dolomiti Turismo, Fondazione Montagna sicura, Foto Fux, Geografski inštitut Antona Melika ZRC SAZU, LTO Sotočje, Pizolbahnen AG, Regione Autonoma Valle d’Aosta, Office de Tourisme des Gets, Office de Tourisme des Sept Laux, Office de Tourisme de Val d’Isère, TVB Stubai Tirol, TVB Wilder Kaiser, World Wide Fund for Nature, Italy. Editors: Mimi Urbanc, Primož Pipan Design: Jernej Kropej Issued by: Geografski inštitut Antona Melika ZRC SAZU Represented by: Drago Perko Publisher: Založba ZRC For the publisher: Oto Luthar Editor-in-Chief: Aleš Pogačnik Typesetting: SYNCOMP d. o. o. Printed by: DZS, d. d. Printrun: 800 CIP – Kataložni zapis o publikaciji Narodna in univerzitetna knjižnica, Ljubljana CLIMALPTOUR : climate change and its impact on tourism in the Alpine space / [authors Alber K. … [et al.] ; editors Mimi Urbanc, Primož Pipan ; translations Deks ; cartographers and In fond memory of Lisa Garbellini, cartography sources J. Fridl … [et al.] ; photographers and photography sources A. Andreis … et al.]. – Ljubljana : Založba colleague, researcher and lover ZRC, 2011 of the mountains. ISBN 978-961-254-317-4 1. Alber, Kathrin 2. Urbanc, Mimi 257803008 ClimAlpTour 5 CONTENTS 1  BACKGROUND INFORMATION .................................................................................................................................................................................................................................................................. 9 1.1 Introduction • LP .................................................................................................................................................................................................................................................................................................................................................... 10 1.2 Project aims and objectives • LP ........................................................................................................................................................................................................................................................................................ 10 1.3 International partnership and project organization • LP ............................................................................................................................................................................................ 10 1.4 Project activities • LP .................................................................................................................................................................................................................................................................................................................................... 11 2  GENERAL OUTPUTS ...................................................................................................................................................................................................................................................................................................... 13 2.1 Overview of ClimAlpTour pilot sites • InstMont .............................................................................................................................................................................................................................. 14 2.2 Climate change studies • InstMont .............................................................................................................................................................................................................................................................................. 20 2.3 Adaption strategies of alpine tourism on climate change: Results of an alpine-wide Delphi expert survey • HSR ...................................................................................................................................................................................................... 24 2.4 Product portfolio development • HM .................................................................................................................................................................................................................................................................... 28 2.5 Alpine-wide adaptation strategies • ERSAF .............................................................................................................................................................................................................................................. 34 3  PILOT ACTIVITIES ................................................................................................................................................................................................................................................................................................................ 39 3.1 Auronzo di Cadore • LP, HM .......................................................................................................................................................................................................................................................................................................... 40 3.2 Presolana-Monte Pora • ERSAF, HM ............................................................................................................................................................................................................................................................................ 44 3.3 Renon/Ritten • EURAC, HM ............................................................................................................................................................................................................................................................................................................ 48 3.4 Valgrisenche • RAVA, HM ...................................................................................................................................................................................................................................................................................................................... 52 3.5 Zgornje Posočje • ZRC SAZU, HM .................................................................................................................................................................................................................................................................................... 56 3.6 Zugspitze-Karwendel • AFI ............................................................................................................................................................................................................................................................................................................ 60 3.7 Comunità Montana Alto Tanaro Cebano Monregalese • UNCEM, HM .................................................................................................................................................. 63 3.8 Entracque • UNCEM, HM ...................................................................................................................................................................................................................................................................................................................... 67 3.9 Heidiland/Pizolbahnen • HSR .................................................................................................................................................................................................................................................................................................... 71 3.10 Alta Pusteria/Hochpustertal • EURAC, HM .............................................................................................................................................................................................................................................. 74 ClimAlpTour | CONTENTS | 6 3.11 Kranjska Gora • ZRC SAZU, HM ........................................................................................................................................................................................................................................................................................ 78 3.12 Surselva • HTW Chur ................................................................................................................................................................................................................................................................................................................................ 82 3.13 Wilder Kaiser • UIBK .................................................................................................................................................................................................................................................................................................................................... 85 3.14 Aletsch • HES-SO, IUKB ........................................................................................................................................................................................................................................................................................................................ 88 3.15 Brandnertal • UIBK ........................................................................................................................................................................................................................................................................................................................................ 91 3.16 Les Gets • InstMont, HM .................................................................................................................................................................................................................................................................................................................. 93 3.17 Les Sept Laux • InstMont, HM .............................................................................................................................................................................................................................................................................................. 97 3.18 Monterosa • RAVA, HM .................................................................................................................................................................................................................................................................................................................. 101 3.19 Stubai Tirol • UIBK, HM .................................................................................................................................................................................................................................................................................................................... 105 3.20 Val d'Isère • InstMont, HM ........................................................................................................................................................................................................................................................................................................ 108 4  STRATEGIES, VISIONS AND STRATEGIC DEVELOPMENT ........................................................................................................................................................ 113 4.1 General adaptation strategies by seasonal structure of ClimAlpTour pilot sites • ZRC SAZU .............................................................................................................................................................................................................................................................. 114 4.2 Policy recommendations: Common statements from the pilot sites • ZRC SAZU ...................................................................................................................................................................................................................................................................................... 115 4.3 Strategic development for alpine space tourism in times of climate change – an integrated view • HM ................................................................................................................................................................................................................................ 117 5  CONCLUSIONS .................................................................................................................................................................................................................................................................................................................... 121 5.1 Towards sustainable tourism development • LP ...................................................................................................................................................................................................................... 122 5.2 Further steps • LP 6  REFERENCES ............................................................................................................................................................................................................................................................................................................................ 124 | CONTENTS | ClimAlpTour 7 UZA SCR lika Ze a Mnton t A štitu rafski ingoe k, G avše. PM 1 BACKGROUND INFORMATION 1.1  Introduction vation facilities (above 1,500 meters) will be able to seeks to deal with the internationally recognized issue e tourism sector plays an important economic and host winter sports. is in turn is likely to have a great of the effects of climate change on Alpine tourism, ex- social role for the Alps. According to the World Tourism impact on the regional economy (OECD 2007). tending its approach beyond winter tourism and sports Organization, every year more than 100 million people Adaptation strategies and measures have been applied to embrace Alpine all-season tourism. visit the Alps, which is about 12% of the world’s tourists. in the Alps in order to cope with climate change. Better Alpine tourism needs to be rethought: both public in- In several Alpine regions, winter sports are still the main knowledge of these techniques and their efficacy is stitutions and private stakeholders must rise to the tourist attractions and represent a significant source needed, however. In particular, if warming continues, challenge of a new idea of tourism that goes beyond of income. snowmaking and other technical measures that might the traditional vision of winter sports and other typical According to the European Environment Agency have been used successfully so far may not suffice to Alpine tourist activities. (EEA 2005), the winter tourism industry provides prevent reductions in snow reliability, and transitioning In this sense, the main objective of the project is to in- a significant contribution to the economy of the Alpine towards non-snow dependent economic activities might crease the value derived from Alpine tourism centers’ countries: tourism generates close to € 50 billion in be necessary. potential, going beyond the traditional vision that rel- annual turnover and provides 10 to 12% of the jobs in e ClimAlpTour project is designed to gain knowledge egates them to places where winter sports are the only the region. and experience that can be used to develop future available activity, and making them attractive tourist e environmental, cultural, and economic diversity strategies and raise awareness at various levels. destinations all year round. of the Alps historically has brought a large set of tourist activities to them. Some of these are likely to be affected by temperature increases, as is particularly true for 1.2  Project aims and objectives 1.3  International partnership winter tourism, but climate change may force modifi- Based on existing knowledge and by means of new and project organization cations to the entire Alpine tourism sector. Mountain studies and field activities, ClimAlpTour – Climate e ClimAlpTour partnership covers most of the Alpine tourism is, after all, a climate-dependent activity, espe- Change and its Impact on Tourism in the Alpine territory. Experts from Austria, France, Germany, Italy, cially with regard to winter sports, for which the avail- Space seeks to improve the capacity of Alpine territories, Slovenia, and Switzerland are working together in order ability of snow is a necessary condition for running peoples, and economic systems to respond to the chal- to assure a broad perspective on the issue of Alpine seasonal tourist activities. lenges of climate change. tourism and take into consideration the significant Although there are variations across the region, in In particular, in a departure from the understanding differences among territories in the Alpine Arc. general temperatures in the Alps have increased about of the close relationship between temperature and Moreover, the partnership includes a wide variety of in- twice as much as global ones. As a consequence, many tourism in the Alps and the historically recognized stitutions ranging from universities and research institutes ski resorts could go out of business and only high-ele- dependence of winter tourism on snowfall, the project to national public administrations. Regional authorities ClimAlpTour | BACKGROUND INFORMATION | 10 are also well represented, as are local administrations • Regione Autonoma Valle d’Aosta, Direzione Ambi- (e.g., mountain municipalities), which have been involved ente (IT); (RAVA Env) through other territorial partners in the entire territory • Regione Autonoma Valle d’Aosta, Direzione Turismo covered by the project. Both public and private associ- (IT); (RAVA Tour) ations are part of the partnership. In addition, an inter- • Unione Nazionale Comuni Comunità Enti Montani national organization has joined the project in an effort (IT); UNCEM to transfer the project outcomes not only throughout • United Nations Environment Programme in Vienna the Alpine area, but also beyond, to other mountain re- (AT); (UNEP) gions worldwide that are facing similar problems today. • Universität Innsbruck, Institut für strategisches Man- s ive Partners: agement, Marketing und Tourismus (AT); (UIBK) r archu • Regione Veneto, Unità di Progetto Foreste e Parchi • Université de Savoie, EDYTEM/Institut de la Mon- TolpA (IT); Lead Partner (LP) tagne (FR); (InstMont) limC • European Academy Bolzano (IT); (EURAC) • World Wide Fund for Nature (IT); (WWF) Figure 1.1.1: Project partners meeting in Ljubljana. • Alpenforschungsinstitut GmbH (DE); (AFI) • Znanstvenoraziskovalni center Slovenske akademije • ERSAF - Ente Regionale per i Servizi all’Agricoltura znanosti in umetnosti, Geografski inštitut Antona e alle Foreste (IT); (ERSAF) Melika (SI); (ZRC SAZU). Twenty-two pilot sites; wide range Environmental, social and economic • Haute école spécialisée de Suisse occidentale Valais, Technical Secretariat: of data to show pilot reg ’ ion s specific analysis of pilot site data situation. Institut Economie & Tourisme (CH); (HES-SO) • Informest (IT) • Hochschule für Technik Rapperswil, Institut für • Starter (IT). ation WP4: Data WP5: Impact Survey analysis Landschaft und Freiraum (CH); (HSR) Inform areness raising • HTW Chur, Institut für Tourismus- und Freizeit- P3 and publicity : WP6: Adaptation W Strategies P7: Aw forschung (CH); (HTW) 1.4  Project activities W • Hochschule München, Fakultät für Tourismus (DE); e project is organized into seven work packages Tailored adaptation strategies to address (HM) (WPs), five of which are thematic ones. e partners main shortcomings identified in pilot sites. • Institut Universitaire Kurt Bösch (CH); (IUKB) involved in each of them cooperated in order to deliver Figure 1.1.2: Work package structure in the ClimAlpTour project. • Ministero dell’Ambiente e della tutela del territorio concrete results that provided appropriate support in e del Mare (IT); (MATTM) achieving project goals (see Figure 1.1.2). | BACKGROUND INFORMATION | ClimAlpTour 11 , Italyre atu r N fodn Fueid W rldoW 2 GENERAL OUTPUTS 2.1  Overview of ClimAlpTour sites e ClimAlpTour project involved 22 sites, of which 21 participated in the data survey (WP4). For these DE Zugspitze-Karwendel Berchtesgaden 21 sites, secondary data (collection of existing statistics Wilder Kaiser LI Brandnertal AT and other information) and primary data (new research Stubai Tirol Heidiland/Pizolbahnen carried out using an online survey of stakeholders and CH Surselva Alta Pusteria/Hochpustertal Aletsch Renon/Ritten visitors) were collected between October 2009 and SI Auronzo di Cadore Les Gets Kranjska Gora IT March 2010, for socioeconomic, environmental, me- Zgornje Posočje Monterosa Presolana-Monte Pora teorological, and tourism indicators. e reference Valgrisenche Val d'Isère year used for data collection was 2008. e choice of Les Sept Laux sites was left to each partner and was largely unrestricted. Montgenèvre us, the sites selected are extremely diverse in size, elevation, activities, and so on, as the following analysis FR Comunità Montana Data collection site only Entracque Alto Tanaro shows.1 Cebano Monregalese Site involved in pilot activities only Site involved in both data collection and pilot activities Municipalities comprising the ClimAlpTour sites: Austria • Brandnertal: Brand, Bürserberg, Bürs Cartography: Jerneja Fridl, Manca Volk © Anton Melik Geographical Institute ZRC SAZU 2011. Sources: Diamont database, GfK Geomarketing. • Stubai Tirol: Fulpmes, Mieders, Neustift, Schönberg, Figure 2.1.1: ClimAlpTour site locations. Telfes • Wilder Kaiser: Ellmau, Going, Scheffau, Söll France • Les Gets: Les Gets • Les Sept Laux: La Ferrière, Les Adrets, eys • Montgenèvre: Montgenèvre • Val d’Isère: Val d’Isère Germany 1 There may be slight differences between earlier versions of these graphs and the final versions in section 2.1 because inaccuracies in pilot site data have been corrected in cooperation with the pilot sites. These final graphs replace all earlier versions. • Berchtesgaden: Berchtesgaden ClimAlpTour | GENERAL OUTPUTS | 14 • Zugspitze-Karwendel: subproject Grainau: Grainau; 50 0 , 00 Heidiland/Pizolbahnen subproject Karwendel: Mittenwald, Krün, Wallgau, 45 000 , Kochel a. See, Jachenau, Lenggries Pr s e ol n a - a Monte Pora Italy 40 000 , • Auronzo di Cadore: Auronzo di Cadore • Comunità Montana Alto Tanaro Cebano Monre- 35 000 , ntse galese (hereinafter: Comunità Montana): Alto, Bag- side 30 000 , nasco, Battifollo, Briga Alta, Caprauna, Castellino nt rne Tanaro, Castelnuovo di Ceva, Ceva, Cigliè, Garessio, a 25 000 , rme Igliano, Lesegno, Lisio, Marsaglia, Mombasiglio, Mon- Zgornje Posočje r of p tezemolo, Nucetto, Ormea, Perlo, Priola, Paroldo, 20 000 , e Comunità Mont n a a b Priero, Roascio, Rocca Cigliè, Sale Langhe, Sale San umN 15 000 , Stub i a Tirol Giovanni, Scagnello, Torresina, Viola Alta Pust r e ia/Hochpust r e t l a • Entracque: Entracque Aletsch 10 000 , Wilder Kaiser • Alta Pusteria/Hochpustertal: Braies/Prags, Dobbi- R n e on/Ritt n e Bercht s e g d a en 5 0 , 00 Zugspitze-K r a w n e d l e Kranjska Gora Surselva aco/Toblach, Sesto/Sexten, San Candido/Innichen, Auronzo di Cadore Val d'Isère L s S e pt L e ux a Mont r e osa Villabassa/Niederdorf L s G e ts e Entracque Mo 0 ntg n e v è re V l a grisenche • Monterosa: Ayas, Gressoney La Trinité, Gressoney 0 100 200 300 400 500 600 700 800 900 1000 Saint-Jean Surface area, km2 • Presolana-Monte Pora: Angolo Terme, Bossico, Cas- Figure 2.1.2: Size of pilot sites by resident population (2008) and area. tione della Presolana, Cerete, Costa Volpino, Darfo Boario Terme, Fino del Monte, Onore, Rovetta, Rogno, Songavazzo • Renon/Ritten: Renon/Ritten • Valgrisenche: Valgrisenche Slovenia • Kranjska Gora: Kranjska Gora • Zgornje Posočje: Bovec, Kobarid, Tolmin | GENERAL OUTPUTS | ClimAlpTour 15 5000 Switzerland Highest elevation Lowest elevation • Aletsch: Bellwald, Betten-Bettmeralp, Fieschertal, Representative average elevation Fiesch, Naters, Riederalp 4000 • Heidiland/Pizolbahnen: Amden, Bad Ragaz, Pfäfers, Flums, Glarus Nord, Mels, Quarten, Sargans, Walen- eters 3000 stadt, Wartau, Weesen, Vilters-Wangs • Surselva: Disentis/Mustér, Tujetsch, Medel (Lucmagn), 2000 Sumvitg Elevation in m 2.1.1  Size and elevation of ClimAlpTour sites 1000 e majority of pilot sites cover less than 300 km2 and have fewer than 10,000 permanent residents. A second 0 re group can be identified, with an area between 300 and ets ora è endel ontana 500 km2 and fewer than 15,000 permanent residents Entracque onte Pora onterosa ilder KaiserW ontgenèvre Renon/Ritten Les G Les Sept laux ochpustertal Surselva StubaiTirol Aletsch M Valgrisenche Val d'Is (Figure 2.1.2). Kranjska G M Zgornje Posočje Berchtesgaden unità M Auronzo di Cadore e four remaining pilot sites are considerably larger. Com Zugspitze-Karw Presolana-M eidiland/PizolbahnenH In terms of area, the Zgornje Posočje is the largest site Alta Pusteria/H at 941.5 km2, and Heidiland/Pizolbahnen has the Pilot site highest number of permanent residents (49,161). Figure 2.1.3: Elevation of pilot sites. e “representative average elevation” was calculated by partners using one of three possible methods: calculation based on a digital elevation model; use of one or several principal tourist sites as representative of the majority of the site or the most important area for tourism purposes; or calculation of the arithmetic mean of the highest and lowest points of the pilot site (Figure 2.1.3). For details of the method used by each pilot site, please refer to the project website. ClimAlpTour | GENERAL OUTPUTS | 16 Using the representative average elevation, the Zgornje 12 Posočje is the lowest of the pilot sites at 948 m, although it rises to 2,858 m at its highest point. Valgrisenche 10 has the highest average elevation at 2,556 m. e range of elevation covered by the pilot sites also differs 8 greatly; for example, Les Gets covers a range of 830 m and Aletsch extends over 3,527 m. These differing 6 Ratio elevations and ranges impact the meteorological con- ditions experienced by the pilot sites, their economic 4 and tourism activities, and their culture and tradi- tions. 2 0 2.1.2  Nature of tourism in each pilot site ora ets “Intensity of tourism” (Figure 2.1.4) compares the ontana endel onte Pora onterosa annual number of tourist nights with the number of ilder Kaiser Les G ochpustertal Valgrisenche W ontgenèvre Val d'Isère unità M Berchtesgaden M permanent residents. An “Intensity of tourism” rating Com Auronzo di Cadore StubaiTirol M eidiland/Pizolbahnen Zgornje Posočje Aletsch Surselva Renon/Ritten Entracque Les Sept Laux Kranjska G Zugspitze-Karw greater than 1 indicates that tourism is a dominant in- Presolana-M H dustry for the pilot site. e diversity between the Alta Pusteria/H pilot sites is again extremely high. For Val d’Isère and Pilot site Montgenèvre, the “intensity of tourism” ratings of Figure 2.1.4: Intensity of tourism (2008). 11.03 and 9.38 respectively show the overwhelming dominance of tourism in these pilot sites. Both pilot sites are well known, high-elevation ski resorts whose local economies are based almost entirely on tourism and which have very small year-round populations. At the other end of the scale, Comunità Montana and Presolana-Monte Pora have “intensity of tourism” ratings of 0.02 and 0.06 respectively. | GENERAL OUTPUTS | ClimAlpTour 17 30 000 , Comunità Montana has a low number of tourist nights compared with the other pilot sites, whereas Presolana- Val d'Isère -Monte Pora has one of the highest resident populations 25 000 , of all the pilot sites. e low figure thus suggests that tourism is only one of many economic activities in 20 000 , ds these pilot sites. e e majority of pilot sites reported fewer than 15 000 , L s G e ets Alta Pusteria/Hochpust r e t l a 10,000 tourist beds and fewer than 500,000 tourist r of tourist be Wilder Kaiser nights in 2008 (Figure 2.1.5). Val d’Isère has the highest b Montgenèvre Stub i a Tirol um number of tourist beds, with over 27,500, although it N 10 000 , had a similar number of tourist nights as Alta Pusteria/ Auronzo di Cadore Monterosa Hochpustertal, Wilder Kaiser, and Stubai Tirol, which Zgornje Posočje H i e diland/Pizolbahnen 5 0 , 00 Zugspitz - e K r a w n e d l e have considerably fewer tourist beds. Les Gets, Les Sept L s S e e Pr pt L esol aaux na-Monte Pora B r e cht s e g d a n e Comunità Montana Kr n a jska Gora Laux, and Montgenèvre have a similar number of tourist Entracque AletschRenon/Ritt n e Surs lv e a 0 beds as these sites, but reported significantly fewer tourist Valgrisenche 0 500 1.000 1.500 2.000 nights in 2008. is suggests that Alta Pusteria/Hoch- Number of tourist nights pustertal, Wilder Kaiser, and Stubai Tirol have higher Figure 2.1.5: Comparison of number of beds and number of tourist nights (2008). occupancy rates than the French pilot sites. e annual gross occupancy rate (Figure 2.1.6) is a common measure calculated by almost all tourist resorts. e annual rates provided by the pilot sites were calculated using their own definition of the number of days in the tourist season, which prevented like-for-like comparison of the pilot sites. In order to compare the sites, an annual rate was calculated, taking the number of tourist nights in 2008 divided by the number of tourist beds × 365 days. e summer and winter seasons were calculated similarly, using 182.5 days (6 months ClimAlpTour | GENERAL OUTPUTS | 18 each). is method tends to understate the gross occu- 70% Gross occupancy rate – summer pancy rate of each pilot site compared to the figure cal- Gross occupancy rate – winter Annual gross occupancy rate 60% culated by the site itself; however, it serves to highlight the potential for pilot sites to fill their tourist beds at 50% other times of the year. One of the objectives of the Cli- mAlpTour project is to propose strategies for the tourism 40% industry to help it capitalize on this potential in the fu- ture. 30% A comparison of the importance of summer tourism with winter tourism can be made by calculating the 20% ratio of the number of tourist nights in summer to the Percentage of touristbeds occupied number of tourist nights in winter (Figure 2.1.7). A 10% figure greater than 1.5 is taken to indicate that the summer season is more important for the pilot site, 0% and a figure less than 0.75 indicates a dominance of endel winter tourism. When the ratio is around 1 (0.75– ontana Entracque onterosa Val d'Isère onte Pora ontgenèvre ilder Kaiser StubaiTirol 1.5), this implies the fairly equal importance of summer unità M M Berchtesgaden and winter tourism, which is referred to as “all Com Auronzo di Cadore Les Gets Valgrisenche Zgornje Posočje Les Sept Laux M Presolana-M Heidiland/Pizolbahnen Aletsch Kranjska Gora Surselva Renon/Ritten Zugspitze-Karw seasons.” (The thresholds were set up such that they Alta Pusteria/Hochpustertal W produced an even distribution of pilot sites). e di- Pilot site versity of pilot sites is again clear, with some sites Figure 2.1.6: Gross occupancy rate (2008). (Zgornje Posočje, Valgrisenche) focusing very strongly on summer tourism, whereas in others, notably the French pilot sites Val d’Isère, Montgenèvre, and Les Gets, winter tourism dominates. Based on this analysis of the importance of summer tourism compared with winter tourism, the ClimAlp- Tour pilot sites can be divided into three classes: | GENERAL OUTPUTS | ClimAlpTour 19 7 0 . • Mostly summer tourism pilot sites: Mostly summer • Auronzo di Cadore, Berchtesgaden2, Presolana- Mostly winter 6 0 . All seasons -Monte Pora, Renon/Ritten, Valgrisenche, Zgornje Posočje, Zugspitze-Karwendel3. 5 0 . • All-seasons pilot sites: 4 0 . • Comunità Montana, Entracque (based on qualitative Ratio assessment), Heidiland/Pizolbahnen, Alta Pusteria/ 3 0 . Hochpustertal, Kranjska Gora, Surselva, Wilder Kaiser. • Mostly winter tourism pilot sites: 2 0 . • Aletsch, Brandnertal4, Les Gets, Les Sept Laux, 1 0 . Monterosa, Montgenèvre5, Stubai Tirol, Val d’Isère. 0 0 . ora ets vre endel è ontana 2.2  Climate change studies onte Pora onterosa Aletsch ilder Kaiser M StubaiTirol Val d'Isère ochpustertal ontgen Kranjska G Les Sept Laux Les G M Zgornje Posočje Valgrisenche unità M 2.2.1  Overview of climate change research Auronzo di Cadore Berchtesgaden Renon/Ritten Com Presolana-M Zugspitze-Karw eidiland/Pizolbahnen Surselva W H e Climate Changes over the Alps report (Gallée 2010) Alta Pusteria/H gives an overview of some new findings obtained from Pilot site climate change research since the publication of the Figure 2.1.7: Ratio of summer tourist nights vs winter tourist nights. IPCC AR4 report (Solomon et al. 2007). It considers long-term warming due to the emission of greenhouse gases (GHGs) as well as natural factors affecting the climate system and internal climate variability. 2 e climate of the Alps is strongly linked to the climate Pilot activities were not carried out, and so Berchtesgaden is not included in section 3. 3 At the Zugspitze-Karwendel pilot site, activities are concentrated in two subprojects: of Europe. One difficulty is that the European climate • Development and implementation of an Alpine Nature Experience Park (Naturerlebnispark) for the Municipality of Grainau which being located at the foot of the Zugspitze represents the “Zugspitze” part of the pilot site name. Data were collected only for Grainau. is influenced more or less with the same intensity by: • Gradual realization of a nature park in the Karwendel Region which represents the second part of the pilot site nomination. 4 Data collection was not carried out, and so Brandnertal is not included in the figures and results presented in section 2.1. • Anthropogenic factors (emission of aerosols and green- The summer:winter tourism ratio was calculated in order to position the pilot site in a suitable group. 5 Pilot activities were not carried out, and so Montgenèvre is not included in section 3. house gases); ClimAlpTour | GENERAL OUTPUTS | 20 • Natural factors (solar forcing, volcanic eruptions); and 2.2.2.  Climate change and tourism in the Alps • Internal variability (change in atmospheric circulation e Climate Change and Tourism in the Alps study over the Atlantic Ocean). (Chaix 2010) analyzes the potential impacts of climate Global climate models, including a coupled atmos- change on various tourist activities and on the Clim - phere-ocean general circulation model and a carbon AlpTour pilot sites as a starting point for local decision- cycle model, are able to simulate temperature evolution -makers and stakeholders in the development of adap- at the global and continental levels sufficiently accurately tation strategies for tourism. e analysis is subject to to determine the effects of anthropogenic and natural significant uncertainty relating in particular to the factors on recent climate changes. In particular, it has meteorological data for each pilot site (meteorological been found that global warming results from an increase measurement stations are often some distance from of greenhouse gases in the atmosphere (see, e.g., Figure the pilot site, experience different meteorological con- TS.29 in the IPCC AR4 report; Solomon et al. 2007). ditions, and have relatively short data series), knowledge A further conclusion of recent research is that atmos- of the specific characteristics of a pilot site (its detailed pheric circulation changes play an important role in topography and any micro-climate conditions), and changes in the European climate. Variations of the knowledge of the specific features of tourism activities North Atlantic Oscillation (NAO) influence winter at each site. Pilot sites are therefore urged to use the extremes such as minimum temperature and precipi- analysis as a basis from which to address the issues with tation, and the soil moisture deficit amplifies summer experts that know the local area, the challenges, and heat waves. the potential impacts of climate change at the local A new feature is the unexpected weakening of the level (university scientists, associations, etc). solar cycle. For the first time since anthropogenic climate Long-term climate data series (temperature, rainfall, and change began accelerating, solar and anthropogenic snowfall, among others) are used to establish past changes 1850/2007 1850/1975 1975/2007 trends are now moving in opposite directions. It is in the climate. e Histalp study (www.zamg.ac.at/ NW +1.71 °C +0.84 °C +1.63 °C possible that a decrease in solar activity could influence histalp) of alpine climate data series highlighted four NE +1.52 °C +0.77 °C +1.5 °C atmospheric circulation, causing a cooling of the Eu- alpine zones for which temperature changes have been SW +1.51 °C +0.75 °C +1.53 °C ropean climate during winter and subsequently coun- practically identical 1850 (see Figure 2.2.1). SE +1.37 °C +0.725 °C +1.62 °C teracting global warming, but only temporarily and e data show a gradual temperature rise of around Table 2.2.1: Increase in temperatures for each given period (linear regionally. +0.75 °C since the end of the nineteenth century up trend). www.zamg.ac.at/histalp | GENERAL OUTPUTS | ClimAlpTour 21 to the 1980s and a significant acceleration since that time (see Table 2.2.1). In terms of rainfall, it remains relatively difficult to identify a significant trend. However, as can be observed on the map in Figure 2.2.2, the southern and eastern Alps have experienced a decrease in rainfall since the 1960s, a phenomenon also supported by the Histalp data. Climate models such as that developed in the EU project Prudence and certain IPCC models centered on Europe offer credible scenarios for defining the alpine envi- ronment, indicating potential differences between the various regions of the Alps. At the overall level, the possible impacts of climate change in the Alps are: • Increase in temperatures • Changes in rainfall patterns, with more marked droughts in summer • Reduction in snow cover • Changes in the regimes of water courses, with more Figure 2.2.1: Map of positions of measuring points used in the Histalp project. Division of the Alps into four climatically homogenous dry courses in summer sub-regions (NW, SW, NE, SE). www.zamg.ac.at/histalp • Reduction in water resources • Changes in agricultural practices, biodiversity, and thus landscapes • Increase in natural hazards: rock falls, landslides, falling ice blocks, and floods. All of these impacts could directly or indirectly affect tourist activities in various ways. ClimAlpTour | GENERAL OUTPUTS | 22 Impact of climate change on summer tourism Observed changes in annual percipitation • e principal threat to hiking, mountaineering, and between 1961–2006 Red: decrease high-mountain activities is the increase in natural Blue: increase hazards such as avalanches and falling ice blocks mm per decade caused by melting glaciers, landslides due to increased –300 –270 incidence of extreme rainfall, and mudslides and –240 rock falls resulting from the melting of permafrost. –210 –180 • Mountain biking may be at risk from an increase in –150 –120 natural hazards but otherwise should not be affected –90 by climate change. –60 –30 • Whitewater activities such as canyoning depend on 0 the behavior of water courses. In the context of climate 30 60 change, one can expect significant stress on water re- 90 120 sources, with more severe low water levels in summer 150 and thus the risk of rivers drying up, even if glacier 180 210 melt (if there is a glacier) compensates for the hydro- 240 270 logical shortage in the short term. It is important for 300 water managers and public authorities to deal with the problem of water resources with great care because Figure 2.2.2: Observed changes in annual precipitation between 1961 and 2006. EEA Report, Impacts of Europe’s changing climate, 2008 indictor-based assessment water constitutes the cornerstone of mountain tourism. • With the increase in temperatures, we can expect an increase in the popularity of swimming (in lakes and swimming pools), bringing with it potentially detrimental environmental impacts. • At the same time, the increase in temperatures is also likely to bring more tourists to the Alps in summer when they attempt to escape the higher temperatures at lower elevations. | GENERAL OUTPUTS | ClimAlpTour 23 Impact of climate change on winter tourism will not be able to compensate entirely for the lack of snow cover on any particular ski slope and the • Cross country skiing faces the risk of little or no of natural snow unless extraordinary new technical general orientation of slopes in a particular ski resort snow in individual years, which could preclude the advances are made. affects the overall reliability of snow for the resort. activity. Although trails are often at relatively low To assess the snow reliability in the ClimAlpTour pilot For further details of the analysis of snow reliability of elevations, snow cover is often less exposed to the sites, the study used the technique developed by the each pilot site, please refer to the Climate Change and sun because the trails are through forests or at the OECD based on the one-hundred day rule and the Tourism in the Alps study (Chaix 2010). bottom of slopes, and techniques for packing the elevation of the reliable natural snow limit. is limit snow and planning the trails are also effective. Sites fluctuates from one place to another in the Alps because that are already experiencing problems with a lack the climate itself varies enormously in different areas 2.3  Adaption strategies of alpine of snow and cannot extend their domains to higher of the Alps. Further details and additional information tourism on climate change: elevations will become increasingly vulnerable for can be found in the OECD study ( Climate Change in results of an alpine-wide cross country skiing activities. the European Alps: Adapting Winter Tourism and Natural Delphi expert survey • Downhill skiing is the tourist activity most vulnerable Hazards Management, OECD 2007). to climate change. Since the 1980s, the average winter e effects of warming on the natural snow reliability 2.3.1  Introduction temperature (December–February) in the Alps has limit also need to be considered. According to estimates, e impacts of climate change have great importance increased by 1 °C and inter-year variability has also in a warmer climate the snow line, and also the limit for the future of alpine tourism. e fragile alpine space become more pronounced, with winters without of natural snow reliability, will rise by 150 m for each is especially vulnerable due to its special position. In snow such as in 2006/7 alternating with winters degree Celsius increase in temperature (Föhn 1990; particular, alpine tourism will be affected by the antic- with high snowfall such as in 2008/9. e impacts Haeberli & Beniston 1998). As a consequence, a change ipated climatic changes. In addition to mitigating cli- of climate change on the winter season are far from in the climate could result in the limit of natural snow mate change, another goal is to develop and implement linear and it is the years with a lack of snow that reliability rising by 150 m, 300 m, or 600 m, respectively, adequate adaption strategies for alpine tourism desti- concern resort managers. Over the long term, im- if the warming were 1, 2, or 4 °C. With the use of cli- nations (cf. Abegg et al. 2007; CIPRA 2006; IPCC 2007). portant changes in snow cover will be seen if tem- mate models, it is possible to determine a time horizon It is impossible to strictly separate the dimensions of peratures continue to increase, the main consequences depending on the anticipated temperature increase. adaption and mitigation, however; adaption and mit- being the rise in the rain-snow limit and the rapid Additional local factors were also considered in order igation strategies are two sides of the same coin. melting of the snow cover in anti-cyclonic weather to take into account the actual characteristics of climate, In the framework of the project ClimAlpTour, a Delphi or at the beginning and end of winter. Furthermore, topography, and use. e orientation and the gradient expert survey was undertaken to learn about adaption technical adaptation solutions (artificial snow, etc.) of slopes have an important impact on the reliability strategies of alpine winter and summer tourism. e ClimAlpTour | GENERAL OUTPUTS | 24 expert survey was intended to find answers to the question answers of the first survey round were evaluated by other destinations (e.g., the Mediterranean area) due of how guests react to the impacts of climate change. qualitative criteria. Based on those results the experts to their moderate summer temperatures. In the winter Various types of adaption strategies and the roles of were again approached with further developed questions an increasing number of tourists may avoid some single actors in the adaption process were analyzed. in a second survey round. alpine destinations due to there being less natural snow. To a certain degree attractive offers independent 2.3.2  Method and approach 2.3.3  Results of snow can work against this trend. Another common e Delphi expert survey takes a qualitative social re- Guest behavior, choice of destination, strategy is targeted artificial snow-making. However, search approach. A group of experts is surveyed about guest activities this is said to be relatively expensive and increases strain a certain issue in a multi-level procedure with the in- According to the experts, the majority of guests ac- on natural resources. tention of gathering a systematic collection of expert knowledge the existence of the problem of climate Many guests will increasingly turn towards skiing areas opinions. change. But most of them do not show much willingness in higher altitudes that are sure to have snow in order is Delphi survey was carried out with a large number to change their own vacation behavior. ere is also a to be able to participate in traditional winter activities. of experts in research, tourism, public administration, significant minority of guests who are willing to deal Some guests will increasingly respond to other winter and NGOs.6 e following questions formed the core with the impacts of climate change in their daily lives activities such as winter hiking, other nature-based of the study: and vacations, but only without major personal con- snow sports activities, and activities independent of • How does climate change influence tourist demand straints. snow (e.g., wellness, entertainment). Snow-independent and tourist behavior, particularly with regard to Most guests will choose traditional vacation destinations activities will have increasing significance in addition choice of destination and activities? in the future. More discerning target groups increasingly to snow-dependent activities, particularly in low-lying • What strategies exist for alpine tourism destinations prefer authentic vacation destinations. e demand ski areas. to adapt to the impacts of climate change? for authentic vacation destinations will therefore further Adaptive strategies and actor groups • What are the relevant actors and actor groups? increase, yet not outstrip the demand for conventional e experts surveyed identified a large number of pos- Which roles do they have in the adaption process? tourism services. sible adaption strategies and allocated them to the e experts’ opinions were questioned in two survey With regard to the summer season, alpine destinations various actor groups. e bandwidth of these strategies rounds between March 2009 and October 20107. e will have a competitive advantage compared to some can be classified into eleven superior action fields and 6 The choice of experts was kindly supported by the ClimAlpTour partners in order to find different experts regarding branch, departments and countries with respect to language regions. In the first survey round, 39 experts from six alpine countries took part, and in the second survey round 18 experts, among them only one expert from France and two from Italy. 7 The survey was carried out with an online evaluation tool “Q-Feedback” of HSR. The questionnaire was available in German, French, Italian and Slovenian, and comprised open and closed questions as well as comment fields. | GENERAL OUTPUTS | ClimAlpTour 25 four different types of strategies. e coherence between Climat Clima e t Inf Inlu fl eunc e e n ,ce, Alpine t A our lpine t ism Strategy types of strategies, action fields, and actor groups is dis- change change change (offers / demand) Strategy (offers / demand) played in figure 2.3.1. S To u r i s m m i t i g a t i o n S e four types of strategies have various weights ac- trraategte s t r a t e g i e s cording to the various action fields: ygy • “Regulative interdiction strategies” are geared to the framework conditions of the economic activities. To u r i s m a d a p t a t i o n s t r a t e g i e s ey primarily concern action fields in connection Types of strategies with the protection of nature, the landscape, and the environment (e.g., relating to protection from natural Reg Re u g l u at a itve v Mar Ma ke k t -ba b se s d e Volun V tar olun y incen y inc tiv en e tiv Mar Ma ke k t e -or o ien e t n e t d e int in er t dic er tion stra tion str t a eg t ies eg guidance str guidanc a e str t a eg t ies eg stra str t a eg t ies eg innov inno a v tion str a a tion str t a eg t ies eg hazards, artificial snow-making, or extending ski areas in higher locations). Interdiction strategies have minor importance from the experts’ point of view. • “Market-based guidance strategies” tend to influence Action fields economic processes by financial stimulation. ey are concentrated on the framework conditions of er the economy and society and therefore particularly interin m offers on the mitigation of climate change (e.g., through reg- otionot m safety incentives reliability ent of natural ent of natu ulating energy consumption using energy prices). unication and iversification iversificat m hazards Snow areness raising and loans • “Voluntary incentive strategies” stimulate the tourism Snow estination orientation Prom of touristic offers estination orientation Prom of touris Focus on sum Focus on Com aw anagem anag Applied research D Alternatives for w Alternatives fo nnovative cooperation M Sustainable actors to make voluntary behavior modifications of four-season D of four-season-tourism Innovative cooperations M through encouragement, awareness-raising, and ex- change of experiences. From the experts’ point of Int In e t g e r g a r t a iton o view this has major importance and can be used in of relev of r an elev t an actors t almost all action fields given (e.g., in the reorientation Actors from within Research, Resear and diversification of the destinations). Governmental Supra Supr -regional r Actors from Destinations municipalities, actors on Investors tou to r u irs i m NGO ‘’s and cantons and sm supra na - tional national level and banks institutions further other regions institutions levels (e.g., EU) organisa or tions ganisa Figure 2.3.1: Action fields, types of strategies, and relevant actors. ClimAlpTour | GENERAL OUTPUTS | 26 • “Market-oriented innovation strategies” consist of • Least importance is attached to investors and banks can actually profit from climate change due to the innovative tourist products and services that regard (e.g., financing, lending). Yet it is assumed that there competitive advantage of the Alps. However it is as- adaption as the core business of destinations and tend are great differences between the individual coun- sumed that the increases in summer cannot compensate to influence the tourist market and guest demand. tries. for the expected decreases in winter. is involves all the action fields with regard to the e various actor groups have varying importance ac- While the voluntary types of strategies receive the orientation and diversification of destinations and the cording to the types of strategies. Regulative interdiction highest approval by the experts, the regulative strategies development of new tourist opportunities. e experts strategies are mostly the duty of the governmental are judged skeptically. ese should be chosen only also consider these strategies to be very important. action groups at various levels. Voluntary and market-ori- when voluntary and market-oriented strategies do not e single actor groups have various importance and ented strategies are more within the responsibility of work. specific functions in the adaption process. the tourist actor groups. External initiatives and adaption to various levels are • Municipalities, cantons, and regions, as well as na- of high importance. Although the tourist destinations tional governments, have the highest importance. 2.3.4  Conclusion and their actors are key for realizing change, govern- Next to legal execution, their function comprises Even with considerable climate change, traditional mental actors have high importance for raising awareness raising awareness at tourist destinations and among winter tourism will maintain its function in the short and creating framework conditions. actors and creating framework conditions that pro- and medium terms. Major changes are to be expected It became apparent that destinations’ strategies for mote adaption. in the medium and long terms. e question arises adapting to climate change should be an integral part • e tourist destinations and their actors are the whether snow-independent alternative activities will of the destinations’ development strategies and not be base of the tourism economy and are thus the key be able to compensate for the economic importance treated in isolation. Regarding the choice of strategies actors for implementing measures. Yet their impor- of traditional ski tourism. it has to be taken into account that the Alps are not a tance is considered to be less than that of the gov- Next to climate change, the reaction of the alpine homogenous region. There are large regional differ- ernmental actors. tourism market strongly depends on future trends and ences regarding natural conditions and the landscape • Medium importance is attached to supra-regional preferences among various guest segments. e majority as well as various socioeconomic aspects. Moreover, tourism institutions (e.g., lobbying, information, of guests do not seem to be up to adapting to the the tourist adaption process also has an important and awareness-raising), actors at supra-national levels impacts of climate change on a voluntary base. Many alpine-wide and transnational dimension, for example (e.g., creation and coordination of legal frameworks guests react by choosing different destinations (e.g., with regard to the establishment of alpine-wide stan- for adaption) and actors from research, NGOs, and areas guaranteed to have snow) as long as possible. dards for how to handle the impacts of climate other organizations (e.g., professional and critical While winter tourism is under increased pressure of change. monitoring, awareness-raising). the impacts of climate change, alpine summer tourism | GENERAL OUTPUTS | ClimAlpTour 27 2.4  Product portfolio 1st step development Destination vulnerability 2.4.1.  Basic approach and use of tourism product 3rd step portfolios in strategic destination planning Overal vulnerability Current Product Portfolio Example e portfolio method is a well-known analysis and vi- Overal Product vulnerability sualization technique in business administration. Its high vulnerability Classic skiing main purpose is to support strategic planning and change Golf Hiking Water Mountain management processes in complex environments. By activities biking 2nd step edium Activity m parks transferring this method into regional planning and Vulnerability Folklore/ Artisan festivals workshops destination management, ClimAlpTour offers new Health spa Specific Gastronomy product/ Tourism possibilities for climate change-related adaptation Attraction ro p duct no/low mpor i tance processes: Tourism Summer All Season Winter product Product Category importance • Prioritizing adaptation needs and options by primarily analyzing the economic consequences of various Product demand changes in the tourism activities offered by a desti- nation; Figure 2.4.1: Development steps for pilot site product portfolios. • Ensuring that future local adaptation strategies are readily applicable in the specific region; • Visualizing future scenarios based on current tourism product portfolios by using the same technique; • Deducing systematic profiles, and showing tourism-re- lated strengths and weaknesses of the destination; • Creating a basis for discussions in various strategy-de- velopment and decision-making contexts (local workshops and superregional institutions). Tourism-oriented product portfolios show both the current structure of the tourism supply within a des- ClimAlpTour | GENERAL OUTPUTS | 28 Current Product Portfolio Example tination and vulnerability in future climate change by simple ranking or by sales figures. In the graph this conditions. is visualized by the size of each bubble. high Classic skiing e portfolio method has a strong economic focus 3rd step: Finally both the overall vulnerability and the Golf Hiking because the regional tourism business is being analyzed. tourism product importance were combined in the graph Water Mountain activities biking edium Activity However, ecological and social impacts of climate change (categorized by season focus) and a product portfolio m parks Vulnerability Folklore/ Artisan festivals workshops are also considered (as a common procedure in the could be created for each pilot site (see Figure 2.4.2). Health spa Gastronomy ClimAlpTour project). e further a bubble enters the dark grey area, the no/low more vulnerable the product is. Summer All Season Winter 2.4.2  Product portfolio development steps e process of creating the portfolios (steps 1 through 3) Product Category e development of product portfolios is a complex is explained in detail in the following sections. Figure 2.4.2: Example graph for product portfolio development. process because many parameters must be taken into consideration, measured, analyzed, and combined so 2.4.3  Assessing vulnerability that a comprehensive portfolio can be created. Within One challenging task was assessing the vulnerability ClimAlpTour, the portfolios were produced in order of both the destination and tourism products. to show the most important tourism products with In the research literature it is difficult to find consistent regard to their vulnerability level within the specific descriptions of vulnerability. ere is no common un- destination. e portfolios were developed in a three-step derstanding of vulnerability in the sense of what it approach. describes, what factors constitute it, or how it can be 1st step: Consisting of both destination and product measured. Definitions of vulnerability vary depending vulnerability, the overall vulnerability of each pilot on the context (economic, environmental, or social) site was first estimated. In the graph the overall vul- in which it is seen. However, two fundamentally nerability is shown in three classes (high, medium, different approaches can be distinguished: the “risk or and low) on the y-axis. natural hazard approach” from the perspective of nature 2nd step: en the most relevant tourism products of or climate, and the “social vulnerability approach” the pilot sites were named and categorized into summer, from the perspective of society and economics. e winter, or all-season tourism products. is catego- former describes vulnerability as a dose-exposure rization is shown on the x-axis. e importance of relation in which the external incident determines the these products was estimated for each pilot site either degree of vulnerability, whereas the latter mainly con- | GENERAL OUTPUTS | ClimAlpTour 29 siders socioeconomic and structural parameters without comes in different forms (e.g., quantitative vs. quali- of a population group. However, there is no clear defi- the necessity of an external incident. An integrated tative) (Preston 2008). nition of the boundaries between economic, ecological, approach should consider both the determining impact According to Preston (2008) “some of the core chal- and social vulnerability (Dietz (2006). of an external event and the socioeconomic factors lenges that emerge in attempting to map vulnerability In order to examine the vulnerability of the tourism (Dietz 2006). Because of this socioeconomic compo- are the identification of appropriate information and industry and tourism products in the ClimAlpTour nent, a variety of data must be collected from various indicators to define biophysical and social/ecological pilot sites, the following sections explain the approach sources in order to measure vulnerability. Whereas cli- vulnerability and the manner in which information for creating product portfolios and give an overview mate data may be available for specific points over a should be integrated” (Preston 2008). of today’s situation in the destinations addressed. given landscape, socioeconomic and demographic data Vulnerability can be divided into the economic vul- The actual product portfolios of the ClimAlpTour are often only available at geopolitical levels (national, nerability of a country or a business, ecological vulner- pilot sites are presented as well (as far as data were state, or local government jurisdictions), so that infor- ability of a region or ecosystem, and social vulnerability available and sales figures were provided). These port- mation needs to be collected at different scales and folios can be used to initiate discussions in the pilot sites or give important hints for possible adaptation strategies for specific products and the destination itself. Assessing destination vulnerability (economic, ecological, and social) yti y l Economic til Population yt Reability of welfare (GDP, (migration i As mentioned above, there are three areas of vulnerability ib i li natural resources a extreme economic b r a balance) (snow, conditions, overall r ba that need to be considered when trying to define the e r temperature, n e l investment nl Demographic e topographic climate) change (old age n vulnerability of a country, region, or community: u l v u position) v index) u c Tourism l v • Economic vulnerability i a l Natural hazards m i dependency c Political a (droughts, floods, (tourism intensity, o t conditions n avalanches, mud • Ecological vulnerability on job market S (community spirit) e o slides, storms) dependency on m • Social vulnerability cE o tourism, growth of ri destination, work v In the context of these very heterogeneous parameters, n force balance, E customer tourism can be seen as a bridging interface. satisfaction) Economic vulnerability In the first step, the economic situation of each pilot Figure 2.4.3: Three pillars of vulnerability measurement. site was evaluated and the following indicators for ClimAlpTour | GENERAL OUTPUTS | 30 The destination vulnerability consists of a combination of economic, social and environ- “Direction”: – lowers “General”: “Relevant”: Only those “Standardized”: Estimated by Calculated: mental vulnerability (parameters taken from primary and secondary data collection). vulnerability and Given by HM. considered for which standardized HM according importance x Each parameter is weighted and given a vulnerability estimation from 1–5. All parameters + raises vulnerability. data was available in to 100. to pilot site vulnerability are added and a weighted destination vulnerability is calculated. the resp. pilot site. figures. estimation. Destination Parameter Exact question Indicator Data Direction Importance/ Importance/ Importance/ Pilot site Pilot site Pilot site vulnerability number collection of impact weighting weighting weighting vulnerability vulnerability (general) (relevant) (relevant) estimation estimation standardized (weighted) Overall economic Real GDP growth rate; growth rate GDP within the last A1 Secondary – 10% 10% 13% Figures from 1–5 calculated development (GDP) 5 years (trend 2002–2008) data collection Extreme economic Reports of extreme economic events such as bankruptcies and conditions scandals in the destination have increased over the last five years A11i, A11ii Primary + 2% 2% 3% Figures from 1–5 calculated Reports of extreme economic events such as bankruptcies and scandals data collection in the destination are likely to increase over the next five years. Overall investment The investment conditions for new ecological projects in the region climate have been generally favourable over the last five years. A4i, A4ii Primary – 4% Figures from calculated The overall investment climate in the region has been generally data collection favourable over the last five years. Economic Tourism intensity Ratio: Tourist nights / (resident population * 100) => Interpretation: D30 Secondary + 14% 14% 18% Figures from 1–5 calculated vulnerability TI>1: Tourism industry is dominant in destination data collection Job market dependency Ratio: (number of employees subject to income tax in trade, hotel & A3 Secondary + 10% 10% 13% Figures from 1–5 calculated on tourism restaurant industry and transport + tourist nights / 500) / 2/ total data collection number of employees subject to income tax Growth of destination Total number of bed places available for tourists (accommodation) D9 Secondary + 7% 7% 9% Figures from 1–5 calculated within the last eight years (2000–2008) data collection Workforce balance Approximately what percentage of the workforce in the destination (Migrant vs. Local – comes from outside the destination country – in summer? A7i, A7ii Primary + 5% 5% 6% Figures from 1–5 calculated authenticity) Approximately what percentage of the workforce in the destination data collection comes from outside the destination country – in winter? Customer satisfaction “How satisfied were you with your stay at the destination? D37 Primary and – 9% Figures from calculated Existing or new research and visitor questionnaires. Secondary data collection Migration balance Migration balance (residents moving into the destination/ A12 Secondary – 7% 7% 9% Figures from 1–5 calculated residents moving out) 2002–2008 data collection Old age Index Demographic change (ageing / rejuvenating society) 2008 A13a Secondary + 8% Figures from calculated Social vulnerability data collection Community spirit The destination has a strong community spirit, permanent/ A5i Primary – 4% 4% 5% Figures from 1–5 calculated local residents cooperate and support each other. data collection Environmental Average snowfall, minimum snowfall, winter temperatures, altitude WP 4 Analysis Secondary + 14% 14% 18% Figures from 1–5 calculated vulnerability of bottom of resort, average altitude of ski area, orientation of slopes, data collection Environmental topography, geographic position vulnerability Natural hazards Occurrence of extreme natural hazards C14 Secondary + 6% 6% 8% Figures from 1–5 calculated data collection Summen: 100% 79% 100% Table 2.4.1: Comprehensive table for measuring destination vulnerability. Vulnerability estimation categories (according to Chaix (2010) vulnerability categories) 5 = high, 4 = reasonably high, 3 = medium, 2 = low, 1 = no, | GENERAL OUTPUTS | ClimAlpTour 31 economic welfare and tourism dependency were con- • Migration balance: shows if a population is growing All of these parameters were taken into consideration sidered and analyzed: or shrinking when defining the destinationś vulnerability. Pa- • GDP as one of the key indicators for measuring • Old age index: shows the demographic change rameters were taken from primary and secondary economic welfare8 • Community spirit: shows the cooperation and sup- data collection. Each parameter was weighted and • Extreme economic conditions: shows the overall port of the local community given a vulnerability estimate from 1 to 5 (the same economic situation Environmental vulnerability scale as used by Chaix (2010) in his assessment of • Overall investment climate: shows investors’ interest e environmental aspect is the third area of interest the vulnerability of ski areas to climate change – in a region when looking at a destination’s vulnerability. Two pa- see 2.2.2). All parameters were then added up and • Tourism intensity:9 shows the economic importance rameters were taken into consideration: a weighted destination vulnerability was calculated. of tourism in a region • Environmental vulnerability: estimated from the • Job market dependency on tourism:10 shows the average snowfall, minimum snowfall, winter tem- importance of the tourism industry for the job mar- peratures, elevation of bottom of resort, average el- not make sense. Because the variety of climate vulner- ket evation of ski area, orientation of slopes, topography, ability in the group of summer tourism products is • Growth of destination: shows the region’s develop- and geographic position11 immense, it is necessary to take a closer look at the ment over the last few years • Natural catastrophes: shows the frequency/occurrence products themselves. us, the development of product • Workforce balance: shows the dependence of the of extreme natural hazards portfolios is not only based on the common under- destination on migrant workers Assessing product vulnerability standing of vulnerability, but also takes into account • Customer satisfaction: gives an impression of guests’ After assessing the economic, ecological, and environ- the vulnerability of individual tourism products. is perception of the destination mental vulnerability of the pilot sites, it is necessary to product vulnerability is then related to the general Social vulnerability transfer this knowledge to a detailed product level. vulnerability indicators for the specific destination. In e second pillar of the destination’s vulnerability Even if it has been very common in the climate change order to do this, a similar approach as in the Austrian measurement concerns the social aspect. e following discussion in the past, a general approach separating StartClim-project (Fleischhacker & Formayer 2006) indicators were considered and analyzed: only “winter tourism” and “summer tourism” does was chosen and adjusted to ClimAlpTour’s specific 8 For many project partners it was not possible to retrieve the exact GDP for such a special territorial area as the ClimAlpTour pilot sites. This is why estimates had to be made; for example, by taking into account the NUTS 2 level GDP and converting it to the pilot site area. This means that the reported figures can only serve as an approximation. 9 Tourism intensity is the ratio of tourist nights / (resident population • 100). TI > 1 indicates a high dependency on tourism or that tourism is a dominant industry in the region (Bausch 2009; Harrer & Scherr 2002). 10 Job market dependency of tourism: assumption: 500 tourist nights generate one tourism-related job (in trade, the hotel and restaurant industry, and transport). Ratio: (no. of tourism-dependent employees subject to income tax + guest nights / 500) / 2 / total no. of employees subject to income tax (Bausch 2009; Harrer & Scherr 2002). This figure must be handled with care because it can easily be overestimated (in destinations with few hotels, but many secondary or privately rented homes) or underestimated (in destinations with many hotels and few second or privately rented homes). 11 Environmental vulnerability measured and categorized by Chaix (2010): 5 = high, 4 = reasonably high, 3 = medium, 2 = low, 1 = none. ClimAlpTour | GENERAL OUTPUTS | 32 needs. A product list with tourism products categorized Product Weather sensitivity Cost structure/ Investment or natural resource by winter, summer, and all-season products was estab- Requirements* Fixed costs Variable costs Return on investment Product very high = 5 very high = 5 very high = 5 none/insignificant = 5 vulnerability lished. en each product was evaluated regarding high = 4 high = 4 high = 4 low = 4 estimate its weather sensitivity and its natural resource require- medium = 3 medium = 3 medium = 3 medium = 3 Ø low = 2 low = 2 low = 2 high = 2 ments.12 Furthermore, the cost structure was taken into none = 1 none = 1 none = 1 very high = 1 consideration (fixed cost, variable cost, and return on 1 investment). For estimating the vulnerability of these 2 parameters, the same scale was also applied as by Chaix 3 (2010) for the environmental vulnerability analysis. 4… Weight: 40% 20% 20% 20% Only the return on investment scale had to be turned * Based on StartClim (2006, 19), but adjusted to vulnerability categories according to Chaix (2010). upside-down because the direction of impact is reversed. ** Based on HM estimation. en these parameters were weighted (based on HM Table 2.4.2: Product vulnerability estimate. estimation) and added up to give the product vulner- ability of a specific product, thus showing whether a the top ten products of its destination and to provide Destination vulnerability product is “high maintenance” or can be offered without sales figures for each specific product or attraction. Overal great financial and weather-specific risk. When sales figures were not available, a simple ranking vulnerability Assessing overall vulnerability had to be used alternatively based on estimates by the Product vulnerability e overall vulnerability consists of the destination destination itself. In order to include another perspective, and product vulnerability (see Figure 2.4.3), both the work package 5 leader HM carried out a website Figure 2.4.4: Assessing the overall vulnerability. given equal weighting (50%, 50%) (Figure 2.4.4). analysis to determine which products or activities are Specific promoted the most13 and compared this information product/ Attraction 2.4.4  Assessing the importance of a tourism with the data gathered in the pilot sites. Different Tourism product product bubble sizes were used to visualize the importance of importance e second step estimated the importance of the main the product for the region; the largest bubble represents Product demand tourism products. Each pilot site was asked to name the most important product, and the smallest for the Figure 2.4.5: Assessing tourism product importance. 12 Scale from 1 (no requirements) to 5 (very high requirements). 13 Website accessed March 2010. | GENERAL OUTPUTS | ClimAlpTour 33 Current Product Portfolio Example This crisis is apparently not due to the economic Overal downturn, although the 2008–2009 economic crisis high vulnerability Classic skiing did greatly affect the tourism sector; rather, it has Golf Hiking structural origins (Keller 2005). e market is changing: Water Mountain activities biking Activity globalization has brought about an overall increase in ediumm parks Vulnerability Folklore/ Artisan festivals workshops competitors, increasingly demanding tourists are a Health spa constant incentive to achieve quality standards in tourism, Tourism Gastronomy product and information and communication technology have importance no/low provided a certain degree of transparency for the market Summer All Season Winter Product Category and changed marketing strategies related to promotion Figure 2.4.6: Generating pilot site product portfolios. and trading, emphasizing the need for innovation within this sector. In Alpine areas, these changes in the tourism market least important product within the main tourism ac- 2.5.  Alpine-wide adaptation are compounded by structural problems such as limited tivities offered. strategies space, limited scope for boosting the selection of tourism options, difficult access, and climate change (Macchi- 2.4.5  Generating pilot site product 2.5.1  Winter tourism in the Alps: critical factors avelli 2006a; Swiss Confederation 2010). portfolios and challenges Climate change in particular seems to play a vital role: In order to generate the product portfolios, the tourism In the last few decades, the growing trend in tourism the last few winter seasons have shown that good snow products were linked to their vulnerability level within has decreased in Alpine destinations and the average du- conditions are a fundamental prerequisite for good op- the specific destination, their season-focus, and their ration of visits has substantially decreased. Many desti- eration of ski-lift networks and ski resorts. Proof of this importance. e product importance is shown in form nations have reached their maturity stage and the market is the strong increase in the number of skiing days and of bubble sizes and the overall vulnerability of the is now saturated (ONT 2009). From 1990 to 2006, the ski passes sold in recent winter seasons compared to product is shown by the location of the bubble within increase in overnight hotel stays leveled off almost every- previous ones, which were characterized by poor snow- the graph. e further a bubble enters the red area, where, confirming the trend cited above, and started to falls.14 is variation was clearly visible at lower- and the more vulnerable the product is. increase again only recently (BAK 2007; astat 2010). medium-elevation resorts in particular (Vanat 2009). 14 The figures are collected on a yearly basis by Vanat for Swiss, Austrian, French, American, and Canadian ski resorts. ClimAlpTour | GENERAL OUTPUTS | 34 Because winter sports are the most important income only be negative for the sector, but can also be an op- marginal areas. is, in turn, can foster the development source for many Alpine areas, the guaranteed presence portunity if adequately foreseen. of not only local identities and cultural heritage but of snow becomes one of the key elements of what they also any possible aspect of the range of tourism activities can offer tourists. However, climate change has always 2.5.2 Strategies for alpine destinations (sports, environment, leisure, etc.) at the various resorts. been neglected by tourism professionals because the e tourism function of an area is never a single option, Second, focusing on promoting the best-known resorts effects of these variations will mostly become apparent but one of many possible functions. In order to avoid will help boost interest in other less well-known places. in the long run. Moreover, the heavy snowfalls of the internal competition among the various functions they erefore, exchanging resources among the various last few winter seasons have surely contributed to need to be harmonized. Integrating and harmonizing destinations within a single geographical area can en- pushing the issue further into the background. the various functions is necessary, above all where space hance the de-localization of tourist flows, with a positive Nonetheless, climate models show that warming of is limited, as in the case of Alpine valleys. For tourism, impact on sustainability in the best-known destinations, the Alpine area has been and will probably remain keeping the quality of the landscape intact and the promoting knowledge of natural and cultural heritage higher than the global average (IPCC 2007; EEA 2009). proper development of manufacturing and residential and increasing tourists’ average length of stay (Viganò & In this case, it is quite likely that the natural snow limit neighborhoods, particularly in relation to vacation Mottironi 2010). will shift upwards as a direct consequence of the higher homes, are challenges that can be addressed through e need to overcome the skiing “monoculture” and temperatures and the variation related to the condition proper urban and rural planning.15 is planning must foster the diversity of resources available in mountain and frequency of snowfalls (EEA 2009; OECD 2007). be integrated with the management of tourism desti- areas, promoting still undeveloped resources, can be In addition, climate change is resulting in increasingly nations and, in general, with the administration of the translated into strategic approaches that consider re- intense phenomena that may produce a lot of snow at public and private entities working in them. placing, integrating, or complementing skiing in relation low temperatures, as in recent seasons, but may also First of all, destination management means building to the elevation of the various destinations. Elevation result in rapid melting of snow when temperatures in- networks. Integrated management of both destinations represents a differentiating element in terms of both crease. and territory allows the achievement of a dual goal: in- tourism relevance and sensitivity to climate change: e is is therefore a serious threat to Alpine tourism, tegrating the differences between destinations to counter best-known tourism destinations in the Alps are situated particularly in winter, because it will have long-lasting the tendency towards homogenization of activities at the highest elevations, within the most important ski consequences for the resorts involved. is need not available to tourists, and increasing the visibility of complexes, and are less sensitive to climate variations.16 15 For example, the Tyrolean program for cableways and ski areas (the Tiroler Seilbahn- und Skigebietsprogramm) is a ten-year integrated planning program to harmonize various planning policies (for towns and countryside), exploit Alpine areas, and foster development and transportation (CIPRA 1998). 16 Similar strategies are currently being used in France, where the government has promoted the diversification of tourism attractions at several territorial levels based on the elevation of the resorts through the Contrats de Plan Etat Région (Rhône-Alpes region), Plan de Tourisme de Savoie 2007–2013 (Savoy department), and Contrats de Développement Diversifié (Isère department). | GENERAL OUTPUTS | ClimAlpTour 35 Lower-elevation resorts: these resorts can characterize what they offer in a way plementary perspective, skiing would become one of alternatives to skiing that could allow them to differentiate themselves from the attracting elements of these destinations together Stop investing in skiing. e evident barrier for minor the others and act as an enticement.17 e marketing with other resources.18 Alpine destinations to be more competitive is due of tourism must be primarily focused on that particular Looking at new resources. Broadening the range of both to structural factors, such as the lower diversity differentiating element and will be addressed to potential winter leisure activities can prove useful, both when a and quality of available services, and to situational customers to rouse their interest. temperature increase is foreseen and in order to adapt factors, such as a higher sensitivity to climate variations Build a network with high-elevation resorts. Coop- destinations to the changing market. Against this back- (Bieger 2006). ese elements should lead to the devel- eration between lower- and higher-elevation resorts ground, it is necessary to identify potential resources opment of alternative medium- or long-term strategies will lead to mutual advantages: the first, acting on for tourism, such as cultural and natural heritage or that do not consider skiing the primary resource of these wide market segments, could offer activities and services the wellness segment, and to make them viable. In a areas. is does not mean that skiing must be completely that complement skiing and cheaper accommodation number of destinations, there is a demand to focus abandoned because in many cases it is still the main facilities, whereas the second, thanks to cooperation more on valuable local resources (local products and activity, but investments and activities related to this with less well-known resorts (that are, however, often traditions, natural resources, etc.) for both tourists sport should be reduced in the future. In order for in- characterized by a richer cultural identity), can expand and local stakeholders. vestments to be economically sustainable, they should and differentiate what they offer. Internal and outward-oriented integration. Integrated not be aimed at strengthening skiing opportunities, but Medium-elevation resorts: management of destinations will be useful to connect should focus on improving existing infrastructure and/or complementary activities to skiing the various components of the local tourism activities. building new ski lifts that can also be used in the summer; Flexible strategy. e scenario for medium-elevation At the same time, it will be necessary to develop new for example, to transport hikers or mountain bikers. mountain destinations is far more complex. Some are connections with outside and exchange resources: in Using such infrastructure on a two-season basis would internationally renowned and base their prestige on fact, diversification can also be achieved by integrating also increase the draw of the destination in the summer- skiing. It is therefore unthinkable to greatly reduce or what better-known destinations offer with the selection time, thus reducing its dependence on winter tourism. abandon skiing, but it is better to adopt a very flexible at less well-known destinations, creating a synergy to Characterization and specificity. Given the impossi- strategy that can be revised in the medium term and meet tourists’ diverse needs. bility of competing in the diversity of services offered, adapted to any possible climate variations. Under a com- 17 For example, Germany’s Achental area decided to invest in sustainable tourism with a special emphasis on the natural environment, thus hal ting development of ski facilities (CIPRAInfo July 2006). 18 For example, Kitzbühel, an Austrian resort, is increasing and developing its higher-elevation activities, despite the low elevation where ski facilities are located, while also diversifying what is available during the winter season, focusing on wellness in particular (Zimmerl 2001). ClimAlpTour | GENERAL OUTPUTS | 36 Higher-elevation resorts: developing skiing, Climate change as a stimulus to renovate is experiencing. e survival of the ski industry is not diversifying activities and integration Climate change will not only have negative impacts in question, but the “one-way exploitation” of mountain Consolidating activities. e core tourism activities on winter tourism in the medium to long term. Changes areas is. Such a process can be planned and managed at the highest-elevation destinations are ski facilities. to the natural environment and weather conditions in advance if it is remembered that the climate, even ey have a dual competitive advantage: the higher can also be seen as opportunities to more rapidly im- though it can experience permanent changes, will not elevation allows them to not only be less sensitive to plement the structural change that is necessary for change precipitously (Macchiavelli 2006a). climate variations, but also gain from the reduction in dealing with the current crisis that the tourism sector activities and the possible closure of ski facilities at lower elevations. In order to maintain this market ad- vantage, it is necessary to maximize primary resources by strengthening the skiing infrastructure, which re- mains the most attractive element, and to complement what they offer with other snow activities, thus inte- grating downhill skiing.19 Outward-oriented integration. Increasing selection can be achieved not only through diversifying the ac- tivities at the destination (although this is limited be- cause it is linked to the area’s resources), but especially through cooperation with other destinations under an integration approach. e resulting advantage is mutual: higher-elevation resorts will expand their range of ac- tivities and attractions, and the lower-elevation ones will benefit from the market attraction created by the others. 19 Serfaus (Tyrol), one of the most important Austrian ski resorts, and many other artič resorts have integrated their ski activities with attractions for children (including rh playgrounds and dedicated spaces). In contrast, St. Moritz (Switzerland) . EB focused on cultural heritage, proposing the Albula/Bernina area as a UNESCO World Heritage site. Figure 2.5.1: Winter wonderland. | GENERAL OUTPUTS | ClimAlpTour 37 UZA SCR lika Ze a Mnton t A štitu rafski ingoe k, G avše. PM 3 PILOT ACTIVITIES 3.1  Auronzo di Cadore Location: Italy NUTS 2: ITD3 Veneto NUTS 3: ITD3 Belluno Area: 220 km2 Size of resident population: 3,584 (2008) Population per square km: 16.2 Minimum and maximum elevation: 800/2,999 m Administrative center and its elevation: Auronzo di Cadore, (864 m) o Nearest motorway access: Longarone (47 km) rism Nearest railway station: Calalzo di Cadore (20 km) iti Tumloo Nearest international airports: Treviso (118km), D Figure 3.1.1: A view of the town of Auronzo di Cadore with the most characteristic feature of the municipality, Tre Cime di Lavaredo, Venice (138 km) in the background. Number of tourist beds Number of tourist nights 8000 400,000 350 000 , 7500 300 000 , Own country 250 000 , Germany 7000 The Netherlands 200 000 , France 150 000 , Austria 6500 Other European countries 100 000 , Other 6000 50,000 1985 1990 1995 2000 2005 2010 1985 1990 1995 2000 2005 2010 Year Year Annual Summer Winter Figure 3.1.2: Growth of the destination in terms of number Figure 3.1.3: Annual, summer and winter tourist nights Figure 3.1.4: Origin of summer visitors in 2008 in Auronzo of beds from 1985 to 2008 in Auronzo di Cadore. between 1985 and 2008 in Auronzo di Cadore. di Cadore. ClimAlpTour | PILOT ACTIVITIES | 40 s t site ilo 3.1.1  SWOT analysis e economic parameters show stable development, p and the most vulnerable parameters concern social and rismu Strengths Weaknesses environment aspects. With an old-age index of 170.53%, r to • Beauty and uniqueness of location: UNESCO site, 85% • Outgoing migration balance moderately increasing e of land is classified as “natural” or “forest,” 65% of land • Older population Auronzo di Cadore has a quickly ageing society. e mm is subject to environmental protection • Low technological quality environmental vulnerability level of 4.5 shows that • Water availability for artificial snow • Deficient public transport within and to the municipality • Increase in winter tourism • Low-quality hotels the reliance on natural resources (especially with regard stly suoM • Local traditions related to tourism (since 1930) • Presence of fairly well-developed low-elevation ski area to winter sports) must be reconsidered. • Good opportunities for summer tourism (trekking, hiking, and an underdeveloped high-elevation ski-area mountain biking, lakes, etc.) • Brevity of summer and winter tourism seasons Auronzo di Cadore has a medium adaptation elasticity • Competitive prices (hotels, restaurants, ski passes) • Lack of a shared planning perspective (3.25).22 However, awareness of dangers due to climate change is rather low. If measures for more alternative Opportunities Threats (snow-independent) tourism activities are taken, visitors • Potential connections with neighboring ski areas • Many and much better developed neighboring state that they would even accept a price increase. (Cortina d’Ampezzo, Super Ski Dolomiti) competitors • Relatively easy to access • Very strict environmental regulations in force is opinion is not shared by the tourism experts in • Growing tourism demand for both summer and winter • Climate and demographic change the region, who instead fear that this would cause the seasons • Global economic crisis: high risk for financial investments • Large range of activities and emerging sports to promote • Environmental and landscape impacts of new infrastructure number of guests to decrease. Gastronomy (local prod- • Environmentally friendly initiatives/UNESCO site • Slow adaptation to new tourism demand ucts), management of mineral/thermal waters, winter and summer hiking (snow shoeing), and horseback Table 3.1.1: SWOT analysis for pilot site Auronzo di Cadore. riding were suggested as relevant alternatives for di- versification. Moreover, camping areas for young people 3.1.2  Current product portfolio and adaptation product portfolio of Auronzo di Cadore is very sports could be developed. Better promotion of the destination elasticity oriented and comprises activities in Alpine summer itself (publicizing its potential in terms of nature and e destination vulnerability of Auronzo di Cadore is sports as well as traditional winter sports. Combined landscapes) was also mentioned. estimated at 2.5120 and is thus rather low, whereas the with the vulnerability of the various tourism products, Guests state that the most important factors influencing overall vulnerability levels range from 2.46 (mountain winter sport activities show the highest vulnerability their choice of vacation destination are service quality, biking) to 3.06 (cross-country / off-piste-skiing).21 e levels, and are thus most at risk. the variety of activities and outings, and hospitality 20 For all pilot sites in Chapter 3, vulnerability estimate scale according to Chaix (2010): 1 = none, 2 = low, 3 = medium, 4 = reasonably high, 5 = high vulnerability level. 21 Comprehensive data set available; 13 out of 13 parameters were delivered by the project partner. 22 For consistency, the same scale is used for all pilot sites in Chapter 3 as for the vulnerability estimate: 1 = none, 2 = low, 3 = medium, 4 = reasonably high, 5 = high adaption elasticity. | PILOT ACTIVITIES | ClimAlpTour 41 Tourism products Classification Destination Product Overall Product medium, and long terms. Secondary objectives are to vulnerability vulnerability vulnerability importance augment tourist arrivals while reducing seasonality. Cross-country skiing Alpine winter sports 2.51 3.60 3.06 9 Strategies developed Off-piste skiing Alpine winter sports 2.51 3.60 3.06 2 Stakeholders identified four development strategies: Swimming pools General outdoor sports 2.51 3.60 3.06 1 • Everything remains the same: no new investments Downhill skiing Alpine winter sports 2.51 3.40 2.96 10 Rock climbing Alpine summer sports 2.51 3.40 2.96 7 • Ski-intensive: high-tech downhill ski center: con- Water activities General outdoor sports 2.51 3.20 2.86 6 struction of new lifts, few new hotels and restaurants, Heritage sites Arts and culture 2.51 3.00 2.76 4 etc., to frame ski activities Hiking Hiking/walking 2.51 2.80 2.66 8 • Alternative skiing: new ski resort typology of free-ride Ice skating Alpine winter sports 2.51 2.80 2.66 5 skiing, nordic skiing, and snowshoeing, few new Mountain biking Alpine summer sports 2.51 2.40 2.46 3 hotels and restaurants, etc., to frame ski activities Table 3.1.2: Overall vulnerability estimate for Auronzo di Cadore. • Beyond snow: abandonment of investments in down- hill ski infrastructure (and artificial snow), Auronzo and how warmly they are welcomed. Reliability of the di Cadore becomes a resort specializing in wellbeing, ighH weather (snow in the winter, sun in the summer) is shopping, gastronomy, and family tourism: more Cross-country skiing rated as important by guests, whereas experts evaluate non-snow-related infrastructure (spas, sport center, etc.) Swimming Off-piste pools Rock climbing skiing Heritage Water activities sites this parameter as rather unimportant. e dominant strategy has been “beyond snow”. Results Ice skating Mountain ediumM biking Downhil Hiking skiing show that a development strategy detached from Vulnerability 3.1.3  Adaptation strategies snow-related activities, but focusing on the quality of Number of workshops held: 2 hospitality structures and on indoor activities, is likely o/lowN Topic of the first workshop: strategies for winter to produce better outcomes, in particular regarding Summer A - ll Season Winter Product Category tourism development in the municipality of Auronzo competitiveness and the mass of tourists attracted. Figure 3.1.5: Current product portfolio for Auronzo di Cadore. di Cadore. is result is consistent across various future scenarios Topic of the second workshop: ClimAlpTour DSS/e-tool: and is mainly related to the capacity of this strategy to presentation of the project’s preliminary results. build on the bulk of existing tourism, while dealing Aims and goals with possible climate, demographic, and competition e main goal is to increase the attractiveness of Auronzo changes. However, a “beyond snow” strategy should di Cadore’s winter season to winter tourists in the short, be linked to enhancing public transport, and particularly ClimAlpTour | PILOT ACTIVITIES | 42 s t site ilo that connecting the two poles, because the in-destination p transfer needs of tourists may significantly increase. rismu Evaluation r toe Initial strategies proposed by the facilitators were refined mm by stakeholders during the first workshop. However, more emphasis should be placed on transport. Stake- stly suoM holders themselves judged the strategies according to several indicators, which included innovativeness and feasibility (protected areas affected and investment costs). Alternative skiing “won” in terms of innovativeness. Further steps in the destination and after the projects’ closure Adaptation to climate change should not be considered in isolated terms. Climate change is just another pressure adding to an already stressed tourism system with specific strengths and weaknesses. Although tourism demand is adaptive and tourists’ behavior is rapidly evolving, the tourism supply needs more time to plan activities that respect social, economic, and environ- mental constraints. ere certainly are autonomous c activities (e.g., artificial snow, ski slope design, etc.) aljave I. V that can be undertaken by tourism suppliers, but the Figure 3.1.6: Tre Cime – a landmark of the Dolomites. most crucial part of the adaptation effort will be played by “planned adaptation”. Nonetheless, a prerequisite must be in place: Auronzo di Cadore needs to build on the synergies of the various institutions involved in the destination management and to integrate the already fragmented human and financial resources. | PILOT ACTIVITIES | ClimAlpTour 43 3.2  Presolana-Monte Pora Location: Italy NUTS 2: ITC4 Lombardia NUTS 3: ITC46 Bergamo, ITC47 Brescia Area: 219 km2 Size of resident population: 43,660 (2008) Population per square km: 199 Minimum and maximum elevation: 185 m/2,521 m Administrative centers and their elevation: Castione della Presolana (870 m); Darfo Boario Terme (218 m) Nearest motorway access: Seriate (49 km from Castione i llin della Presolana), Rovato (49km from Darfo Boario Terme) e arb Nearest railway station: Darfo Corna (29 km), Bergamo L. G Figure 3.2.1: View of the Presolana mountain range from Monte Pora. (45 km) Nearest international airports: Bergamo (47), Milan (103) Number of tourist beds Number of tourist nights 5000 350 000 , 4500 300 000 , 250 000 , 4000 200 000 , 3500 Own Region 150 000 , Own country 3000 Germany 100 000 , France 2500 50 000 , Other European countries Other countries 2000 0 2000 2002 2004 2006 2008 2010 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 Year Year Annual Summer Winter Figure 3.2.2: Growth of the destination in terms of number Figure 3.2.3: Annual, summer, and winter tourist nights in hotel of beds in hotel accommodation only from 2000 to 2008 accommodation only between 2000 and 2008 in Presolana- Figure 3.2.4: Origin of summer visitors in hotel accommodation in Presolana-Monte Pora. Monte Pora. only in 2008 in Presolana-Monte Pora. ClimAlpTour | PILOT ACTIVITIES | 44 s t site ilo 3.2.1  SWOT analysis 3.2.2  Current product portfolio and adaptation p elasticity rismu Strengths Weaknesses e destination vulnerability of Presolana-Monte Pora r to • The area is traditionally marked by tourism, in close • Ski areas are located at lower elevations and are thus em connection to the ski area strongly dependent on snowfalls is estimated at 2.22 and is thus rather low, whereas m • Presence of valuable landscapes and rich environmental • Poor systemic integration of activities and services the overall vulnerability levels range from 2.60 (spa) resources provided to tourists stly su • Presence of two spa towns • Lack of high-quality accommodation facilities to 3.40 (downhill skiing).23 e product portfolio of oM • Considerable presence of the industrial sector (textile • Hotels seem to have a poor ability to raise capital Presolana-Monte Pora is very diverse and includes ac- and construction companies) in the resorts closer and this in turn makes it difficult for them to invest to the valley • Strong influence of self-catering accommodations tivities in Alpine winter sports, arts and culture, wellness, • Widespread entrepreneurial spirit and vacation houses and nature experiences. Combined with the vulnerability • Good attractiveness (positive migration balance) • Number of tourists and average time of stay have • Close to the cities of Bergamo and Milan and to the Orio decreased over the last ten years of the various tourism products, winter sports show the al Serio International Airport • High digital divide highest vulnerability levels and are therefore most at risk. • Industries are facing a structural crisis due to international competition Critical parameters can be pointed out in all three fields of vulnerability (economic, social, and environ- Opportunities Threats mental). Although the destination is growing quickly • Enhancement of natural resources and characteristic • Tourism services are less competitive than in other agricultural products similar areas (a 40% increase in the number of beds from 2002 • Opportunity to integrate forestry and farming with • Delay in adapting the range of services to changes to 2008), experts assess the overall investment conditions the tourism sector affecting the tourism market • Opportunity to promote tourism in mountain areas • Tourism entrepreneurship lacks energy as well as investment conditions for new ecological together with spa tourism and natural-cultural tourism • The lack of financial resources affecting municipalities projects as rather poor. According to the experts, the • There is a higher than average presence of young people could foster an increase in vacation houses living in this area and this can be a favorable condition • High risk of landslides and floods due to a lack of adequate community spirit and cooperation within the destina- for dynamic, modern entrepreneurial development preventive measures tion could be improved. Moreover, with an assessment • Enhancement of the Orio al Serio International Airport, • Risk of being marginalized on the market because of low which acts as a vital hub for tourists both from Italy technological innovation, an insufficient level of vocational of 3 or 4 (depending on the ski resort), the destination and abroad training, and greater vulnerability to the crisis affecting has an above-average vulnerability level concerning its the industrial sector • Traffic congestion reliance on natural resources. Presolana-Monte Pora’s adaptation elasticity is slightly Table 3.2.1: SWOT analysis for pilot site Presolana-Monte Pora. below average (2.91). Around 40% of the visitors are aware of possible increasing dangers caused by climate change. At least 23% would be willing to accept higher 23 Non-comprehensive data set available: 12 out of 13 parameters were delivered by the project partner. costs for tourism services in order for adaptation measures | PILOT ACTIVITIES | ClimAlpTour 45 Tourism products Classification Destination Product Overall Product by long stays, especially in vacation cottages, and the vulnerability vulnerability vulnerability importance winter was characterized by ski vacations and shorter Downhill skiing Alpine winter sports 2.22 3.40 2.81 10 stays that targeted specific areas. On the one hand, Snow park Alpine winter sports 2.22 3.40 2.81 9 changes in tourist trends and expectations require the Artisan workshops Old customs/traditions 2.22 3.20 2.71 6 local population and tour operators to become more Darfo Health spa Wellness/spas/health 2.22 3.00 2.61 8 Heritage sites Arts and culture 2.22 3.00 2.61 5 aware of tourists’ new needs; on the other hand, greater Folklore and festivals Arts and culture 2.22 3.00 2.61 4 investment capacity is needed to make new services Nature trails Nature experience 2.22 2.80 2.51 3 and infrastructure available, given the trend of decreasing Angolo Health spa Wellness/spas/health 2.22 2.60 2.41 7 income from tourism in recent years. Table 3.2.2: Overall vulnerability estimate for Presolana-Monte Pora. To this end, the strategies being implemented have three main aims: to the price elasticity addressed above), quality of • To enhance the cultural awareness and professional ighH service, and hospitality and how warmly they are wel- skills of operators and the local population as a prereq- Downhil skiing comed. Recommendations from others are rated be- uisite to improving the area’s ability to receive tourists; Artisan Snow park Folklore Heritage workshops Nature sites tween less important and important by guests, whereas • To promote existing resources that have not been edium and festivals trails Darfo M Health spa Vulnerability Angolo Health spa experts believe that this parameter is very important suitably exploited in the current management model; when choosing a vacation destination. • To offer a broader variety of services – which, however, o/low must suit the area’s investment capacity. N Summer All-Season Winter 3.2.3  Adaptation strategies Strategies developed Product Category Number of workshops held: 2 Shaping a culture of welcome: Figure 3.2.5: Current product portfolio for Presolana-Monte Pora. Topic of the first workshop: development of tourism • Training offered to the local population, including strategies and measures in low- and medium-elevation utilizing the local media and competitions to pro- to be taken. Gastronomy (local products and event gas- alpine destinations in Lombardy. mote greater care for the aesthetics of the resort tronomy), valorization of Alpine pastures, and further Topic of the second workshop: identification of tourism (e.g., the balcony with the best flowers, the best development of tourism products for young people were development strategies for the pilot area. shop window, etc). Collaboration with schools to mentioned as relevant alternatives for diversification. Aims and goals disseminate this culture among young people. Guests state that the most important factors influencing is area has attracted family vacations as a tourist • Training offered to tour operators, utilizing local their choice of vacation destination are cost (in contrast resort for many years: the summer was characterized educational tours to encourage more in-depth and ClimAlpTour | PILOT ACTIVITIES | 46 s t site ilo diversified knowledge of the local culture and land- geted solely to the areas that are likely to be more the only means of ensuring high-quality services and p scape, including using technologies and benchmark profitable. more diversity in terms of tourist attractions. rismu tours to other resorts with a similar market posi- • Diversifying the range of activities offered by teaming e aim of de-seasonalizing hotel availability is partly r toe tion. up with nearby resorts (e.g., ski resorts or lakeside associated with initiatives that can be achieved through mm Decongesting traffic in and to the area by promoting resorts in neighboring areas). the measures described above, although its effectiveness new forms of soft mobility: Increasing productivity by acting on the number of is broadly linked to the ability of individual hoteliers stly suoM • Better access to the area. Improving public transport beds available in hotels and especially in self-catering and/or consortia to manage and promote the strategy. efficiency (in terms of timetables, connections, and units: Vacation cottages, which have strongly affected this information) as much as possible and incentivizing • Discontinuing season-bound hotel offers and moving area for decades, are clearly restricting the area’s tourist closer coordination between private operators (e.g., them towards specific activities that might feasibly development. e effectiveness of initiatives to increase hotel owners) for managing connections to and be organized (e.g., cultural events, conferences, etc). the productiveness of these units must rely on new re- from Milan’s international Orio al Serio airport. • Introducing new organizational and marketing mod- strictions or limitations on building vacation cottages • Services inside the area. Developing initiatives to els to promote shorter vacation cottage rentals, also by individual municipalities and the direct involvement discourage the use of private vehicles for transport by directly involving owners. e aim is to increase of owners. (e.g., by closing the historical centers to traffic, con- the turnover of tourists at the resort. Further steps in the destination and after tracted fees for taxis or shuttle buses carrying tourists Evaluation the projects’ closure to main attractions, and a possible cable-car con- With the exception of the cable car, which will require An essential prerequisite for implementing and executing nection between the municipality of Castione della accurate feasibility and sustainability studies, the strate- the strategies listed above is greater collaboration Presolana and the Monte Pora ski resort). gies and initiatives envisaged in sections I and II above between public and private operators in the area, aimed Characterizing the resort and diversifying activities by require limited investment and can easily be achieved at pursuing joint strategies. For this to happen, it will networking the tourist attractions in the territory: in the short to medium term, as long as they are sup- be necessary to identify a process leader that will: • Identifying a range of diversified attractions located ported and shared by local operators. • Act as legitimate interlocutor acknowledged by all in the area and networking them (under the themes e characterization of the resorts and the diversification parties concerned; of culture, environment, food and wine, and sports), of attractions achieved by teaming up with nearby • Coordinate the joint strategies shared by all main and at the same time promoting a specific theme to resorts can only be pursued in the medium/long term. stakeholders; characterize the area. is will make it possible to e cost of these initiatives will be rather high and • Ensure that all concerned can and do participate in concentrate resources to add value to the tourist at- will necessarily have to be guided by a public-private implementing these strategies; tractions offered, and investments could also be tar- partnership. Nevertheless, networking resources are • Monitor their execution and results. | PILOT ACTIVITIES | ClimAlpTour 47 3.3  Renon/Ritten Location: Italy NUTS 2: ITD1 Provincia Autonoma Bolzano/Bozen (Trentino-Alto Adige/Südtirol) NUTS 3: ITD 10 Bolzano/Bozen Area: 111 km2 Size of resident population: 7,430 (2008) Population per square km: 67 Minimum and maximum elevation: 256/2,260 m Administrative center and its elevation: Renon/Ritten (1,198 m) Direct access with cable car from Bolzano/Bozen city is center redn . A Nearest freeway access: Bolzano/Bozen (17 km) A Figure 3.3.1: Landscape of Renon/Ritten. Nearest railway station: Bolzano/Bozen (11.5 km) Nearest international airports: Bolzano/Bozen (13 km), Number of tourist beds Number of tourist nights Innsbruck (116 km), Verona (179 km) 4000 400,000 3500 350,000 3000 300,000 2500 250.000 Germany 2000 200,000 Own country Austria 1500 150,000 Switzerland 1000 100,000 Other European countries Other countries 500 50,000 0 0 1990 1995 2000 2005 2010 1970 1975 1980 1985 1990 1995 2000 2005 2010 Year Year Annual Summer Winter Figure 3.3.2: Growth of the destination in terms of number Figure 3.3.3: Annual, summer and winter tourist nights Figure 3.3.4: Origin of summer visitors in 2008 in Renon/Ritten. of beds from 1990 to 2008 in Renon/Ritten. between 1970 and 2008 in Renon/Ritten. ClimAlpTour | PILOT ACTIVITIES | 48 s t site ilo 3.3.1  SWOT analysis 3.3.2  Current product portfolio and adaptation p elasticity rismu Strengths Weaknesses e destination vulnerability of Renon/Ritten is esti- r to • A long, consolidated tradition in summer tourism, fa- • Winter precipitation has not been constant in recent em vored by the climate and low precipitation in summer years mated at 2.11 and is therefore rather low.24 The m (similar to other areas in South Tyrol) • The tree line is constantly moving up in elevation overall vulnerability levels range from 2.26 (mountain • The ski area is located in the highest part of the destination • The destination is affected by a lack of water resources stly su • Winter tourism has so far been developed as “soft” • The destination has so far not completely developed its biking / gastronomy) to 2.86 (sports competitions) oM tourism, for families and with a range of non-ski-related artificial snow-production potential and are rather close together. e product portfolio of activities offered • The location of the destination offers unique views of Renon/Ritten is very sports oriented and comprises the surrounding mountains activities from Alpine/general summer and winter • The destination is accessible without using private vehi- cles via a modern cable car sports as well as sports competitions. Combined with the vulnerability of the various tourism products, Opportunities Threats sports competitions and downhill skiing show the • Higher temperatures in the valley will favor increased • Uncertainty regarding future precipitation could affect visitors in the summer season flora and fauna highest vulnerability levels and are therefore most at • The location of the ski area at a high elevation will re- • Higher temperatures, combined with the lack of water risk. duce the risk of lack of snow; there will also be the possi- resources at the destination, mean that making artificial bility of expanding the ski area, bearing in mind the snow will be more challenging than today At only 5%, the GDP growth rate between 2002 summer-oriented role of the destination • Other areas that have so far been too cold in summer and 2008 was very low and increases the destination’s • The topic of sustainable mobility and car-free vacations will become competitive in the market for “refreshing” will be promoted wellness summer holidays vulnerability. Most other parameters (social and en- vironmental) lower the vulnerability level. However, Table 3.3.1: SWOT analysis for pilot site Renon/Ritten. unfortunately not many parameters could be taken into consideration, which makes this vulnerability estimation very vague. One interesting fact is the des- tination’s rejuvenating society (with an old age index of 76.67%), which contrasts with most other pilot sites. Renon/Ritten has slightly above-average adaptation elasticity (3.28). Strategy changes arising from sus- tainability and environmental considerations are seen 24 Non-comprehensive data set available: 8 out of 13 parameters were delivered by the project partner. as an opportunity to move the destination forward. | PILOT ACTIVITIES | ClimAlpTour 49 Tourism products Classification Destination Product Overall Product e workshop participants want to maintain winter vulnerability vulnerability vulnerability importance tourism at Corno del Renon/Rittnerhorn but they also Sports competitions Sport competitions/events 2.11 3.60 2.86 1 stress that further development should focus on summer Downhill skiing Alpine winter sports 2.11 3.40 2.76 8 tourism. Here, the good climate with summer maximum Health spa Wellness/spas/health 2.11 3.00 2.56 7 temperatures below 30 °C and the destination’s easy ac- Folklore and festivals Arts and culture 2.11 3.00 2.56 6 Horse riding General outdoor sports 2.11 3.00 2.56 4 cessibility are seen as key factors for future success. Hiking Hiking/walking 2.11 2.80 2.46 10 Strategies developed Nature trails Nature experience 2.11 2.80 2.46 2 During the strategy workshop, among other things Ice skating Alpine winter sports 2.11 2.60 2.36 3 such as the maintenance of the winter season, three Gastronomy Fine dining 2.11 2.40 2.26 9 highly relevant topics under the umbrella of “soft Mountain biking Alpine summer sports 2.11 2.40 2.26 5 summer holidays” were identified: health, mobility, Table 3.3.2: Overall vulnerability estimate for Renon/Ritten. and gastronomy. ese will be the focus of further strategic planning and product development. 3.3.3 Adaptation strategies Health: To position Renon/Ritten as a health destina- ighH Number of workshops held: 1 tion, the members of the strategy workshop see the Topic of the workshop: strategy and product develop- need for further strategic product development. One Folklore Hiking Sports and festivals Downhil competitions Horse skiing ment. task is to improve cooperation between agriculture Health spa edium Nature riding Ice M Mountain trails Gastronomy biking skating Aims and goals and tourism, which is seen as the basis for further im- Vulnerability e summer season is traditionally the most important proving healthy nutrition for tourists and residents. one: the people in the hot Bolzano Valley have known Furthermore, developing extensive activities involving o/lowN Renon/Ritten as a summer health destination (offer - supervised exercise for healthcare is foreseen. To position Summer All-Season Winter Product Category ing Sommerfrische, ‘summer freshness’) for many years. the pilot site as a health and “Alpine Wellness” desti- Figure 3.3.5: Current product portfolio for Renon/Ritten. Winter tourism is relatively weak. e small ski resort at nation, Alpine-related treatments such as grass baths Corno del Renon/Rittnerhorn is frequented by locals will be offered in the future. As a basic condition, from the Bolzano area and by family tourists. Climate Renon’s/Ritten's “therapeutic” landscape and healthy change has already had negative effects on winter tourism, environment must be protected. and the cross-country ski slopes have been moved from Mobility: Renon/Ritten is accessible by a modern lower areas to the top of Corno del Renon/Rittnerhorn. high-capacity cable car from the center of Bolzano. ClimAlpTour | PILOT ACTIVITIES | 50 s t site ilo ere is also a historic tram connecting the main set- p Further steps in the destination and after agriculture and tourism, although the high benefit for tlements of Renon/Ritten and the cable car to Corno the project closure both is obvious, has often failed at other destinations rismu del Renon/Rittnerhorn. A recently launched mobility Tourism stakeholders and the municipality will continue because it lacks mutual understanding, for example. r toe card allows tourists to travel within the destination and m their work, following the defined topics. ere is still A mediator might be needed to structure and monitor m throughout South Tyrol at no additional cost. is will much work to do for in the coming years to further the mutual learning process. motivate tourists to travel without a car. Public bus stly su develop new and existing topics. Cooperation between oM transport and even taxi availability will therefore be further improved. To position Renon/Ritten better as a soft mobility destination an e-mobility rally is planned. Gastronomy: Decision-makers stressed that transparency and security are increasingly important to people. Re- gional cuisine and regional products are one way to re- spond to these demands, which may also help strengthen local and regional economic cycles. To differ- entiate the area from neighboring destinations, local specialties such as beef and dishes using dried pears (known as Kloatze) will be developed. Evaluation e strategy presented here was worked out at the destination several months ago. In the meantime, the first important steps were taken to reach the goals set, such as introducing the mobility card mentioned above. Cooperation between the municipality, the tourism association, and service providers is working very well. Strategic planners have defined eight working groups that will work intensively on strategic product artičrh development over the next month. us, the outlook . EB for reaching the goals set can be considered very good. Figure 3.3.6: Alpine freshness. | PILOT ACTIVITIES | ClimAlpTour 51 3.4  Valgrisenche Location: Italy NUTS 2: ITC2 Valle d’Aosta/Vallée d’Aoste NUTS 3: ITC20 Valle d’Aosta/Vallée d’Aoste Area: 113 km2 Size of resident population: 188 (2008) Population per square km: 1.6 Minimum and maximum elevation: 1,510/3,660 m Administrative center and its elevation: Valgrisenche s (1,660 m) ive arch VAA Nearest motorway access: Aosta (23 km) isasca, R Nearest railway station: Arvier (15 km) am . C Nearest international airport: Turin (147 km) D Figure 3.4.1: Panoramic view of the Valgrisenche reservoir. Number of tourist beds Number of tourist nights 600 45 000 , 40 000 , 500 35 000 , Own country 400 30 000 , (excluding wn r o egion) 25 000 , France 300 Own region 20 000 , The Netherlands 200 15 000 , Germany 10 000 , Switzerland 100 5 0 , 00 Other European countries Other countries 0 0 1980 1985 1990 1995 2000 2005 2010 1995 2000 2005 2010 Year Year Annual Summer Winter Figure 3.4.2: Growth of the destination in terms of number Figure 3.4.3: Annual, summer and winter tourist nights Figure 3.4.4: Origin of summer visitors in 2008 in Valgrisenche. of beds from 1980 to 2008 in Valgrisenche. between 1995 and 2008 in Valgrisenche. ClimAlpTour | PILOT ACTIVITIES | 52 s t site ilo 3.4.1  SWOT analysis 3.4.2  Current product portfolio and adaptation p elasticity rismu Strengths Weaknesses e destination vulnerability of Valgrisenche is estimated r to • Location near the main valley and the nearest famous location: • Snow not guaranteed (no snow-making systems) em Gran Paradiso, mountain community of Valdigne–Monte Bianco • Night life at 3.30 and is therefore above average, whereas the m • Ruitor Glacier • No promotion synergy or strategies overall vulnerability levels range from 2.45 (local prod- • Wonderful Heliski domain • Lack of private tourism entrepreneurs • Summer hiking • No public transport on Sunday and no on-demand services stly su ucts) to 3.55 (heli-ski).25 e product portfolio of Val- o • Natural wild environment • Old hotels and accommodation structures M • Hiking paths and camps • Need for investments to renew accommodation stock grisenche is very sports-oriented and comprises activities • Low-cost activities for family tourism • No Wi-Fi internet services in Alpine summer and winter sports as well as hiking • Tranquility of the site • Lack of synergy between tourism operators • Crafts, tradition, and traditional drap woven cloth • Weak winter tourism activities. Combined with the vulnerability of the various • Wonderful winter climate • Lack of local young tourism entrepreneurs • A human relationship between tourists and locals • Elderly population and progressive depopulation tourism products, Alpine winter sports activities show (no mass tourism) • No young resident families because of the lack of preschools the highest vulnerability levels and are therefore most • Making artificial snow and job opportunities • Positive trend of summer tourism • Cold summer climate at risk. • Theme tours • Remoteness of primary services • Strong organization of sports events • Short stay Valgrisenche had a negative GDP growth rate from 2002 • Many local associations and clubs to 2008, which adds to its economic vulnerability. e • Niche product number of beds grew rapidly between 2002 and 2008 Opportunities Threats (71%). In combination with its high tourism intensity • Dam area development • Gran Paradiso National Park does not include the site • Off-road mountain biking • Income is not guaranteed and the large number of employees working in the • High level of sports competitions and activities • Cost of living in the location is too high (fuel and heating) tourism industry, the destination shows a great eco- • Networking existing resources • Conditions after demolition of the dam • Developing niche products • Customers’ lack of money nomic dependence on tourism. With an old age index • Networking tourism operators and stakeholders • Unfavorable position regarding access to main roads and cities • Rural tourism • Local tourism tax of 277.78%, it has a very old and ageing society, in- • Final arrangement and improvement of cross-country ski trail creasing its social vulnerability level. • Lift replacement • New typical product design and production Valgrisenche has a low adaptation elasticity (2.29), • Reassessment of the dam area • Foreign guides and customers in spring and summer which especially results from the economic situation (broad market) of the destination. However, stakeholders believe that • Tour guide coordinators • Better exploitation of vacation cottages changes in the local tourism strategy caused by climate • More synergies with other municipalities • Significant cultural and contemporary artistic heritage (many artists on site) 25 Comprehensive data set available: 13 out of 13 parameters were delivered Table 3.4.1: SWOT analysis for pilot site Valgrisenche. by the project partner. | PILOT ACTIVITIES | ClimAlpTour 53 Tourism products Classification Destination Product Overall Product University of Venice, supported by RAVA Env and vulnerability vulnerability vulnerability importance RAVA Tour. Heli-ski Alpine winter sports 3.30 3.80 3.55 10 Topic of the second workshop: development of a tailored Off-piste skiing Alpine winter sports 3.30 3.60 3.45 5 strategy for an Alpine tourism location already affected Sports competitions Sports competitions/events 3.30 3.60 3.45 3 by climate change using NetSyMod work shops, SWOT Rock climbing Alpine summer sports 3.30 3.40 3.35 4 Artisan workshops Old customs/traditions 3.30 3.20 3.25 1 analysis, and DSS/e-tool application by Cà Foscari Via ferrata Theme hiking 3.30 3.00 3.15 2 University of Venice, supported by RAVA Env and Hiking Hiking/walking 3.30 2.80 3.05 9 RAVA Tour. Nature trails Nature experience 3.30 2.80 3.05 7 Aims and goals Mountain biking Alpine summer sports 3.30 2.40 2.85 6 e specific adaptation strategies are aimed at balancing Local products Fine dining 3.30 1.60 2.45 8 the tourism seasons. e strengths of the pilot site can Table 3.4.2: Overall vulnerability estimate for Valgrisenche. be summarized in the wild nature of the area, in the site position, in the elitist character of tourist flows, change concerns would have a beneficial influence and in the living folk traditions and crafts. Valgrisenche ighH Heli-ski on their organization and that existing regulations is currently most oriented toward summer tourism Sports Rock compe- Off-piste Artisan Via climbing titions skiing to protect the environment are having a positive and this discourages investment in the tourism sector. workshops ferrata Hiking Mountain Nature biking trails impact on new development projects. The role of The development of adaptation strategies is aimed Local ediumM products environmental and social NGOs was also assessed at solving this problem, taking into account climate Vulnerability positively. changes. In the social and economic domain, the goal of the o/lowN 3.4.3  Adaptation strategies adaptation strategies is to prevent depopulation of the Summer All-Season Winter Product Category Number of workshops held: 2 countryside by seeking sustainable solutions to create Figure 3.4.5: Current product portfolio for Valgrisenche. Topic of the first workshop: developing possible adap- job opportunities. tation strategies to climate change and its impact on Adaptation strategies are also targeted at improving Alpine tourism using NetSyMod workshops, SWOT public transport inside and outside the location to analysis, and DSS/e-tool application26) by Cà Foscari support expected growth. 26 More information about the DSS/e-tool available on the project web site. ClimAlpTour | PILOT ACTIVITIES | 54 s t site ilo Strategies developed e analysis highlights the priority of improving and p By applying the SWOT analysis and the DSS/e-tool, integrating the range of tourism activities. Strengthening rismu local actors identified possible projections of tourism the ski resort should take place alongside promoting r toe and economic development of their area in a future af- local products, cultural tourism, and sustainable mo- mm fected by climate change. bility. Tourism development may become compatible ree main strategies for tourism development were with long-term sustainability. stly suoM identified: the first strongly oriented toward sports Promoting local products is necessary to ensure the promotion (Valgrisenche: sports paradise), one oriented immediate positive impact on the site’s economy; the toward cultural and traditional issues (Valgrisenche: expansion of elite sports tourism (already in place) simply beautiful), and the last one addressed to families seems to be the best solution for generating concrete (Valgrisenche: for everybody). effects on the local system and avoiding depopulation Local stakeholders highlighted the value of alpine of the areas. tourism’s more sustainable aspects (e.g., nature, culture, Further steps in the destination and after gastronomy, and wellness). ey also showed the value the project closure of strong relationships between citizens, associations, Stakeholders outlined the following guidelines: and institutions. • Consider climate change as an important component Soft development strategies prevail over more aggressive of tourism and territorial planning; ones because of long-term sustainability and lower • Improve the transportation system to ensure efficient environmental impacts. connections, both for tourism purposes and for or- Evaluation dinary services; A weighted evaluation of the strategies was made ac- • Promote and improve the location in the range of cording to the following parameters: economic costs regional tourism activities. with environmental effects on the local economy, effects Participants were very interested in the project; work- on the tourism sector, innovation, environmental im- shops also raised public awareness of climate change pact, feasibility, and sustainability. and enabled useful contact between stakeholders. | PILOT ACTIVITIES | ClimAlpTour 55 3.5  Zgornje Posočje Location: Slovenia NUTS 2: SI02 Zahodna Slovenija NUTS 3: SI021 Goriška Area: 941 km2 Size of resident population: 19,700 (2008) Population per square km: 21 Minimum and maximum elevation: 109/2,864 m Elevation of administrative centers: Bovec (460 m), Kobarid (235 m), Tolmin (201 m) . čjetoo S Nearest motorway access: Nova Gorica (40km from Tolmin) Nearest railway station: Jesenice (68 km from Bovec), arčič, LTOn . Le Most na Soči (7 km from Tolmin) M Figure 3.5.1: Most na Soči and Tolmin: gateway to the Zgornje Posočje. Nearest international airport: Ljubljana (92 km from Tolmin) Number of tourist beds Number of tourist nights 5000 275,000 4500 250,000 4000 225,000 Own country 3500 200,000 Germany 175,000 3000 Austria 150,000 2500 Italy 125,000 The Netherlands 2000 100,000 France 1500 75,000 Great Britain 1000 50,000 Switzerland 500 25,000 Other European countries 0 0 Other countries 1970 1975 1980 1985 1990 1995 2000 2005 2010 1970 1975 1980 1985 1990 1995 2000 2005 2010 Year Year Annual Summer Winter Figure 3.5.2: Growth of the destination in terms of number Figure 3.5.3: Annual, summer and winter tourist nights Figure 3.5.4: Origin of summer visitors in 2008 in Zgornje of beds from 1970 to 2008 in Zgornje Posočje. between 1970 and 2008 in Zgornje Posočje. Posočje. ClimAlpTour | PILOT ACTIVITIES | 56 s t site ilo 3.5.1 SWOT analysis 3.5.2  Current product portfolio and adaptation p elasticity rismu Strengths Weaknesses e destination vulnerability of Zgornje Posočje is es- r to • Climate changes will have no significant impact with • Older and rapidly aging population em regard to lack of snow at the high-mountain Kanin • Poor accessibility with the rest of Slovenia timated at 2.03 and is therefore relatively low, whereas m ski center • Poor public transport the overall vulnerability levels range from 1.81 (local • Connection of the high-mountain Kanin ski center • Great dependence on the summer season stly su with the Italian Sella Nevea ski center • Outdated ski infrastructure and unprofitable operations products) to 2.71 (downhill skiing / paragliding)27. oM • Intense growth in the number of tourist nights at the high-mountain Kanin ski center e product is very diverse and comprises activities • Summer tourism strongly dominates over the winter • Low occupancy rate for tourists tourism season • Lack of tourism products in the case of poor weather in Alpine winter and summer sports as well as arts • Developing programs for active vacations and outdoor • Poor communication and cooperation among those and culture, nature experience, and fine dining. Com- sports (water, fishing, paragliding) involved in tourism and among municipalities within • Developing incentive programs for groups the destination bined with the vulnerability of the various tourism • Rich and diverse flora • Lack of programs for individuals products, Alpine winter and summer sports activities • Historical First World War heritage • Excessive focus on water sports on the Soča River (downhill skiing / paragliding) show the highest vul- nerability levels and are therefore most at risk. However, Opportunities Threats • Investor with a concept for the Kanin ski center • Incomprehensible and unresponsive development in contrast to other regions the overall vulnerability and expanding ski runs there policy by local communities level is relatively low. • The municipalities of Tolmin and Kobarid must • Change in the Soča River’s hydrological regime regarding be actively included in the Kanin ski center tributaries due to climate changes and influence on water Although GDP growth is very stable (34% from 2002 • Expanding the selection of winter tourism activities sports to 2008), other economic parameters are judged to be across the border in Italy too • Natural hazards • New tourism products to fill empty tourism capacity • Danger that the development of tourism will only be more critical. People feel that extreme economic events • Interpretive guided tours of natural points of interest based on new tourism accommodations rather than such as bankruptcies and scandals have increased over and historical heritage new tourism products • Transfer of good practices among local tourism the last five years and they are not sure what to expect organizations within the destination in the future. Another vulnerable parameter is the old Table 3.5.1: SWOT analysis for pilot site Zgornje Posočje. age index of 162.21%, which shows that society is ageing quickly. Zgornje Posočje has an adaptation elasticity of 2.85. Although the overall investment conditions are rated positively, the investment conditions for new ecological projects are judged as being less favorable. However, 27 Comprehensive data set available: 13 out of 13 parameters were delivered by the project partner. NGOs seem to be playing a significant role at the | PILOT ACTIVITIES | ClimAlpTour 57 Tourism products Classification Destination Product Overall Product Topic of the first workshop: identifying potential vulnerability vulnerability vulnerability importance tourist products for Zgornje Posočje with regard to Downhill skiing Alpine winter sports 2,51 3,40 2,71 8 adaptation to climate changes. Para / hang gliding Alpine summer sports 2,51 3,40 2,71 5 Topic of the second workshop: creating detailed po- Water activities General outdoor sports 2,03 3,20 2,61 10 tential tourist products for Zgornje Posočje with regard Heritage sites Arts and culture 2,51 3,00 2,51 6 Folklore and festivals Arts and culture 2,51 3,00 2,51 4 to adaptation to climate changes products. Hiking Hiking/walking 2,51 2,80 2,41 9 Aims and goals Nature trails Nature experience 2,51 2,80 2,41 2 In Zgornje Posočje the summer tourism season clearly Mountain biking Alpine summer sports 2,51 2,40 2,21 7 predominates over the winter tourism season. e de- Gastronomy Fine dining 2,51 2,40 2,21 3 pendence on the summer season could be diversified Local products Fine dining 2,51 1,60 1,81 1 through more successful operation of the high-mountain Table 3.5.2: Overall vulnerability estimation for Zgornje Posočje. Kanin ski center. is is not threatened by climate changes in the sense of a lack of snow, but instead by destination and people are aware of the dangers arising its outdated ski infrastructure and constantly unprofitable ighH from climate change so there could nonetheless be a operations. is also did not improve after trans-border good chance for adaptive measures. Alternatives for ski connections were established with the Sella Nevea Folklore and Paragliding/ Hiking Water festivals hang gliding activities Heritage Downhil diversification include local and culinary products ski center in Italy. It is critical that the summer season sites skiing edium Nature M trails Gastronomy restaurants (local crafts and cuisine) and activities for tourists in- reorient itself from the mass-market “rafting monocul- Vulnerability Mountain biking Local products terested in historical events (the First World War mu- ture” on the Soča River to other tourism products. seum and memorial sites). Strategies developed o/lowN Guests state that the most important factors influencing Local stakeholders in tourism identified forty-three Summer A - ll Season Winter Product Category their choice of vacation destination are the large variety ideas or measures in the broader sense important for Figure 3.5.5: Current product portfolio for Zgornje Posočje. of activities and excursions as well as the authenticity developing the Zgornje Posočje tourism destination of the region. Experts rate the importance of cost with special regard to climate changes. Five measures much higher than visitors to the destination. were selected for further work using the Nominal Group Technique method: interpretive guided tours 3.5.3  Adaptation strategies of natural and cultural heritage, spas, workshops for Number of workshops held: 2 producing local products, entertainment-based school ClimAlpTour | PILOT ACTIVITIES | 58 s t site ilo camps, and building on the current selection of sports Further steps in the destination and after p competition among the three local communities activities. Stakeholders identified possible developments the project closure and two local tourism boards within the destination rismu in tourism and economics through the long-distance A condition for further developing adaptation strategies must develop into cooperation. e cable-car to the r toe application of DSS/e-tool (developed by Cà Foscari is overcoming the lack of agreement and unresponsive m high-mountain Kanin ski center should receive regular m University of Venice) using questionnaires. A weighted developmental policy of the local communities. e state subsidies as basic infrastructure. evaluation of the strategies was made according to the stly suoM parameters including economic costs with environmental effects on the local economy, effects on the tourism sector, innovation, environmental impact, feasibility, and sustainability. Stakeholders worked out in greater detail a proposal for strategies to develop interpretive guided tours of natural and cultural heritage. Evaluation Stakeholders are aware that in the future climate changes may affect the tourism economy at the desti- nation due to potential effects on the hydrological regime of the Soča River, which is an important gen- erator of sports tourism. It is necessary now to become aware of the fact that tourism is based not only on beds available, but also on tourism products. Along with the growing volume of tourism accommodation, it is necessary to develop new tourism products. Along- side strengthening paragliding and the Soča Valley Peace Trail, a challenge for further work is setting up a better public transport network within the destination, educating tourism workers, developing tourism pro- artičrh grams for the off season, and defining the winter range . EB of activities in the valley. Figure 3.5.6: Autumn splendor. | PILOT ACTIVITIES | ClimAlpTour 59 3.6  Zugspitze-Karwendel Location: Germany NUTS 2: DE21 Oberbayern NUTS 3: DE216 Bad Tölz-Wolfratshausen, DE21D Garmisch-Partenkirchen Area: 49.38 km2 (Grainau) + 654.8 km2 (Karwendel re- gion) = 704.18 km2 Size of resident population: 3,589 (Grainau) + 25,621 (Karwendel region) = 29,210 (2008) Population per square km: 73 (Grainau), 39 (Karwendel region) Minimum and maximum elevation: 680/2,963 m Administrative centers and their elevation: Grainau (758m), nh. E Karwendel region: Mittenwald (923m), Krün (875m), W Figure 3.6.1: View of Grainau from the northeast with the Zugspitze in the background. Wallgau (866 m), Kochel am See (Walchensee) (803 m), Jachenau (800 m), Lenggries (680 m) Number of tourist beds Number of tourist nights 8000 1,400,000 7000 1,200,000 6000 1,000,000 5000 Own country 800,000 North America 4000 600,000 Italy 3000 The Netherlands 400,000 2000 Great Britain Other European countries 1000 200,000 Other 0 0 2000 2002 2004 2006 2008 2010 1990 1995 2000 2005 2010 Year Karwendel Region Grainau Karwendel Region Annual Grainau Annual Year Karwendel Region Summer Grainau Summer Karwendel Region Winter Grainau Winter Figure 3.6.2: Growth of the destination in terms of number Figure 3.6.3: Annual, summer and winter tourist nights Figure 3.6.4: Origin of annual visitors in Grainau in 2008 of beds from 2000 to 2010 in Zugspitze-Karwendel. between 1990 and 2010 in Zugspitze-Karwendel. in Zugspitze-Karwendel. ClimAlpTour | PILOT ACTIVITIES | 60 s t site ilo Nearest international airports: Innsbruck (63 km from 3.6.2  Adaptation strategies p Nearest motorway access: from Grainau: Eschenlohe (23 km), from the Karwendel region: Großweil/Murnau Grainau and 37 km from Mittenwald), Munich (130 km Subproject Grainau rismu (22 km to Kochel/Walchensee) from Grainau and 100 km from Lenggries) Number of workshops held: 7 r toem Nearest railway station: railway line going through Topics of the workshops: Developing possible adaptation m the entire pilot region 3.6.1  SWOT analysis strategies, developing Alpine Nature Experience Park. stly suoM Strengths Weaknesses Subproject Karwendel • High variety of landscapes and unspoiled nature • Small ski resorts lacking snow reliability due to low Number of workshops held: 5 • Large and diversified variety of several recreational elevations (most slopes around 800 to 1,700 meters) tourist attractions for winter and summer • Cross-country skiing areas are not snow-reliable Topic of the workshops: Feasibility study for the • Well developed network of cross-country ski trails, • Insufficient high-quality accommodations Nature park in Karwendel. bicycle routes, and hiking trails • Low endogenous innovation • Inadequate infrastructure connections between municipalities of the Karwendel region Aims and goals With most of the pilot site’s ski resorts and cross-country Opportunities Threats • In the long run, advantages of climate change compared • High competition from nearby Tyrol, Austria slopes located between 700 and 1,800 meters, the snow to destinations in southern Europe • The snow reliability of ski resorts and cross-country reliability will be highly affected by climate change • Professional regional cooperation between municipalities skiing areas will be greatly affected by climate change in order to implement common regional and tourism and traditional winter sports in the region are endan- development strategies (e.g., through a supra-regional gered. us the municipalities in the pilot site are natural park) • Development of alternative snow-independent looking for an opportunity to sustainably develop and winter / all-season tourism products position themselves. In this context, all-season attrac- Table 3.6.1: SWOT analysis for pilot site Zugspitze-Karwendel. tiveness is seen as a success factor for the future, aiming at the establishment of all-season, climate-independent attractions and products as well as sensitization to cli- mate change. Responding to altered consumer wishes and creating these new products, the existing natural environment will be sustainably enhanced with a focus on developing means of actively experiencing Alpine nature instead of continuously promoting traditional winter sports. | PILOT ACTIVITIES | ClimAlpTour 61 Strategies developed tainably position themselves for some time, focusing traditional winter sports-oriented attractions. Both For the Municipality of Grainau, an Alpine Nature on strategies moving away from traditional winter approaches enhance existing nature in a sustainable Experience Park ( Alpiner Naturerlebnispark) is being sports tourism towards an active, Alpine nature expe- way, focusing on actively experiencing nature by using developed, in which typical elements of Alpine nature rience and sustainable enhancement of the existing the potentials of the existing natural landscape without and landscape in Grainau, shaped by the local cultural natural environment. In this context, within the Clim - installing large-scale technical infrastructure and thus influence, will be presented and their variation over AlpTour project the idea of establishing the Karwendel, exploiting nature. e new products offer all-season the course of time (also considering climate change) Bavaria ( Bayerischer Karwendel) nature park as an in- attractions and are fit to raise awareness of nature and will be pointed out. e concept consists of several strument for sustainable regional development and a climate change, and thus can contribute to a new un- components, the main element being nature trails (in- common marketing network was brought up. As part derstanding of the issue. cluding a climate change trail) with information and of a step-by-step realization of the nature park, AFI Further steps in the destination and after activity stations offering hands-on experience. e trails carried out a feasibility study as a first step in cooperation the project closure will be complemented by an exhibition, guided tours with local stakeholders to examine the potentials and For the Municipality of Grainau, the development of by specially trained guides, and web presentation. risks of a nature park in the region. Based on the results, the Alpine Nature Experience Park will be steadily ex- Special focus is placed on reaching various target groups the municipalities decided to develop a plan for a nature tended after project closure because it consists of various and on offering products according to the season that park as a next step. Completing the development plan, elements that will not be completely implemented are available the whole year round. us a new all-season which will be achieved within the Clim AlpTour project, within the project’s runtime. Furthermore, much mar- product, offering the opportunity to experience and learn will provide many of the preconditions for establishing keting needs to be done to make the product popular. about nature and raising awareness of climate change, a nature park. For the Karwendel region, based on the feasibility is being created. Evaluation study and the development plan the municipalities In the Karwendel region the six municipalities of Mit- e strategies chosen for the Zugspitze-Karwendel will decide if the nature park is to finally be imple- tenwald, Krün, Wallgau, Kochel am See, Jachenau, and pilot site concentrate on establishing new climate- mented. If so, further steps will be made to set up the Lenggries have been discussing opportunities to sus- and snow-independent products, moving away from nature park. ClimAlpTour | PILOT ACTIVITIES | 62 3.7  Comunità Montana Alto Tanaro Cebano Monregalese Location: Italy NUTS 2: ITC1 Piemonte NUTS 3: ITC16 Cuneo Area: 646 km2 Size of resident population: 19,493 (2008) Population per square km: 31 Minimum and maximum elevation: 302/2,634 m Administrative center and its elevation: Ceva (386 m) s t site Nearest motorway access: Ceva ilo Nearest railway station: Ceva s pn Nearest international airports: Cuneo (51 km), Turin aso ssati . Fo (126 km) ll-se M A Figure 3.7.1: The Ligurian Alps from the border between Piedmont and Liguria. Number of tourist beds Number of tourist nights 2400 100,000 90,000 2200 80,000 2000 70,000 Own country France 1800 60,000 50,000 Germany 1600 40,000 Africa/Middle East Former Soviet Union 1400 30,000 The Netherlands 20,000 1200 Other European countries 10,000 Other countries 1000 0 1990 1995 2000 2005 2010 1990 1995 2000 2005 2010 Year Year Annual Summer Winter Figure 3.7.2: Growth of the destination in terms of number Figure 3.7.3: Annual, summer and winter tourist nights Figure 3.7.4: Origin of annual visitors in 2008 in Comunità of beds from 1990 to 2008 in Comunità Montana. between 1990 and 2008 in Comunità Montana. Montana. | PILOT ACTIVITIES | ClimAlpTour 63 3.7.1  SWOT analysis Strengths Weaknesses • The presence of regional nature parks nearby (the Upper Pesio and Tanaro Valleys Park and • Lack of coordination and fragmentation of economic actors the Ligurian Alps Park) and many Natura 2000 protected areas very close to the ski area • Abandonment of large areas of farmland and large areas of agricultural territory, especially • Presence of large areas with morphology and solar exposure suitable for both alpine in mountain areas and Nordic skiing • Fragility of the territory in terms of its hydrological and geological instability along with • Presence of environmental quality-areas suitable for winter and summer sports a progressive lack of environmental maintenance • Presence of a historical mountain railway connection still in use serving the entire Upper • Tourist visits concentrated into short periods of the year Tanaro Valley • Few further development possibilities • Potential accessibility to large catchment areas (Turin, Cuneo, western Liguria) • Lack of initiatives aimed at strengthening synergies between the actors in the area, including • Potential landscape and structures (towns and villages) that have largely been abandoned participatory decision-making represent new opportunities for tourism • Weak marketing • Tourism opportunities both in winter (skiing) and in summer (walking, landscape) • Many hotels closed in the area and lack of a consolidated tourism market • Rural landscape quality • Run-down, abandoned buildings and structures around the ski stations represent • Presence of spas and thermal springs an environmental hazard • Well-preserved natural environment and landscape, characterized by a harmonious coexistence • Weak public transport system between man and nature • Poor communication and promotion of the territory and its features beyond its borders Opportunities Threats • Agriculture and forestry potential as a driving force to promote new forms of sustainable • Degradation of the significance of the landscape and environmental features, with parallel economic development with impact on tourism and the local community weakening of the quality of life and attractiveness to tourists • Macro area territorial strategy, using the “image effect” of the vicinity of various regional • Loss of expertise and knowledge related to traditional products and processes and national natural parks (the Maritime Alps Park, the Upper Pesio and Tanaro Valleys Park, • Depletion of human resources (due to ageing and migration to urban areas) especially the Ligurian Alps Park, and the Mercantour Park) in mountain areas, resulting in the abandonment of agricultural and forestry-related jobs • Sustainable low-impact tourism (see the Ceva-Ormea railway, which serves the Upper Pesio • Lack of awareness of local administration and, more generally, the local community towards and Tanaro Valleys Park and Ligurian Alps Park, at the Ormea and Garessio stations) environmental and rural values • Environmental and nature-based tourism promotion • Critical development of roads, highway infrastructure, and energy projects (industrial wind • Winter activities such as “low-impact tourism” especially for ski touring and snowshoeing farm, biomass production, etc.) in the area without full analysis of the possible environmental in the entire macro Ligurian Alps–Maritime region and social impact costs • Existing ski stations (Garessio 2000 and Viola St. Gree) as “eco-stations” within a larger natural • Underutilization or abandonment of the local tourist resources such as the “spa-complex” and protected natural area in the Garessio area or the many hotels that are now closed • Conservation of biodiversity and traditional processes that generate a competitive advantage • Fragility of the territory in relation to hydro-geological instability together with a progressive for the local economy lack of environmental maintenance • Local agricultural production and short-chain farmers’ markets (Community Supported Agriculture) • Population ageing and widespread deterioration in the demographic structure • Policies able to adequately promote and protect the set of valleys and ridges between Piedmont • Insufficient investment in the rural and agricultural sector and Liguria (the Alps-Apennines bio-corridors), through appropriate planning mechanisms • Lack of initiatives and dedicated human resources in the municipalities aimed at strengthening integrating new development projects in the energy sectors (industrial wind farm, biomass synergies between the actors in the area, including participatory decision-making production, etc.) and infrastructure (new roads, railways, etc.) with rural development, agriculture, • Failing to understand tourism as an economic opportunity for the area and tourism, limiting their impact on the landscape and environment. Table 3.7.1: SWOT analysis for pilot site Comunità Montana. ClimAlpTour | PILOT ACTIVITIES | 64 Tourism products Classification Destination Product Overall Product e economic parameters are stable except for the num- vulnerability vulnerability vulnerability importance ber of beds, which decreased by 6% from 2002 to 2008. Off-piste skiing Alpine winter sports 2.55 3.60 3.08 8 e most vulnerable parameters concern social and Sports competitions Sport competitions/events 2.55 3.60 3.08 1 environmental aspects. e environmental vulnerability Rock climbing Alpine summer sports 2.55 3.40 2.98 5 level of 4.5 shows that the destination is vulnerable Heritage sites Arts and culture 2.55 3.00 2.78 6 Health spa Wellness/spas/health 2.55 3.00 2.78 4 with regard to its snowfall, average temperatures, ele- Hiking Hiking/walking 2.55 2.80 2.68 10 vation of ski areas, geographic position, and topography. Nature trails Nature experience 2.55 2.80 2.68 9 Regular natural hazards add to this vulnerability. Gastronomy Fine dining 2.55 2.40 2.48 3 Comunità Montana has an adaptation elasticity that Mountain biking Alpine summer sports 2.55 2.40 2.48 2 is slightly below average (2.90). Nevertheless, the s Local products Fine dining 2.55 1.60 2.08 7 awareness of dangers due to climate change, expected t site Table 3.7.2: Overall vulnerability estimate for Comunità Montana. benefits from strategy changes arising from climate ilo change concerns, belief in good investment conditions, s pn 3.7.2  Current product portfolio and adaptation and the opinion that there are viable alternatives for aso ighH elasticity developing tourism show the potential for adapta- ll-seA Hiking Sports e destination vulnerability of Comunità Montana tion. Off-piste Rock compe- skiing Heritage climbing titions sites Health spa is estimated at 2.55 and is therefore rather low, whereas Both guests and stakeholders feel that the service spa Mountain edium Gastro- M biking Nature nomy trails the overall vulnerability levels range from 2.08 (local quality, variety of activities and excursions, and hos- Vulnerability Local products products) to 3.08 (off-piste skiing / sports competitions).28 pitality and warmth of welcome are very important Comunità Montana has a diversified product portfolio factors influencing the choice of vacation destination. o/lowN with a focus on Alpine summer and winter sports. The importance of cost is rated differently by guests Summer A - ll Season Winter Product Category Combined with the vulnerability of the various tourism and stakeholders. As at other destinations, stakeholders Figure 3.7.5: Current product portfolio for Comunità Montana. products, Alpine sports show the highest vulnerability show a tendency to overestimate the importance of levels and are therefore most at risk. cost. 28 Non-comprehensive data set available: 11 out of 13 parameters were delivered by the project partner. 29 Relevant also for Entracque. (page 66) | PILOT ACTIVITIES | ClimAlpTour 65 3.7.3  Adaptation strategies29 outputs in term of possible improvement and devel- Evaluation Number of workshops held: 2 opment strategies related to climate change. e most e chosen strategy pools goals linked to site-specific Topic of the first workshop: presentation of initial data, interesting results came from the EASW workshop needs: innovation, flexibility, changed climate conditions, discussion and definition of winter/summer tourism held in Ceva in collaboration with the WWF. is economic growth, and tourism development. A permanent critical issues, and main opportunities. was the main interactive event and saw the participation operators’ committee cooperating in managing a website Topic of the second workshop: the European Awareness of representatives from both pilot areas; it also repre- and other shared initiatives is likely to enrich the variety Scenario Workshop (EASW) on mountain tourism: sented an opportunity for collaboration and exchange of tourism activities and improve awareness of the en- “Mountain tourism at 360°: strategies in a changing between the two areas. At the end of the EASW work- dogenous potential of the local (valley-level) tourist context” (in collaboration with the WWF). shop, the four multi-stakeholder groups suggested five system. e inclusion of experts and skilled authorities Aims and goals possible project ideas as outcomes. In the final discussion on the committee makes it possible to assess the local e identification of themes to consider in the strategies some common points were also identified; as a result, impacts of climate change and decide on implementing for Piedmont was achieved through various methods the main strategy resulted in the creation of an integrated suitable adaptation, relying on the support of a huge addressing both the demand side (EASW workshops, tourism website for the Comunità Montana. is was number of local stakeholders, experts, and constant up- focus groups, and questionnaires) and the supply side identified as an area with several relevant shortcomings dating, in cooperation with the mountain community. (site analyses and collection of representative figures). concerning the range of tourism activities, whereas in Further steps in the destination and after ese made possible an overview of the needs, current many respects Entracque represents a “best practice” the project closure state, and potential of the sites. Because the range of for the concerned area. e website development is Success factors include proper establishment of a per- tourism activities there seems rather poor and inap- still in progress. Its objective is to clearly and attractively manent operators’ committee, provision of tourist and propriate, the chief goal is to change the current ap- display the year-round tourism opportunities in the climate education to local residents, and updating the proach to tourism. A central issue is for management valley. Under the guidance of UNCEM Piemonte, website to ensure that it reflects the actual situation. A to take place on a larger scale (at least at the valley the website is likely to associate the goal of coordination growing interest exists in applying novel tools locally level) and involve several stakeholders, which need to among local operators with promoting multi-season in order to select policies consistent with adaptation be coordinated in their actions and take part in edu- tourism to visitors, going beyond the winter period, needs. e project’s outcomes, knowledge, and indi- cation programs including elements to improve the as was historically the case with the Ceva region. cations will enable the mountain community to better climate resilience of the local system and its flexibility. Setting this up requires the active participation of the capitalize on the local range of tourism activities. In Strategies developed relevant stakeholders in the pilot area (local authorities, the long run, visitors can rely on a professional and at- All the workshops and meetings held in the two pilot NGOs, tour operators, researchers, etc.). tractive source of information that is aware of regional areas of Entracque and Ceva-Garessio produced relevant climate-induced change. ClimAlpTour | PILOT ACTIVITIES | 66 3.8  Entracque Location: Italy NUTS 2: ITC1 Piemonte NUTS 3: ITC16 Cuneo Area: 160 km2 Size of resident population: 878 (2008) Population per square km: 5 Minimum and maximum elevation: 904/3,297 m Administrative center and its elevation: Entracque (904 m) s t site eu Nearest motorway access: Sant’Albano Stura (42 km) ilo tracq Nearest railway station: Roccavione (14 km), Borgo s p n n i E de San Dalmazzo (15 km), Cuneo (25 km) aso numo Nearest international airports: Cuneo (43km), Turin ll-se C A Figure 3.8.1: Aerial view of Entracque. (140 km), Nice (141 km) Number of tourist beds Number of tourist nights 1500 50,000 1400 45,000 1300 1200 40,000 1100 Own country 1000 35,000 The Netherlands 900 France 30,000 Germany 800 North America 700 25,000 Other European countries 600 500 20,000 1990 1995 2000 2005 2010 1990 1995 2000 2005 2010 Year Year Annual Figure 3.8.2: Growth of the destination in terms of number Figure 3.8.3: Annual tourist nights between 1990 and 2008 Figure 3.8.4: Origin of summer visitors in 2008 in Entracque. of beds from 1990 to 2008 in Entracque. in Entracque. | PILOT ACTIVITIES | ClimAlpTour 67 3.8.1  SWOT analysis Strengths Weaknesses • Composition of agricultural production lines already in existence • Underutilization of forest and pasture • Extensive attractive landscapes and natural features, indicated by the presence of the Regional • Persistent decreasing population trend in the interior parts of the valley Natural Park of the Maritime Alps • Ageing population • Increasing sensitivity towards environmental and rural values • Reduction of local business neighborhoods in small villages • Widespread rural fabric offering hospitality to guests, local agricultural produce, and quality • Significant drop in agricultural employment as a main activity and the impact of this, artisan products including environmental issues • Relatively good relations with Piedmont urban centers • Tourist presence concentrated in short periods of the year and a significant share of visitors • Presence of large areas with morphology and incline suitable for alpine and Nordic skiing that only come for day visits • Tourist resorts that are relevant at the regional level, resulting in a fairly structured system • Downward trend in the number of jobs in industry and SMEs of tourist accommodation • Lack of functional connections between tourist centers • Strengthening relations between companies and institutions • Still-widespread tendency toward individualism in business behavior • Widespread forest cover • Difficulties in building networks of stable relationships between the various parties • Considerable number of businesses operating in different economic sectors • Presence of institutionally managed quality environmental areas (parks), areas suitable for winter sports and spas • Still-widespread perception of cultural roots and values • Significant presence of museums and documentation structures Opportunities Threats • Environment and rural heritage as a relevant factor in the process of integrated sustainable • Decline of environmental significance also due to the process of de-ruralization development • Degradation of forests and pastures particularly due to the presumed lack of profitability • Increased sensitivity of general public administration and, more generally, the local community of maintenance and improvements along with simultaneous weakening of the quality of life in relation to environmental values and attractiveness for tourists • Enhancement of local environmental and natural resources as important factors of sustainable • Continuing trend towards shorter tourist visits and integrated development • Fragmentation of the tourist product range, with spatial dispersion of the reasons for stays/visits. • Reputation that has led to a significant winter tourism economy with at least regional significance Resulting publicity is not always sufficient to promote the real potential of the area (Nordic skiing) • Weakening of internal relations within the local community also connected, in some areas, • Relatively dynamic social context as signs of vitality that are not duplicated in other mountain areas to the fragility of the demographic structure • Development of rural production activities related to the environment and natural resources • Difficulties in the process of sharing purposes and joint strategies agreed to by various typical of the area socioeconomic actors • Possibility of combining some aspects of the local economy (e.g., tourism, handicrafts, quality • Increasingly challenging competition with other resorts with similar tourist activities agricultural produce) • Still-widespread tendency toward individualism in business behavior • Considerable development opportunities in the tourist industry, starting from a situation far more favorable than that found in other alpine valleys • Experience in running programmes that involve a range of stakeholders both public and pri- vate (Territorial Pact, Leader, PTI, PISL, Interreg) • Development of initiatives aimed at strengthening synergies between actors in the area Table 3.8.1: SWOT analysis for pilot site Entracque. ClimAlpTour | PILOT ACTIVITIES | 68 Tourism products Classification Destination Product Overall Product All economic parameters show below-average vul- vulnerability vulnerability vulnerability importance nerability levels with the exception of the pace at Cross-country skiing Alpine winter sports 2.68 3.60 3.14 9 which tourism infrastructure is growing. From 2002 Sports competitions Sports competitions/events 2.68 3.60 3.14 6 to 2008 the number of beds increased by 64%, which Downhill skiing Alpine winter sports 2.68 3.40 3.04 8 is positive on the one hand, but must be managed Rock climbing Alpine summer sports 2.68 3.40 3.04 1 Folklore and festivals Arts and culture 2.68 3.00 2.84 7 carefully on the other. Especially with regard to the Swimming pools General indoor/outdoor 2.68 3.00 2.84 3 rather low tourism intensity of 0.52, the destination sports must ensure that the investments pay off. Environ- Nature trails Nature experience 2.68 2.80 2.74 10 mental vulnerability (reliance on natural resources Activity parks Other outdoor leisure 2.68 2.60 2.64 4 for winter sports) is rated very high. This should be activities s Gastronomy Fine dining 2.68 2.40 2.54 5 taken into consideration when developing the desti- t site Mountain biking Alpine summer sports 2.68 2.40 2.54 2 nation further. ilo Entracque has a relatively high adaptation elasticity s p Table 3.8.2: Overall vulnerability estimate for Entracque. n (3.54). Stakeholders show a positive attitude towards aso 3.8.2  Current product portfolio and adaptation climate change considerations within the destination’s ll-seA ighH Downhil elasticity development process. ey believe that their organiza- skiing Sports competitions e destination vulnerability of Entracque is estimated tions would benefit from strategy changes arising from Rock Folklore Cross-country climbing and skiing Swimming Activity festivals pools at 2.68 and is therefore rather low, whereas the overall climate-change issues. ey believe in good investment parks Mountain edium biking M Nature Gastronomy trails vulnerability levels range from 2.54 (mountain biking) conditions for new organic projects, and even visitors Vulnerability to 3.14 (cross-country skiing / sports competitions).30 find that environmental considerations enhance the e product portfolio is very sports-oriented. Combined activities offered at the destination. Possible alternatives o/lowN with the vulnerability of the various tourism products, for developing tourism include the hotel sector, rural Summer A - ll Season Winter Product Category Alpine winter sports activities show the highest vul- vacations, vacation cottages, and sports competitions for Figure 3.8.5: Current product portfolio for Entracque. nerability levels and are therefore most at risk. young people and children. 30 Non-comprehensive data set available: 10 out of 13 parameters were delivered by the project partner. | PILOT ACTIVITIES | ClimAlpTour 69 e quality of service and the variety of activities and excursions were judged as the most important factors for the choice of vacation destination (by both experts and visitors). 3.8.3  Adaptation strategies31 Number of workshops held: 2 Topic of the first workshop: winter tourism in the pilot area: “Snow and winter tourism: what prospects for the future?” Topic of the second workshop: “Mountain tourism at 360°: strategies in a changing context” (in collaboration with the WWF). eu tracqni E denumoC 31 Refer to chapter 3.7.3: Adaptation strategies for Comunità Montana. Figure 3.8.6: Entracque in winter. ClimAlpTour | PILOT ACTIVITIES | 70 3.9  Heidiland / Pizolbahnen Location: Switzerland NUTS 2: CH05 Ostschweiz NUTS 3: CH055 St. Gallen Area: 676 km2 Size of resident population: 49,660 (2008) Population per square km: 73.5 Minimum and maximum elevation: 400/3,056 m Administrative center and its elevation: Sargans, 480 m s t site Nearest motorway access: motorway going through the ilo G entire pilot region s p A n nen Nearest railway station: railway going through the entire aso ahlb ll-se izo pilot region P A Figure 3.9.1: View of the 5-lakes-tour hiking route below the Pizol peak, which can be reached with the Pizolbahnen. Nearest international airport: Zürich (85 km) Number of tourist beds Number of tourist nights 6000 600,000 5500 500,000 5000 Own country 400,000 4500 Germany 4000 300,000 North America Italy 3500 200,000 Great Britain 3000 Austria 100,000 Other European countries 2500 Other countries 2000 0 1990 1995 2000 2005 2010 1990 1995 2000 2005 2010 Year Year Annual Summer Winter Figure 3.9.2: Growth of the destination in terms of number Figure 3.9.3: Annual, summer and winter tourist nights Figure 3.9.4: Origin of summer visitors in 2008 in Heidiland/ of beds from 1995 to 2008 in Heidiland/Pizolbahnen. between 1995 and 2008 in Heidiland/Pizolbahnen. Pizolbahnen. | PILOT ACTIVITIES | ClimAlpTour 71 3.9.1  SWOT analysis 3.9.2  Adaptation strategies Number of workshops held: 3 Strengths Weaknesses Topic of the first workshop: information about Clim - • Comparatively good initial position (focus on summer • New destination strategy has to be established; tourism, good diversification) cooperation of stakeholders under destination AlpTour, initial position of the region in the context • Close to Zurich (day trips) and Graubünden (biggest leadership still too weak of climate change, formulation of region-based needs tourism region in Switzerland) • Low local initiative for projects • Good public transport in international comparison • Awareness-raising still too weak and objectives. • Integration of climate risks in spatial planning • Disadvantages compared to competitors (e.g., Vorarlberg) Topic of the second workshop: development of concrete in Switzerland in terms of prices and proximity to agglomerations in • Good willingness for cooperation and perception southern Germany action fields, collection of approaches for solutions. of its importance Topic of the third workshop: identifying and concretizing • Financially strong tourism partners • Relatively high level of sensitization of stakeholders projects from the action fields developed. Aims and goals Opportunities Threats e destination is seeking to identify its initial position • Strengthening four-season tourism • Large investment necessary and hard to achieve and particularly its strengths and special characteristics. • Strengthening the tourist range in lower-elevation areas • Competition situation (summer and winter, e.g., Bad Ragaz Wellness Center) • Weakening of small, low-elevation ski areas Based on this it is seeking to develop strategies for • Concentration of profitable snow-guaranteed winter tourism to remain attractive and competitive in times sport infrastructure/areas • Consolidation of the destination and its tourist products of climate change. e strategies of Pizolbahnen and and services • Concentration on the strengths of the region, on climate- other tourism service providers are to be embedded in -relevant and sustainable tourism opportunities the destination development strategy for Heidiland. • Chance to promote sustainable products linked to the UNESCO World Heritage “Swiss Tectonic Arena Sardona” Strategies developed and human-powered mobility e Heidiland destination possesses a comparatively good initial position for adapting to climate change. Table 3.9.1: SWOT analysis for pilot site Heidiland/Pizolbahnen. is because summer tourism in the region already has relatively high importance, and the region is sig- nificant as an popular day-tourism destination from the greater Zurich area. Moreover, the range of tourism activities in the region is diversified and offers various links to the adaptation. e outcome of this was a general strategy that takes existing structures and prod- ClimAlpTour | PILOT ACTIVITIES | 72 ucts as starting points, as well as the advantages of the region. is especially represents a strengthening of summer and four-season tourism. Evaluation e strategies developed are particularly applicable because they build on the special characteristics and strengths of the tourist region and try to find a consistent approach under the destination development strategy of Heidiland. However, the realization of this consistent approach remains potentially challenging because it is s a young destination that may not yet be able to com- t site pletely assume this role and offer the necessary support ilo to individual service providers. s pn Further steps in the destination and after aso the project closure ll-seA e strategies and measures developed within the Clim - AlpTour workshop series helped sensitize the tourism stakeholders to climate change, its impacts, and the necessary adaption. On the basis of this information, G Ane the Heidiland destination as well as the Pizolbahnen n ahlb service provider identified various directions of impact izoP and will develop various new products and projects Figure 3.9.5: Ski paradise in Pizolbahnen. relevant for adapting to climate change, and whose development was favored by the workshop series. | PILOT ACTIVITIES | ClimAlpTour 73 3.10  Alta Pusteria / Hochpustertal Number of tourist beds Location: Italy 15,000 NUTS 2: ITD1 Provincia Autonoma Bolzano/Bozen 14,500 (Trentino-Alto Adige/Südtirol) 14,000 NUTS 3: ITD10 Bolzano/Bozen 13,500 13,000 Area: 394 km2 Size of resident population: 12,485 (2008) 12,500 Population per square km: 32 12,0001990 1995 2000 2005 2010 Minimum and maximum elevation: 1,111/3,139 m Year Figure 3.10.2: Growth of the destination in terms of number of beds from 1990 to 2010 in Alta Pusteria/Hochpustertal. Nearest motorway access: Bressanone/Brixen (60 km) Nearest railway station: railway line goes through the region Nearest international airports: Bolzano/Bozen (107 km), Innsbruck (132), Verona (173 km) Number of tourist nights 2,000,000 1,800,000 ria 1,600,000 steu Own country 1,400,000 lta P Germany A 1,200,000 Austria 1,000,000 Switzerland 22% ristico 800,000 Tu The Netherlands rzio 600,000 France son 400,000 Great Britain o r, C 200,000 Other European countries eg Other countries g 0 en 1970 1975 1980 1985 1990 1995 2000 2005 2010 ö ch Year Annual Summer Winter . SM Figure 3.10.3: Annual, summer and winter tourist nights Figure 3.10.4: Origin of summer visitors in 2008 Figure 3.10.1: Landscape: Tre Cime / Drei Zinnen. between 1970 and 2008 in Alta Pusteria/Hochpustertal. in Alta Pusteria/Hochpustertal. ClimAlpTour | PILOT ACTIVITIES | 74 3.10.1  SWOT analysis 3.10.2  Current product portfolio and adaptation elasticity Strengths Weaknesses e destination vulnerability of Alta Pusteria/Hoch- • There is a significant presence of renewable energy • Off-season tourism is still not developed to its full sources at the destination and the destination is well potential pustertal is estimated at 2.28 and is therefore very low, known in Italy for its ecological standards • Some parts of the destination, despite the good public whereas the overall vulnerability levels range from • Very good public transport infrastructure transport system, still have accessibility problems • So far, the destination has not experienced serious 1.94 (local products) to 2.94 (cross-country skiing / problems with a lack of snow. Snow is reliable at downhill skiing).32 e product portfolio is diversified the destination in comparison to others • Technologies for making artificial snow are well devel- and comprises activities in Alpine summer and winter oped and temperatures still allow snow production sports, fine dining, wellness, nature experience, and arts and culture. Combined with the vulnerability of Opportunities Threats s the various tourism products, Alpine sports show the • The ecological sensitivity of the destination can be • It is difficult to imagine a winter season without skiing t site further advertised and become an decisive factor • Competition in the market with other ski destinations highest vulnerability levels and are therefore most at ilo for tourists’ choice • Rising costs of making artificial snow risk. s p • Some parts of the destination could benefit from climate • The dynamics of price-dumping at other destinations n change because the summer could become milder, with threaten the quality of the activities offered At 55%, the job market dependency on tourism is aso positive effects on summer tourism rather high. In addition, tourism intensity is above av- ll-seA Table 3.10.1: SWOT analysis for pilot site Alta Pusteria/Hochpustertal. erage, making tourism the dominant industry in the region. With an old age index of 102.70%, the region has a society that is evenly distributed across all age groups. e adaptation elasticity is above average (3.39). Lift company sales are high, as is the average amount of daily expenditure. Approximately 37% of land is still undeveloped and provides an opportunity for further growth. Guests state that the most important factors influencing their choice of vacation destination are the quality of service, easy transport links, authenticity, and regional 32 Non-comprehensive data set available: 8 out of 13 parameters were delivered by the project partner. gastronomy and products. | PILOT ACTIVITIES | ClimAlpTour 75 Tourism products Classification Destination Product Overall Product goal must be to develop and position Alta Pusteria/ vulnerability vulnerability vulnerability importance Hochpustertal as a year-round destination. Cross-country skiing Alpine winter sports 2.28 3.60 2.94 5 Strategies developed Downhill skiing Alpine winter sports 2.28 3.40 2.84 8 e tourism stakeholders and decision-makers want Rock climbing Alpine summer sports 2.28 3.40 2.84 3 to develop and position Alta Pusteria/Hochpustertal Health spa Wellness/spas/health 2.28 3.00 2.64 9 Folklore and festivals Arts and culture 2.28 3.00 2.64 2 as a year-round destination for active tourists and Hiking Hiking/walking 2.28 2.80 2.54 10 families. Furthermore, the destination wants to offer Nature trails Nature experience 2.28 2.80 2.54 7 basic conditions for tourists that offer them recreation Gastronomy Fine dining 2.28 2.40 2.34 6 in a quiet and peaceful atmosphere. ese are the aims Mountain biking Alpine summer sports 2.28 2.40 2.34 4 for the further strategic development of tourism prod- Local products Fine dining 2.28 1.60 1.94 1 ucts and services. Table 3.10.2: Overall vulnerability estimate for Alta Pusteria/Hochpustertal. Activity: Products for active tourists will be developed for both winter and summer tourism. In winter the 3.10.3  Adaptation strategies traditional and dominant product of alpine skiing will ighH Number of workshops held: 1 be maintained and developed. is will be done by Topic of the workshop: Strategy and Product Develo- further improving the quality of the ski slopes. Op- Cross- Folklore and festivals Hiking country skiing Rock Health ment. portunities for children and families such as childcare climbing spa edium Gastro- M Downhill skiing Mountain Nature biking nomy Aims and goals will be further developed. In addition to alpine skiing, Vulnerability trails Local products e region is well known for its long, harsh winters. the members of the strategy workshop want to further During recent years regional stakeholders have noticed develop softer snow-related activities, with a focus on o/lowN a slight warming trend, which has led to milder winters winter hiking and cross-country skiing. To ensure the Summer All-Season Winter Product Category and to an extension of the summer season. Both seasons, possibility of cross-country skiing in the future, the Figure 3.10.5: Current product portfolio for Alta Pusteria/Hoch- winter and summer, are very important. Summer ar- slopes should be moved to higher elevations. To increase pustertal. rivals are slightly higher (www.provinz.bz.it/astat), the attractiveness of winter hiking, thematic routes even though the participants in the strategy workshop (the Alps, pleasure routes, etc.) must be developed. argue that value creation during the winter season is In summer, active tourism will mainly be based on significantly greater. They agree that the strategy’s hiking and biking. To further improve the attractiveness ClimAlpTour | PILOT ACTIVITIES | 76 of hiking tourism, the development of several thematic Further steps in the destination and after car use is strongly entrenched in the habits of residents hiking tours has been suggested. Examples are the the project closure and tourists. In the past, traffic-calming efforts in other Dolomites as a UNESCO World Heritage site for e region has good resources for winter and summer South Tyrolean city centers failed in the face of resistance tourists interested in geology and routes linking together tourism. e plan to create car-free zones and improve by shop owners and residents. alpine lodges in the region. For more athletic tourists, the bus system might be difficult to achieve because fixed rope routes will also be improved by adding new themes. One of these could be the First World War because there are many interesting historical military sites in the mountains in the Alta Pusteria/Hochpustertal area. For improving biking tourism, multiday biking s activities will be developed. In addition, e-bikes for t site elderly people will be provided. ilo Relaxation: Being active and relaxing are not contra- s pn dictory; they are strongly linked because the strategy aso foresees, among other things, traffic-calming solutions ll-seA in the city centers, improving bicycle routes, and im- proving public transport. Active and family tourists will profit from these moves. Evaluation Alta Pusteria/Hochpustertal benefits from its climate, which will enable stakeholders to maintain and develop both summer and winter tourism within a relevant strategic planning horizon. e topics that tourism stakeholders are pursuing will lead to the desired re- sults. artičrh. EB Figure 3.10.6: Vivid life. | PILOT ACTIVITIES | ClimAlpTour 77 3.11  Kranjska Gora Location: Slovenia NUTS 2: SI02 Zahodna Slovenija NUTS 3: SI022 Gorenjska Area: 256 km2 Size of resident population: 5,416 (2008) Population per square km: 21 Minimum and maximum elevation: 596/2,864 m Administrative center and its elevation: Kranjska Gora rao (806 m) jska G ran K Nearest motorway access: Jesenice (22km), Tarvisio (15km) Nearest railway station: Jesenice (22 km), Tarvisio (15 km) arčič, LTOn . Le Nearest international airports: Ljubljana (64 km), Kla- M Figure 3.11.1: Lake Jasna near Kranjska Gora with the Julian Alps in the background. genfurt (66 km) Number of tourist beds Number of tourist nights 7000 700,000 6500 600,000 Own country 6000 500,000 Italy 5500 Germany 400,000 Great Britain 5000 300,000 The Netherlands 4500 North America 200,000 Austria 4000 France 3500 100,000 Other European countries 3000 0 Other 1970 1975 1980 1985 1990 1995 2000 2005 2010 1970 1975 1980 1985 1990 1995 2000 2005 2010 Year Year Annual Summer Winter Figure 3.11.2: Growth of the destination in terms of number Figure 3.11.3: Annual, summer and winter tourist nights Figure 3.11.4: Origin of summer visitors in 2008 in Kranjska of beds from 1970 to 2008 in Kranjska Gora. between 1970 and 2008 in Kranjska Gora. Gora. ClimAlpTour | PILOT ACTIVITIES | 78 3.11.1  SWOT analysis 3.11.2  Current product portfolio and adaptation elasticity Strengths Weaknesses e destination vulnerability of Kranjska Gora is esti- • Located on the border of Italy, Austria and Slovenia • Older and rapidly ageing population (multilingualism) and proximity to outgoing European • Low elevation makes it difficult to achieve 100 skiing mated at 2.97 and is therefore in the medium range, tourism markets days in the winter season whereas the overall vulnerability levels range from 2.68 • Good accessibility due to low elevation • Lack of tourism products in the case of poor weather • Tradition of holding two sports competitions in the world • Unregulated parking during season peaks (gastronomy) to 3.28 (cross-country skiing).33 e prod- cup in winter sports • Poor public transport within the destination uct portfolio is sports-oriented and comprises many • Based on the number of tourist nights, the summer season is slightly ahead of the winter one outdoor activities. Combined with the vulnerability • Ethnographic richness; legends and stories (e.g., Golden of the various tourism products, winter sport activities Horn, Kekec) show the highest vulnerability levels and are therefore s Opportunities Threats most at risk. • The Planica Nordic center: year-round tourism • Shorter winter season t site Although the job market’s dependence on tourism is • Alternative resources for cooling ski equipment • Fall in revenues due to cancelation of winter runs in ilo and simultaneously heating other facilities the world cup very high (54%), the number of beds in the destination s pn • Redirecting cableway operators to summer tourism • The fall in revenues from winter tourism will be very decreased considerably from 2000 to 2008, adding to • Regulating parking and public transport within difficult to replace regardless of investment in developing aso the destination summer and year-round tourism the economic vulnerability of the destination. e ll-se • Rural tourism with a program for schools and families • Increased erosion due to forest decline as a consequence A overall investment climate is rated very poorly by of pests due to temperature increases • Natural hazards stakeholders. Moreover, the environmental vulnerability Table 3.11.1: SWOT analysis for pilot site Kranjska Gora. level of 5 shows that the reliance on natural resources (especially with regard to winter sports) must be re- considered. Kranjska Gora has a medium adaptation elasticity (2.99). Stakeholders show a positive attitude towards climate-change considerations within the destination’s development process. ey believe that their organi- zations would benefit from strategy changes arising from climate-change issues and agree with permanent residents playing an active role in the region’s governance 33 Comprehensive data set available: 13 out of 13 parameters were delivered by the project partner. and decision-making process. As a relevant alternative | PILOT ACTIVITIES | ClimAlpTour 79 Tourism products Classification Destination Product Overall Product Topic of the second workshop: Workshop on creating vulnerability vulnerability vulnerability importance detailed potential tourist products for Kranjska Gora Cross-country skiing Alpine winter sports 2.97 3.60 3.28 4 with regard to adaptation to climate changes. Downhill skiing Alpine winter sports 2.97 3.40 3.18 10 Aims and goals Ice climbing Alpine winter sports 2.97 3.00 2.98 1 Kranjska Gora has a rich tourism tradition. After the Hiking Hiking/walking 2.97 2.80 2.88 9 Nature trails Nature experience 2.97 2.80 2.88 2 intense development of winter tourism in the second Casinos and gambling Other indoor leisure 2.97 2.60 2.78 7 half of the twentieth century, today the majority of activities overnight stays by tourists are seen during the summer Weddings and events Weddings and events 2.97 2.60 2.78 6 season. e average elevation of the ski slopes is 1,000 me- Activity parks Other outdoor leisure 2.97 2.60 2.78 5 ters and is therefore the lowest among the pilot regions activities Mountain biking Alpine summer sports 2.97 2.40 2.68 8 examined. As a traditional low-elevation ski destination, Gastronomy Fine dining 2.97 2.40 2.68 3 Kranjska Gora is also very important for Slovenia Table 3.11.2: Overall vulnerability estimate for Kranjska Gora. from the perspective of holding two competitions for the world cup in winter sports. Even though climate changes are recognized and snowless winters have igh for further development, tourism activity centered on already occurred in the past, the winter season cannot H Cross-country the world of the literary character Kekec has been sug- be written off because its collapse would be very difficult Hiking skiing Casinos & gambling Weddings and Ice Nature events Activity climbing gested to recreate the former lifestyle. In addition, better to compensate for. e cable-car sector is reorienting trails parks Gastro- Downhill skiing nomy edium Mountain marketing and promotion efforts are required. itself toward the summer season and additional summer M biking Vulnerability Guests state that the most important factors influencing tourism activities are being developed. their choice of vacation destination are the authenticity Strategies developed o/lowN of the region, hospitality, and warmth of welcome. Local stakeholders in tourism identified thirty-two Summer A - ll Season Winter ideas or measures in the broader sense that are important Product Category 3.11.3  Adaptation strategies for developing tourism at the Kranjska Gora destination Figure 3.11.5: Current product portfolio for Kranjska Gora. Number of workshops held: 2 with special regard to climate changes. Topic of the first workshop: identifying potential tourist Six measures were selected for further work using the products for Kranjska Gora with regard to adaptation Nominal Group Technique method: rural tourism with to climate changes. a program for schools and families, the Planica Nordic ClimAlpTour | PILOT ACTIVITIES | 80 center, an outdoor summer park, five-day tourism has already led to snowless winters in the past. Possible products for various age groups, regulating parking, future expansion of the ski slopes at higher elevations and regulating traffic in the Alpine valleys within the is excluded due to the protected area of Triglav National territory of the destination examined. Park. Kranjska Gora will also be an important winter Stakeholders identified possible developments in tourism tourism destination in the future, but it must focus and economics through the long-distance application more intensely on developing summer and year-round of the DSS/e-tool (developed by Cà Foscari University tourism products. Ideas highlighted for these included of Venice) using questionnaires. an outdoor summer park, holding large-scale sports A weighted evaluation of the strategies was made ac- events, a Kekec Land park (based on a literary character) cording to the parameters including economic costs from Mojstrana to Rateče, and a Kranjska Gora ad- s with environmental effects on the local economy, effects venture park for poor weather conditions. t site on the tourism sector, innovation, environmental im- Further steps in the destination and after ilo pact, feasibility, and sustainability. the project closure s pn Stakeholders worked out in greater detail a proposal Stakeholders and the local tourism organization have aso for strategies to develop rural tourism with a program shown their willingness to cooperate in achieving the ll-seA for schools and families, for regulating parking, and ideas identified for the measures. A municipal traffic for regulating traffic in the Alpine valleys within the study and the findings of the Dynalp project are the territory of the destination examined. basis for regulating parking in the villages and traffic Regulating traffic is not a tourism product in itself, in the Alpine valleys. Paying greater attention to the but it is very important as a basis for creating new local community is a condition for implementing rural tourism products. tourism at the destination, which has potential for many Evaluation multiplier activities. Stakeholders, the local tourism or- Stakeholders are aware of climate changes and their ganization, and the local community must work further effect on the winter season because the low elevation on ideas. | PILOT ACTIVITIES | ClimAlpTour 81 3.12  Surselva Location: Switzerland NUTS 2: CH05 Ostschweiz NUTS 3: CH056 Grisons Area: 463 km2 Size of resident population: 5,799 (2008) Population per square km: 12.5 Minimum and maximum elevation: 962/3,328 m Administrative center and its elevation: Disentis/Mustér (1,130 m) Nearest motorway access: Tamins (50 km) Nearest railway station: railway line goes through the eth region T. Lu Figure 3.12.1: View from the Oberalp Pass, source of the Rhein, into the Upper Surselva Valley. Nearest international airports: Lugano (110 km), Zurich (147 km), Milan (214 km) Number of tourist beds Number of tourist nights 2000 200,000 160,000 1500 Own country 120,000 Germany 1000 The Netherlands 80,000 Belgium Great Britain 500 40,000 Other European countries Other countries 0 0 1990 1995 2000 2005 2010 1970 1975 1980 1985 1990 1995 2000 2005 2010 Year Year Annual Summer Winter Figure 3.12.2: Growth of the destination in terms of number Figure 3.12.3: Annual, summer and winter tourist nights Figure 3.12.4: Origin of annual visitors in 2008 in Surselva. of beds from 1995 to 2008 in Surselva. between 1995 and 2008 in Surselva. ClimAlpTour | PILOT ACTIVITIES | 82 3.12.1  SWOT analysis 3.12.2 Adaptation strategies Number of workshops held: 3 Strengths Weaknesses Topic of the first workshop: information about Clim - • Located in Graubünden, the leading tourism region • The entire region is in a state of flux, resulting in in Switzerland uncertainty, instability, and delays in development AlpTour and formulation of region-based needs and • Central position in the Alps with Gotthard as a wild and and decision-making objectives. rural region with a lot of tourism development potential • High degree of local political involvement • Good accessibility (individual and public transport) • Tourism marketing organization in transition. Topic of the second workshop: fostering interaction by international standards No established business planning yet between regional stakeholders (based on results of a • Integration of climate risks in spatial planning • New destination strategies have to be established; in Switzerland cooperation of stakeholders is lacking as is networking social network analysis). • Financially strong tourism partners such as Sedrun in general Topic of the third workshop: implementation strategies (25% diversification factor in hydropower, forestry) • Various smaller tourism stakeholders are de-motivated and new tourism investors in Andermatt to engage with politicians due to disappointments in the for adaptation measures and future projects. s • Cultural resources (Disentis Monastery) past Aims and goals • Porta Alpina infrastructure (not finished but completed • Lack of diversification and products in summer; too t site access to NEAT (new rail link through the Alps)) much focus on winter e destination is currently undergoing a phase of ilo • Regional politicians are aware of situation and secure • Poor access in winter due to closure of the road profound change due to a major outside investment s p public funding (the Oberalp Pass; trains are operational and reliable) n • Dependence on public budgets into a new resort village at Andermatt, adjacent to our aso original pilot site perimeter. e dominant strategy ll-se Opportunities Threats A envisaged at the moment to counter climate change • Strengthening year-round tourism • Significant investment necessary and hard to achieve • Strengthening of the tourism supply chain and products • Destination remains stuck in decline; no rejuvenation effects is a major expansion of the ski infrastructure (lifts especially during summer • Incubation of local entrepreneurs and SMTEs fails and slopes) to connect two formerly distinct ski areas. • Concentration of profitable guaranteed snow winter • Local politics insert themselves into the change process sports infrastructure/areas • Destination management gets stuck / fails Strategies developed • Development opportunities due to new investor in • Tourism sector lacks support of other stakeholders e destination is in a deep stage of decline in the face Andermatt, also investing in Sedrun and related • Dependence on Andermatt Swiss Alps Project cable-car companies (spillover from Andermatt • Weakening of small, low-elevation ski areas of the heterogeneous structure of small and medium- and incubation of entrepreneurial activity) • St. Gotthard project failure due to budgeting issues / lack -sized tourism enterprises. Due to the composition of • Concentration on the strengths of the region, climate, of intercantonal cooperation and sustainable tourist products and services the core group participating in all three workshops • Chance to promote sustainable tourism linked to (mainly comprised of administrative staff, small business the rejuvenated St. Gotthard project group • Reactivation of Porta Alpina in the long term owners, and transportation representatives), the work- • Improvement of cooperation between stakeholders within tourism as well as between actors in the various shop series mainly focused on two main weaknesses of related sectors the region: first, communication between actors from Table 3.12.1: SWOT analysis for pilot site Surselva. different villages and different sectors and, second, | PILOT ACTIVITIES | ClimAlpTour 83 implementation of bottom-up initiatives, especially for summer and niche products in tourism. Within both thematic blocks, a number of concrete measures were developed. Evaluation e main shortcoming of the strategies currently de- veloped is certainly the lack of support from a number of key stakeholders – especially representatives of the local cable-car companies, the local tourism board, key players in the local tourism industry, and some re- gional politicians. ey are too preoccupied with the subject of climate change and the rapid development caused by the aforementioned developments in the region to envisage any alternative or complementary, bottom-up initiatives, and/or innovation processes. Further steps in the destination and after the project closure e strategies and measures developed within the Cli- mAlpTour workshop series will be taken as a basis for further development within a regional economic devel- opment program starting in the Gotthard region in 2012, with an emphasis on enabling cross-communal and cross-cantonal initiatives, including in tourism. artičrh. EB Figure 3.12.5: Winter forest. ClimAlpTour | PILOT ACTIVITIES | 84 3.13  Wilder Kaiser Location: Austria NUTS 2: AT33 Tirol NUTS 3: AT335 Tiroler Unterland Area: 134 km2 Size of resident population: 9,307 (2008) Population per square km: 69 Minimum and maximum elevation: 532/2,340 m Administrative center and its elevation: Ellmau (804 m) s t site Nearest motorway access: Wörgl (18 km) ilo r Nearest railway stations: St. Johann (10 km), Kitzbühel s p aise n r Ke (10 km), Wörgl (18 km) aso ild WBV Nearest international airports: Salzburg (61 km), Inns- ll-se T A bruck (87 km), Munich (101 km) Figure 3.13.1: The village of Going with the famous Wilder Kaiser in the background. Number of tourist beds Number of tourist nights 15,000 2,000,000 1,800,000 14,500 1,600,000 Own country 1,400,000 (excluding wn o region) 14,000 1,200,000 Germany The Netherlands 13,500 1,000,000 Great Britain 800,000 13,000 Switzerland inc. Lichtenstein 600,000 Italy 400,000 12,500 Own region 200,000 Other European countries 12,000 0 Other countries 1990 1995 2000 2005 2010 1970 1975 1980 1985 1990 1995 2000 2005 2010 Year Year Annual Summer Winter Figure 3.13.2: Growth of the destination in terms of number Figure 3.13.3: Annual, summer and winter tourist nights Figure 3.13.4: Origin of winter visitors in 2008 in Wilder Kaiser. of beds from 1990 to 2008 in Wilder Kaiser. between 1970 and 2008 in Wilder Kaiser. | PILOT ACTIVITIES | ClimAlpTour 85 3.13.1  SWOT analysis 3.13.2  Adaptation strategies34 Number of workshops held: 1 Strengths Weaknesses Topic of the workshop: Development of adaptation • Unspoiled natural environment • Elevation profile • Quality of tourism products and services • Dependence on winter tourism strategies and implementation options. • Regional tourism products and services • Capacity of regional products and services Aims and goals • Largest year-round ski resort in Austria • Steadily ageing destination population • Regional resources • Dependance on German tourists in summer (66%) e strategy development process at the Austrian pilot • Water supply • Low occupancy rate (under 40%) compared to the high sites aimed to develop long-term strategies regarding • Accessibility number of beds available • Urban structures the impacts of climate change on tourism destinations. • Extensive agricultural area In order to achieve this goal, the process was split into • Tourism intensity is only slightly above average three sections. Tourism stakeholders were first invited Opportunities Threats to discuss their visions regarding the impacts of climate • Strengthening summer tourism • Flood risks change and thus express their intrinsic motivations • Trends towards demand for higher quality in tourism • Changes in flora and fauna • Trends towards more short stays • Natural hazards for future adaptation agencies at the destination. Fur- • Regionality in tourism product and service supply • Shorter winter seasons thermore, the stakeholders were asked to develop mis- • Changes in consumer behavior due to climate change • Trends towards more short trips • Regional resources • Political pressure from regions experiencing water sion statements making their visions regarding the • Technological investments shortages influences of climate achievable. In this respect, the • Consumers’ increasing ecological awareness • Rising snow line • Changes in flora and fauna • Rising water-supply costs mission statement covers the extrinsic motivations en- • Longer summer seasons • Rising cost structures in tourism compassing customer needs and motivations as well • Rising travel costs • Credibility regarding snow availability as the aims and goals of other relevant interest groups • Lack of snow for the tourism destination. Next, the stakeholders Table 3.13.1: SWOT analysis for pilot site Wilder Kaiser. transferred these aims and goals regarding the impacts of climate change into possible strategies for positioning the tourism market. Finally, necessary measures and concepts for implementation were developed. Strategies developed In order to address the impacts of climate change, stakeholders at the Wilder Kaiser destination are striving 34 Aims and goals, Evaluation and further steps in the destination and after the project closure are relevant also for pilot sites Brandnertal and Stubai Tirol. to implement a broad concept of sustainability in tourism ClimAlpTour | PILOT ACTIVITIES | 86 customer segments, especially families. At the Wilder Further steps in the destination and after Kaiser destination, summer tourism in particular will the project closure be strengthened by rejuvenating the “summer freshness” e goals, aims, and positioning strategies as well as ( Sommerfrische) concept, which offers a pleasant, fresh the ideas and measures need to be presented to the break during the hot summer months. In this respect, main stakeholders at the destination and discussed. the stakeholders in the destination developed forty-four Workable and commonly accepted strategies should measures varying from a shop or a marketplace offering be further refined to differentiate the destination from exclusively local products and traffic-calming zones to competitors and adapt to climate change. After passing using water reservoirs for making artificial snow and the authorizing committees, the strategies should be energy production during summer. presented to the general public at the destinations in r s aise Evaluation order to secure acceptance among all stakeholders. In r Ke t site ild Generally, the motivation of tourism stakeholders to this respect, a sustainability team should be established ilo WBVT react to impacts of climate change is very low. Although concentrating on issues of sustainable tourism produc-s pn Figure 3.13.5: Wilder Kaiser in September. most stakeholders are aware of ongoing climatic change, tion. One success factor here is the appropriate com- aso the time horizon in which impacts will be noticeable position of the members of the sustainability team. ll-seA production. Production should follow an environ- in the tourism industry is perceived as too distant. e measures and ideas developed need to run through mentally friendly and resource-protecting path. Fur- Furthermore, issues related to climate change are hard a further screening and evaluation phase, ensuring thermore, regionally produced products are at the core to grasp and therefore many different issues, such as that relevant interest groups are addressed and the meas- of future tourism products and services. Awareness-rais- regionalism in tourism production, environmental, ures are in line with the overall strategy of the destina- ing issues targeting tourists as well as other stakeholders social, and economic sustainability, and so on, are dis- tion. seek to strengthen the conscious handling of natural cussed in the light of climate change. Implementing resources. In this respect, climate-damaging emissions more sustainable tourism concepts is perceived as the should be reduced in the long run. So far, nature at most promising strategy in this respect. e strategies the destination is perceived as being in good order. In developed mainly reflect an expected change in customer terms of infrastructure, the valley is divided into a de- awareness and technical adaptation strategies (e.g., veloped and an undeveloped side because the region making artificial snow). Finally, mitigation measures is split by a mountain chain. is contrast should be are mostly expected to be implemented at the govern- preserved, offering the opportunity to target different mental level. | PILOT ACTIVITIES | ClimAlpTour 87 3.14  Aletsch Location: Switzerland NUTS 2: CH01 Région lémanique NUTS 3: CH012 Valais Area: 347 km2 Size of resident population: 10,345 (2007) Population per square km: 29.8 Minimum and maximum elevation: 673/4,274 m Administrative center and its elevation: Naters (673 m) Nearest motorway access: Sierre (36 km) Nearest railway station: Brig (0.5 km) x Nearest international airports: Milan (148 km), Geneva Futo (184 km), Zurich (187 km) Fo Figure 3.14.1: View of the Aletsch glacier from the Aletsch forest. This is the largest glacier in the Alps (about 23 km2). Number of tourist beds Number of tourist nights 4000 300,000 3500 250,000 3000 200,000 2500 Own country 2000 150,000 Germany 1500 100,000 The Netherlands 1000 Other European countries 50,000 500 0 0 1990 1995 2000 2005 2010 1990 1995 2000 2005 2010 Year Year Annual Summer Winter Figure 3.14.2: Growth of the destination in terms of number Figure 3.14.3: Annual, summer and winter tourist nights Figure 3.14.4: Origin of winter visitors in 2008 in Aletsch. of beds from 1995 to 2008 in Aletsch. between 1995 and 2009 in Aletsch. ClimAlpTour | PILOT ACTIVITIES | 88 3.14.1  SWOT analysis 3.14.2  Adaptation strategies Number of workshops held: 3 Strengths Weaknesses Topic of the first workshop: SWOT analysis and state • Good skiing conditions (ski area over 1,900 m elevation, • Too few alternative activities (non-skiing) snow cannons) • Profitability of ski activities (high fixed costs such of the art of knowledge of climate change and its con- • Landscape (UNESCO World heritage Swiss Alps, as snow-making) sequences on tourism in the Aletsch region. Jungfrau, Aletsch, enough water resources, sunny • Poor communication on the guarantee of snow balcony) • Lack of cooperation Topic of the second workshop: state of the art of existing • Good organization and solidarity in the face of extreme • Relatively poor hotel selection strategies and selecting a few most important adaptation natural hazards strategies specifically regarding tourism and climate change. Opportunities Threats • Trend of summer tourism (cool summer weather) • Natural hazards: negative media reports and image Topic of the third workshop: finding a few concrete • Changing tourist needs (authenticity, nature, culture, etc.) • Frequency reduction (change in glacier landscape, measures in order to develop the adaptation strategies • Readable climate history (better awareness of climate natural hazards) change for tourists for cities) • Better cooperation with competitors instead of actors discussed in the second workshop. • Alternative tourism (catastrophe tourism, farm getaways) in the region Aims and goals • High costs of protective measures (for trails, etc.) e destination still has good conditions for skiing Table 3.14.1: SWOT analysis for pilot site Aletsch. because the ski area is generally above 1,900 meters in elevation and is well equipped with snow machines. However there are too few alternative activities to skiing. e landscape is unique and is part of the Swiss Alps Jungfrau-Aletsch UNESCO World Heritage site. is s should be used to promote summer tourism. e glacier t site also shows a readable climate history and therefore ilo p offers better awareness of climate change for tourists rism to the site. However, its retreat may negatively affect u r to the landscape. tein Strategies developed Eighty percent of the overnight stays at the destination stly woM occur in winter. Winter tourism should therefore be secured. A major issue for securing snow sports is | PILOT ACTIVITIES | ClimAlpTour 89 energy efficiency are also very important from the eco- who agreed to take responsibility for the concrete proj- nomic and ecological points of view and can be retained ects, were not able to advance their projects since the as a concrete measure. last workshop in June 2010. At the same time as maintaining winter tourism, sum- Further steps in the destination and after mer tourism should be developed. e potential of the project closure the destination in the future is the summer season, e director of the cable-car company is responsible which has been neglected in the past thirty years. for measures related to the efficiency of snow production Tourists need less money for summer vacations than and the director of the tourism office for measures re- for winter vacations. Hiking remains the core business lated to the trail with local products. We will remain in summer (95%). However, it should be more mar- in touch with them after the ClimAlpTour project in ketable as an experience because trails alone are not order to follow their progress. However, the munici- sufficient. A concrete measure to enhance this experience palities should also be involved because they are key is to create a trail with local food and drink specialities. stakeholders that can significantly improve the situation Typical mountain products and culture should be pro- regarding climate change. moted because this difference will be a magnet for urban tourists. Evaluation In a general way, this case study highlights the fact that arič local stakeholders have difficulty giving up the “businesses rh. EB as usual” model. It means they primarily focus their Figure 3.14.5: Simply beautiful. adaptation strategies on maintaining skiing and snow-re- lated activities, and secondly on hiking activities in the artificial snow production. ere should therefore be summer. It also highlights the following paradox: the a return on investment. Snow should not be overpro- few stakeholders that took part in the workshops did duced because of the high costs, but there should still not want a “theoretical” report on tourism and climate be enough that people will come to the resorts. It is change, but at the same time it was difficult to convince also very important to optimize production so as not them to take responsibility for implementing the to waste energy and water. Consequently, water and selected measures. Even the most motivated stakeholders, ClimAlpTour | PILOT ACTIVITIES | 90 3.15  Brandnertal Location: Austria NUTS 2: AT34 Vorarlberg NUTS 3: AT341 Bludenz-Bregenzer Wald Area: 78.5 km2 Size of resident population: 4,318 (2008) Population per square km: 55 Minimum and maximum elevation: 570/2,965 m Administrative center and its elevation: Brand (1,036 m) z Nearest motorway access: Bludenz (10 km) nedlu Nearest railway station: Bludenz (8km) Bniog Nearest international airports: Friedrichshafen (65km), renelp Innsbruck (143km), Zurich (163km) A Figure 3.15.1: The village of Brand surrounded by the mountains at the Brandnertal destination. Number of tourist beds Number of arrivals 3000 400,000 2800 2600 350,000 Own country s 2400 e ( xcluding wn r o egion) 2200 300,000 Germany 2000 t site 1800 250,000 Switzerland/Liechtenstein ilo 1600 p 200,000 The Netherlands 1400 1200 Belgium/Luxemburg 150,000 rism 1000 France/Monaco u 800 100,000 Great Britain r to 600 te 400 Own region 50,000 in 200 Other European countries 0 0 Other countries 1985 1990 1995 2000 2005 2010 1985 1990 1995 2000 2005 2010 stly w Year Year Annual Summer Winter oM Figure 3.15.2: Growth of the destination in terms of number Figure 3.15.3: Annual, summer and winter tourist arrivals Figure 3.15.4: Origin of winter visitors in 2008 in Brandnertal. of beds from 1985 to 2008 in Brandnertal. between 1985 and 2008 in Brandnertal. | PILOT ACTIVITIES | ClimAlpTour 91 3.15.1  SWOT analysis 3.15.2  Adaptation strategies35 Number of workshops held: 1 Strengths Weaknesses Topic of the workshop: Development of adaptation • Unspoiled nature and environment • Elevation profile • Quality of tourism products and services • Dependence on winter tourism strategies and implementation options. • Regional resources (e.g., water) • Little new product development Strategies developed • Local recreation area with many regular visitors • Lack of cooperation • Agricultural and regional products • Lack of international recognition Nature and nature preservation, regionalism in pro- duction, and quality are the core of adaptation strategies Opportunities Threats in the Brand nertal. Due to the impacts of climate • Strengthening summer tourism • Shorter winter seasons change, seasonality needs to be decreased and all-year • Trends towards more individuality in tourism demand • Lower value creation during the summer season • Changes in flora and fauna • Flood risks and weather-independent tourism products and services, • Longer summer seasons • Variety of flora and fauna especially for the target-group family, need to be de- • Technical innovations • Natural hazards • Trends towards more short stays • Rising snow line veloped. Regarding the impacts of climate change, the • Trends towards demand for higher quality in tourism • Snow shortages Brandnertal area seeks to offer tourists an escape from • Regionality in tourism product and service supply • Rising water supply costs • Individual packages in tourism supply • Costs for protective measures everyday hassle, which is seen as one of the drivers of • Products and services close to nature • Decreasing general interest in ski sports climate change. Guests should visit the Brandnertal • Credibility regarding snow reliability area because business is done in a sustainable way there. Table 3.15.1: SWOT analysis for pilot site Brandnertal. Raising awareness of sustainability is one of the aims in this respect, which should also decrease customers’ price sensitivity. Fifty-one ideas and measures were identified for implementing the strategic goals. 35 For Aims and goals, Evaluation and further steps in the destination and after the project closure refer to chapter 3.13.3: Wilder Kaiser. ClimAlpTour | PILOT ACTIVITIES | 92 3.16  Les Gets Location: France NUTS 2: FR71 Rhône-Alpes NUTS 3: FR718 Haute Savoie Area: 29.83 km2 Size of resident population: 1,321 (2006) Population per square km: 44 Minimum and maximum elevation: 1,172/2,002 m tse Administrative center and its elevation: Les Gets (1,172 m) s Ge de rismu Nearest motorway access: Cluses (22 km) Toe d Nearest railway stations: Cluses (22km), Geneva (63km) ceffi Nearest international airports: Geneva (63km), Annecy ly, O . Jo (82 km) N Figure 3.16.1: The village of Les Gets, Haute Savoie, with Mont Blanc in the background. Number of tourist beds Number of tourist nights 18,000 1.100,000 16,000 1.000,000 s 900.000 14,000 800,000 12,000 t site 700,000 France ilo 10,000 600,000 Great Britain p 8,000 500,000 Italy Germany rism 6,000 400,000 u 300,000 Switzerland 4,000 Other European countries r to 200,000 te 2,000 Other countries 100,000 in 0 0 1970 1975 1980 1985 1990 1995 2000 2005 2010 1995 1997 1999 2001 2003 2005 2007 2009 stly w Year Year Annual Summer Winter oM Figure 3.16.2: Size of the destination in terms of number Figure 3.16.3: Annual, summer and winter tourist nights Figure 3.16.4: Origin of winter visitors in 2008 in Les Gets. of beds in 2008 in Les Gets. between 1995 and 2008 in Les Gets. | PILOT ACTIVITIES | ClimAlpTour 93 3.16.1  SWOT analysis 3.16.2  Current product portfolio and adaptation elasticity Strengths Weaknesses e destination vulnerability of Les Gets is estimated • The local population has proven itself to be highly • Property prices lead to significant distortions in the adaptable to change (transformation of the economy property market and resort activities at 2.85 and is therefore a little below average, whereas from agriculture to tourism) • Strategic vision focused on Les Gets; lack of understanding the overall vulnerability levels range from 2.43 (artisan • High degree of local control over the infrastructure, of the wider context? property, and businesses of the resort • The degree of solidarity among the various stakeholders workshops) to 3.25 (golf).36 Les Gets’ product portfolio • Strong sense of identity in the resort appears low is very diverse and comprises activities in Alpine • Wide range of activities offered for non-skiers in winter • Poor understanding of the needs and preferences • New website in response to feedback from recent study; of British residents and property owners summer and winter sports as well as fine dining, well- this demonstrates the capacity of the tourism office to • The resort is still dependant on a mono-industry ness, and old customs and traditions. Combined with take concrete action (winter sports tourism) • Proximity to Geneva, Annecy, and other wealthy areas • Lack of control/monitoring of available tourism accom- the vulnerability of the various tourism products, • Good momentum for sustainable development and modation leads to missed potential tourist tax revenues sports show the highest vulnerability levels and are ecologically-oriented activity • Position of Les Gets on the Route des Grandes Alpes therefore most at risk. ensures trade and accessibility e rather low GDP growth rate from 2002 to 2008 (12%) is the most vulnerable economic parameter. Opportunities Threats Both social and environmental vulnerability levels are • Open up the resort to other activities; for example, taking • Changes in the sociological make-up of the community advantage of the high-speed broadband connection • A reduced capacity to adapt to changes if the resident below average. With an old age index of 78.11%, Les to develop a remote-working (telework) center close population has changed? Gets has a rejuvenating society, which is rather rare in to Geneva, a “Silicon mountain”-type business start-up • Reduced importance / loss of identity of agriculture center, an attractive residential base for city workers within the commune comparison to the other ClimAlpTour pilot sites. • Build on the resort’s head start in the area of sustainable • Availability of water Les Gets has an adaptation elasticity that is slightly development and ecologically-oriented activity • Long-term reliability of snow cover • Improve monitoring of tourism activity; for example, • Stronger competition within the tourism industry, above average (3.19). Stakeholders show a positive at- introduce an arrivals book to provide greater control especially in mountain-related tourism activities titude towards climate change considerations within and lead to increased tourist tax revenues for financing • Reduction in the number of hotels and thus “hot beds”; in- other projects crease in the number of “cold beds” the destination’s development process. ey believe that their organizations would benefit from strategy Table 3.16.1: SWOT analysis for pilot site Les Gets. changes arising from climate change issues and think that there are relevant alternatives for developing the region. ese alternatives are not necessarily tied to tourism. High-quality mountain agriculture and crafts- 36 Non-comprehensive data set available: 10 out of 13 parameters were delivered by the project partner. manship were mentioned along with the suggestion ClimAlpTour | PILOT ACTIVITIES | 94 Tourism products Classification Destination Product Overall Product Topic of the second workshop: “Innovative lines of vulnerability vulnerability vulnerability importance work for tourism in Les Gets” – part 2. Golf General outdoor sports 2.85 3.60 3.25 6 Aims and goals Downhill skiing Alpine winter sports 2.85 3.40 3.13 10 e goal of the workshops was to propose innovative Water activities General outdoor sports 2.85 3.20 3.03 2 strategies for the overall development of Les Gets. e Health spa Wellness/spas/health 2.85 3.00 2.93 5 Activity parks Other outdoor leisure 2.85 3.00 2.93 3 commune is heavily dependent on tourism, with winter activities tourism accounting for the majority of the commune’s Folklore and festivals Arts and culture 2.85 3.00 2.93 1 income. e local authority is aware of the risks to future Hiking Hiking/walking 2.85 2.80 2.83 9 snow cover from climate change and of the potential Gastronomy Fine dining 2.85 2.40 2.63 8 risks of water shortage. e tourism office is already Mountain biking Alpine summer sports 2.85 2.40 2.63 7 active in product development, and therefore a more Artisan workshops Old customs/traditions 2.85 2.00 2.43 4 general objective was set to generate innovative proposals Table 3.16.2: Overall vulnerability estimate for Les Gets. for the development of the resort, including the residential community and other potential economic activities. igh that the emphasis should be shifted between develop- Strategies developed H ment strategies that already exist. Stakeholders identified three main themes to achieve Golf Hiking Water Downhill skiing Folklore For guests, the most important factors influencing the agreed objective, and then developed specific pro- activities Health and spa festivals edium Activity parks their choice of holiday destination are the reliability posals within each theme: M Gastronomy Mountain Vulnerability biking Artisan workshops of weather conditions, the quality of service, and the e “eco-resort” project: s authenticity of the region. Only one expert answered • Promote ecological activities already underway and o/low t site N this question and his assessment corresponds to visitors’ develop a coherent “eco-resort” strategy: the resort ilo Summer A - ll Season Winter p evaluation (ratings only slightly higher, but the same is ahead of many of its competitors with many en- Product Category rism direction). vironmental activities, but these should be better u Figure 3.16.5: Current product portfolio for Les Gets. coordinated and publicized. r tote 3.16.3  Adaptation strategies • Adopt a strategy to become a true “eco-village”; for in Number of workshops held: 2 example, by expanding pedestrian areas and creating stly wo Topic of the first workshop: “Innovative lines of work parking areas out of town or underground; providing M for tourism in Les Gets” – part 1. shuttle bus services for residents, especially school | PILOT ACTIVITIES | ClimAlpTour 95 • Create a year-round business hub based on tele- tourists and residents. Waste recycling involves the co- working in a dedicated center where activities could operation of accommodation providers and restaurateurs be mutually strengthening and supportive. as well as residents. Take control of land in the resort and renovate existing With political will and strong support from the local infrastructure: community, the suggested strategies could make a sig- • Maintain the village’s image by preserving its center nificant difference to the direction and quality of the tse and ensuring that the size of the village remains con- development of Les Gets. s Ge de sistent with its image. Further steps in the destination and after rismu • Consider making the village center a pedestrian area the project closure Toe d and creating parking lots on the outskirts, with public We have been invited to present the results of the ceffi transport such as electric buses within the central workshops to members of the Municipal Council of ly, O . JoN area. Les Gets. The municipal councilors will then decide Figure 3.16.6: The little train carries skiers and tourists through • Make better use of publicly owned buildings and if they wish to carry forward any of the strategies pro- the village of Les Gets. examine options for redeveloping underutilized posed. e task of implementing any strategies adopted public buildings. would then be passed to existing or new commissions buses for local children; improving waste recycling Evaluation made up of councilors and local stakeholders. by involving the entire chain from residents to the e strategies proposed are well focused on the intended association of communes responsible for waste man- objective and have the strong benefit of being coherent agement; improving the cleanliness of the village; with each other. and putting in place a proper environmental charter e third theme (concerning land and infrastructure) involving accommodation providers and businesses. is the most difficult to address with realistic propositions Open the resort year round: because it depends on the will and strategy of the local • Gradually move towards year-round tourism, with authority, and also, in the case of privately owned build- several “mini-seasons” that can gradually be extended ings, on the will of private owners to cooperate with the (Easter, summer, All Saints Day, winter). proposed strategy. • Target young retired people that want to escape the For all themes, the participation of the local community city and enjoy their free time in the mountains, is vital to the success of the proposals. Opening the either by living or vacationing in the resort. resort all year round requires businesses to be open to ClimAlpTour | PILOT ACTIVITIES | 96 3.17  Les Sept Laux Location: France NUTS 2: FR71 Rhône-Alpes NUTS 3: FR714 Isère Area: 128 km2 Size of resident population: 2,828 (2006) Population per square km: 22 x Minimum and maximum elevation: 320/2,925 m t Laupe Administrative centers: Les Adrets (740m), La Ferrière s Se de (940m), eys (620m) rismu Toe d Nearest motorway access: Brignoud/Crolles (17km) ceffi Nearest railway stations: Chambéry (50km), Grenoble aix, Oh (35 km) L. C Figure 3.17.1: Prapoutel, one of the three entry points to the Les Sept Laux ski area in Isère, which is easily accessible from Grenoble Nearest international airports: Chambéry (55 km), Lyon and the Grésivaudan valley seen below. (134 km) Number of tourist beds Number of tourist nights 18,000 300,000 16,000 250,000 s 14,000 12,000 200,000 t site ilo 10,000 p 150,000 Own country 8,000 The Netherlands rism 6,000 100,000 Great Britain u 4,000 Other European countries r to 50,000 te 2,000 in 0 0 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 stly w Year Year Annual Summer Winter oM Figure 3.17.2: Growth of the destination in terms of number Figure 3.17.3: Annual, summer and winter tourist nights Figure 3.17.4: Origin of winter visitors in 2008 in Les Sept Laux. of beds in 2003 and 2008 in Les Sept Laux. in 2008 in Les Sept Laux. | PILOT ACTIVITIES | ClimAlpTour 97 3.17.1  SWOT analysis 3.17.2  Current product portfolio and adaptation elasticity Strengths Weaknesses e destination vulnerability of Les Sept Laux is esti- • A nearby resort for neighboring urban areas • Too much small-capacity tourist accommodation (studio mated at 3.00 and is therefore average, whereas the • Easily accessible ski areas (stations and motorways close by) apartments) • Young, athletic, and family image in winter • Not enough tourism accommodation at each location overall vulnerability levels range from 2.70 (mountain • Restructured and modernized ski area to be economically viable biking) to 3.30 (cross-country / off-piste-skiing and • Ski area extends over two mountainsides with different • Little diversification of the range of tourism activities, orientations which is centered on downhill skiing and snow sports swimming pools).37 e product portfolio is very sports- • Good facilities for snow boarders (the image of a “skiing factory”) oriented and comprises activities in Alpine winter and • Impressive, panoramic mountain views • Lack of “all inclusive” tourism products and an adequate • An unspoiled high-mountain environment structure to market them summer sports and general outdoor sports. Combined • Resort based around three locations each with a specific • Lack of identity and vision for the resort in summer with the vulnerability of the various tourism products, identity and history • Poor coordination between stakeholders, especially • A long history of tourism in the Bréda Valley (Le Pleynet concerning summer tourism activities winter sports activities show the highest vulnerability location) • Difficulties in defining and establishing a suitable gover- levels and are therefore most at risk. nance structure across the three locations at the resort Economic parameters show stable development, whereas • Very limited capacity to invest in new tourism infrastructure the most vulnerable parameters concern social and en- vironmental aspects. With an old age index of 56.04%, Opportunities Threats • Take advantage of the large pool of potential local • Strong dependence on snow, which is expected Les Sept Laux has a very young/rejuvenating society, demand in both winter and summer to become more unreliable but the community spirit and cooperation could be • Better promotion of the mountain environment • Socio-cultural developments and changes in the behavior in communication about the resort and demands of tourists improved. e relatively high environmental vulnerability • Further develop summer activities based on local events • Visitor numbers in winter at risk from competition from level shows that reliance on natural resources (especially • Create new types of vacation packages to differentiate neighboring massifs with regard to winter sports) must be reconsidered. the range of tourism activities • Rise of new tourist destinations and increased competition • Make better use of the resort’s potential as a refuge from resorts investing more in infrastructure and services Les Sept Laux has an adaptation elasticity of 2.76, for those seeking to avoid the city heat in summer • Potential new regulations concerning the energy efficiency which is below average. However, stakeholders believe • Develop the range of tourism activity in summer based of existing accommodation and public buildings on the territory’s specific resources (natural places of in- • No specific brand image associated with the Belledonne that their organizations would benefit from strategy terest [lakes, wetlands, etc.], its broad ecological Massif diversity, and its industrial and cultural heritage) • Improve cooperation with stakeholders across the territory and further afield in summer (e.g., open up local pastoral [sheep/cattle] farming to tourism) 37 Non-comprehensive data set available: 11 out of 13 parameters were delivered Table 3.17.1: SWOT analysis for pilot site Les Sept Laux. by the project partner. ClimAlpTour | PILOT ACTIVITIES | 98 Tourism products Classification Destination Product Overall Product stakeholder answers concerns the evaluation of envi- vulnerability vulnerability vulnerability importance ronmentally-friendly policies. Although guests assess Swimming pools General outdoor sports 3.00 3.60 3.30 8 this parameter as important, stakeholders give it the Off-piste skiing Alpine winter sports 3.00 3.60 3.30 6 lowest rating, stating that this factor is less important Cross country skiing Alpine winter sports 3.00 3.60 3.30 5 or unimportant. Downhill skiing Alpine winter sports 3.00 3.40 3.20 10 Snow park Alpine winter sports 3.00 3.40 3.20 9 Health spa Wellness/spas/health 3.00 3.00 3.00 4 3.17.3  Adaptation strategies Heritage sites Alpine summer sports 3.00 3.00 3.00 1 Number of workshops held: 1 Horse riding General outdoor sports 3.00 3.00 3.00 3 Topic of the workshop: “Identifying innovative strategies Hiking Hiking/walking 3.00 2.80 2.90 7 for the future of Les Sept Laux”. Mountain biking Alpine summer sports 3.00 2.40 2.70 2 Aims and goals Table 3.17.2: Overall vulnerability estimate for Les Sept Laux. e Les Sept Laux ski area, accessed from three distinct locations within the resort, primarily serves the local changes arising from climate change issues and visitors market of day-skiers from Grenoble and Chambery. ighH believe that environmental considerations enhance the Developed in the 1970s, the resort’s infrastructure has Off-piste skiing activities offered rather than restricting them. Possible recently been renovated by some private property owners Swimming pools Cross-country skiing Horse riding Heritage Health alternatives for further development include green (facades have been renewed). Strategically important sites spa edium Mountain Hiking Snow park M Downhill skiing biking tourism activity (“away from the ‘all ski’ concept”), investments in ski lifts and snow-making equipment Vulnerability organizing events at the regional level, and better sign- have weakened the finances of the supporting com- s posting for walking/hiking trails. Moreover, there was munes, limiting new investment. Furthermore the ski o/lowN t site a demand to implement long-term strategies and better area is at a relatively low elevation, raising questions ilo Summer A - ll Season Winter p Product Category marketing efforts for products and customs of the Gré- about the future reliability of natural snow. e stake- rism Figure 3.17.5: Current product portfolio for Les Sept Laux. sivaudan region. holders at the resort are highly conscious of the chal- u Guests state that the most important factors influencing lenges they face and are actively seeking solutions. e r tote their choice of vacation destination are cost, hospitality, workshop was organized to explore innovative ideas in and warmth of welcome. e reliability of the weather for developing summer tourism in the resort to tap stly wo (snow in the winter, sun in the summer) is also rated new sources of income and reduce its dependence on M very high. e greatest discrepancy between guest and winter tourism. | PILOT ACTIVITIES | ClimAlpTour 99 Strategies developed • Aiming for a broad assortment of summer activities communities, promoting the local area, products, and e local councillors and business stakeholders in Les that each contribute a little to the local economy heritage, and attracting tourism service providers to Sept Laux are starting to define a strategy for summer rather than one large-scale activity; for example, tours the resort. To achieve the strategies identified, stake- tourism because it has not been a focus in recent years. of the area’s industrial heritage, the hydroelectric holders in Les Sept Laux, especially local councilors in Participants in the workshop identified numerous dam or honey producer, gastronomy (local products), the three supporting communes, will need to work strategies at various levels, including: and cultural tourism. much more closely together with increased energy Governance: Promotion: and commitment in order to overcome the resort’s sig- • Creating a shared vision for Les Sept Laux that • Defining the identity of Les Sept Laux in summer, nificant challenges. everyone can adhere to and support, in order to bring building on the individual identities of the three lo- Further steps in the destination and after together stakeholders from all three locations with cations; the project closure defined and agreed-upon strategic objectives; • Learning from successful businesses in the resort Local councillors and managers at the resort will • Reinforcing tourism around each location as a way (e.g., small, rustic-style hostels) and proposing their consider the observations and proposals presented in to improve local services for residents and tourists business models to other entrepreneurs (where de- the InstMont’s report on project activities at pilot site. alike; mand exceeds supply); Stakeholders will then decide which proposals they • Involving all stakeholders (including second home • Focusing on attracting the local market (Grenoble, wish to explore in greater detail to develop summer owners, residents, etc.) in the vision for Les Sept Laux Chambery, etc.), which is increasingly likely to seek tourism. is work could then be taken on by existing to ensure that everyone gives a positive image and mountain retreats to escape the summer city heat. ‘commissions’, which are made up of councilors and warm welcome to tourists and visitors; Evaluation local stakeholders, or become part of the continuing Product development: Les Sept Laux has a clear identity in winter. In summer cooperation between the resort and the University of • Building on the resort’s resources, such as the forest, however, the three locations are unconnected and Savoie/InstMont. the unspoiled environment, the network of hiking different in character. e first requirement is then to trails that connect various points of interest and the define together and establish the summer identity of three locations across the resort, and the spa facilities Les Sept Laux. No summer activity in the resort can in nearby Allevard; compare with winter skiing in terms of revenues, so • Identifying additional activities or services around summer tourism is not a short-term solution to reducing hiking, which would enable local people to earn a the resort’s dependence on winter tourism. However, living from summer tourism; it is an important strategy for reinforcing the local ClimAlpTour | PILOT ACTIVITIES | 100 3.18  Monterosa Location: Italy NUTS 2: ITC2 Valle d’Aosta/Vallée d’Aoste NUTS 3: ITC20 Valle d’Aosta/Vallée d’Aoste Area: 265 km2 Size of resident population: 2,454 (2008) Population per square km: 9 Minimum and maximum elevation: 1,170/4,510 m Administrative centers and their elevation: Gressoney s Saint Jean (1,385 m), Gressoney La Trinité (1,635 m), ive arch Ayas (1,700 m) VAA isasca, R Nearest motorway access: Pont-Saint-Martin (27 km) am . C Nearest railway station: Pont-Saint-Martin (33 km) D Figure 3.18.1: Ski touring around the Monte Rosa mountain range. Nearest international airports: Turin (102 km) Number of tourist beds 7000 6500 s 6000 Own country (excluding wn o region) t site 5500 France ilo Germany p 5000 Tourist nights – Summer Switzerland 4500 rism Tourist nights – Winter Austria u 4000 Great Britain r to Own region te 3500 Other European countries in 3000 All other countries 1970 1975 1980 1985 1990 1995 2000 2005 2010 stly w Year oM Figure 3.18.2: Growth of the destination in terms of number Figure 3.18.3: Importance of summer and winter tourism Figure 3.18.4: Origin of winter visitors in 2008 in Monterosa. of beds from 1980 to 2008 in Monterosa. in 2008 in Monterosa. | PILOT ACTIVITIES | ClimAlpTour 101 3.18.1  SWOT analysis Strengths Weaknesses • Lifts and well-maintained ski slopes • The slope of the Salati Pass crosses the road (300 m walk) • Wonderful wild landscape (and glacier) • Public transport system (in the area/outside the area/night transport) • Sports (indoor and outdoor) • Low-quality guest accommodation in other locations • Famous ski area • Young people’s entertainment and après-ski activities • Innovative artificial snow-making system • Topography: long valleys • Baby Park • Few further development possibilities • Night skiing (illuminated slope) • Tourism entrepreneurs’ and stakeholders’ mentalities • Elevation (ski slope over 3,000 m) • Weak marketing • Culture and traditions • Short-stay tourism • Proximity to big cities • Seasonal tourism • Wide range of tourist products and services • Few hotels and too many vacation homes in some locations • Ski Institute • Individualism • Synergies and collaboration between stakeholders • English and Scandinavian tourists are the core (niche market) • Favorable climate • Lack of tourism strategy • Gastronomy • Synergies and collaboration between private stakeholders and public institutions • Medium/high-quality guest accommodation in some locations • No business activities in low season • Vacation homes • Construction company speculation • Public institutions’ heavy budget constraints for services and investment Opportunities Threats • Possibility of building new lifts directly from the village to the Monterosa ski resort in • Increasing temperature order to reduce private vehicle usage (even in summer) • Risk of losing Walser culture and tradition • Expanding the ski resort to new valleys • Higher development costs • Summer tourism promotion • Global competitors (not only mountain sites) • Environmentally protected area between the Ayas Valley and Gressoney • Northern Alps locations’ higher quality • Low-environmental-impact tourism: hiking • Mountain depopulation • Walser culture • Lack of upkeep of pathways • Gressoney scientific institute • Very rapid market changes, slow tourism culture rhythm • Zermatt/Cervinia link: Monte Rosa Tour • Environmental impact of lifts • Innovation willingness, collaboration opportunities • Lack of young local entrepreneurs • Integrated promotion between the three valleys • Divisions between different locations • Courtesy to tourists • Policy divisions • Product range development (not only skiing) • Low future growth capacity • Different opportunities in different locations in the Monterosa resort • Delay on new tourism markets • Lack of investment in non-skiing sectors Table 3.18.1: SWOT analysis for pilot site Monterosa. ClimAlpTour | PILOT ACTIVITIES | 102 Tourism products Classification Destination Product Overall Product e most vulnerable economic parameters concern vulnerability vulnerability vulnerability importance investment conditions and job market dependency Off-piste skiing Alpine winter sports 2.85 3.60 3.23 9 on tourism, both being considerably high. Environ- Golf General outdoor sports 2.85 3.60 3.23 2 mental vulnerability depends on the specific ski resort, Downhill skiing Alpine winter sports 2.85 3.40 3.13 10 ranging from low to relatively high. Rock climbing Alpine summer sports 2.85 3.40 3.13 7 Folklore and festivals Arts and culture 2.85 3.00 2.93 1 Monterosa has an adaptation elasticity of 3.20, which Via ferrata Hiking/walking 2.85 3.00 2.93 6 is slightly above average. Stakeholders believe that their Nature trails Nature experience 2.85 2.80 2.83 8 organizations would benefit from strategy changes arising Glacier activities Mountain railways/ 2.85 2.60 2.73 4 from climate-change issues and that permanent residents mountain experience play an active role in the destination’s governance and Mountain biking Alpine summer sports 2.85 2.40 2.63 5 decision-making process. Visitors also believe that en- Local products Fine dining 2.85 1.60 2.23 3 vironmental considerations enhance the activities offered Table 3.18.2: Overall vulnerability estimate for Monterosa. in Monterosa. Possible alternatives for further devel- opment include cultural tourism in combination with igh 3.18.2  Current product portfolio and adaptation environmental education activities. H Rock climbing elasticity Guests state that the most important factors influencing Golf Off-piste skiing Folklore e destination vulnerability of Monterosa is estimated their choice of vacation destination are the authenticity and festivals Glacier Mountain activities Via ferrata Downhill skiing edium biking Nature trails at 2.85 and is therefore a little below average, whereas of the region, service quality, a large variety of activities M Local products Vulnerability the overall vulnerability levels range from 2.23 (local and excursions, easy transport links, and cost. s products) to 3.23 (off-piste-skiing / golf ).38 e product t site o/lowN portfolio is very sports-oriented and comprises activities 3.18.3  Adaptation strategies ilo p Summer A - ll Season Winter in Alpine summer and winter sports, arts and culture, Number of workshops held: 2 Product Category rism and nature experiences. Combined with the vulnerability Topic of the first workshop: developing possible adap- u Figure 3.18.5: Current product portfolio for Monterosa. of the various tourism products, (Alpine) sports show tation strategies to climate change and its impact on r tote the highest vulnerability levels and are therefore most Alpine tourism using NetSyMod workshops, SWOT in at risk. analysis, and DSS/e-tool application by Cà Foscari Uni- stly woM 38 Comprehensive data set available: 13 out of 13 parameters were delivered by the project partner. | PILOT ACTIVITIES | ClimAlpTour 103 versity of Venice, supported by RAVA Env and RAVA on building a system of inter-valley links (MonteRosa: Further steps in the destination and after Tour. ree valleys, one name). the project closure Topic of the second workshop: development of a tailored In order to reduce the seasonal nature of the site (mostly Stakeholders also want to: strategy for an Alpine tourism location already affected winter), stakeholders expressed the need to promote • Consider climate change as an important component by climate change using NetSyMod workshops, SWOT basic mountain tourism elements (nature, culture, of tourism and territorial planning because of its analysis, and DSS/e-tool application by Cà Foscari and health) and the need to coordinate relationships real weight in all ski resort investments; University of Venice, supported by RAVA Env and between citizens, associations, and institutions. • Promote more sustainable mobility in order to RAVA Tour. e intensive development strategy (MonteRosa: Tour strengthen the eco-sensitive character of the site and Aims and goals of Monte Rosa) was penalized in the final ranking be- free users from displacement problems and costs e ambitious goal of the adaptation strategies is cause of the high weight of its negative environmental within the district; reduce the seasonal nature of tourism at the site. To impacts despite its positive effect on the local economy. • Promote and improve cooperation between associ- achieve this important result, the strategies plan to in- Evaluation ations, institutions, and stakeholders. tegrate the existing site strengths with promotion of e proposed strategies were evaluated based on indi- e workshops showed that effects of climate change an additional range of tourism activities (e.g. appreciation cators whose importance was defined by the participants are already being seen at the local level; the ClimAlpTour of rural aspects, better organized summer activities, themselves. e indicators used are: economic costs project has been a real opportunity to discuss the devel- and expansion into new valleys). with environmental relevance, effects on the local econ- opment of the areas, ensuring the simultaneous repre- Strategies developed omy, effects on the tourism sector, innovation, envi- sentation of the main economic and tourism categories. Local actors identified possible developments in tourism ronmental impact, the feasibility of different proposals, and economics by applying DSS/e-tool (developed by and their long-term sustainability. Cà Foscari University of Venice). Participants were also e analysis shows the need to integrate the range of supported by a SWOT analysis and by a broad envi- tourism activities as soon as possible; this seems to be ronmental and social database. the only way to increase the range of activities in the ree main tourism development lines were defined. “low” season (summer). e stakeholders consider it e first is strongly oriented to the development of necessary to strengthen the promotion of local products high-elevation hiking trails and improving cableways and cultural tourism; they also considered it appro- (MonteRosa: Tour of Monte Rosa), the second option priate to integrate the deployment of high-elevation mainly focuses on sustainability, heritage, and wellbeing ski connections with a sustainable public transport (MonteRosa: Zero km), and the last alternative focuses system. ClimAlpTour | PILOT ACTIVITIES | 104 3.19  Stubai Tirol Location: Austria NUTS 2: AT33 Tirol NUTS 3: AT332 Innsbruck Area: 317 km2 Size of resident population: 12,793 (2008) Population per square km: 40 Minimum and maximum elevation: 662/3,498 m Administrative center and its elevation: Neustift (993 m) Nearest motorway access: Schönberg (11 km) l Nearest railway stations: Patsch (12 km), Innsbruck iro ai Tb (23 km) tu SBV Nearest international airports: Innsbruck (25 km), T Figure 3.19.1: The Stubai Valley and its glaciers in the background. Salzburg (196 km), Munich (222 km) Number of tourist beds Number of tourist nights 15 000 , 2.000,000 14 000 , s 1.600,000 Own country 13 000 , e ( xcluding wn r o egion) Germany t site 12 000 , 1.200,000 The Netherlands ilo p 11 000 , Italy Switzerland 10 000 , 800.000 rism Great Britain u 9 0 , 00 400,000 France r tote 8 0 , 00 Own region in Other European countries 7 0 , 00 0 1970 1975 1980 1985 1990 1995 2000 2005 2010 1970 1975 1980 1985 1990 1995 2000 2005 2010 Other countries stly w Year Year Annual Summer Winter oM Figure 3.19.2: Growth of the destination in terms of number Figure 3.19.3: Annual, summer and winter tourist arrivals Figure 3.19.4: Origin of winter visitors in 2008 in Stubai Tirol. of beds from 1970 to 2008 in Stubai Tirol. between 1970 and 2008 in Stubai Tirol. | PILOT ACTIVITIES | ClimAlpTour 105 3.19.1  SWOT analysis 3.19.2  Current product portfolio and adaptation elasticity Strengths Weaknesses e destination vulnerability of Stubai Tirol is estimated • Glacier ski area • Traffic situation in the destination • Snow guaranteed • Dependence on winter tourism at 2.91 and is therefore slightly below average, whereas • Elevation profile • Steadily ageing destination population the overall vulnerability levels range from 2.66 (moun- • Regional resources • Scant urban structures and agriculture • Rising occupancy rates • Availability of building sites tain biking) to 3.16 (downhill skiing / paragliding / • Extensive forest and natural areas (77.2%) at the destination • Dependence on German tourists in winter (66%) rock climbing).39 e product portfolio is very sports- • Accessibility • Tourism intensity is merely slightly above average oriented and mostly comprises outdoor activities in Alpine summer and winter sports. Combined with Opportunities Threats the vulnerability of the various tourism products, these • Strengthening summer tourism • Insufficient traffic management in the destination outdoor sports activities show the highest vulnerability • Glacier ski area • Migration • Winter tourism • Melting glacier levels and are therefore most at risk. • Innovative concepts for traffic and transportation • Flood risks Extreme economic events seem to have increased over at the destination • Natural hazards • Changing guest structure • Changes in flora and fauna the last five years and are expected to increase even • Variety of flora and fauna • Melting permafrost more in the future. e investment conditions for or- • Migration • Lack of snow • Product innovations through cooperation with traditional • Overall future traffic burden ganic projects as well as the overall investment climate local industries (e.g., agriculture) • Restrictions on available land are rated negatively. Furthermore, the number of beds • Consumers’ increasing ecological awareness • Rising water supply costs • Lower value-creation during the summer season decreased by 8% from 2000 to 2008, thus adding to the economic vulnerability of the destination. Con- Table 3.19.1: SWOT analysis for pilot site Stubai Tirol. cerning social vulnerability, stakeholders believe that community spirit and cooperation could be improved. Environmental vulnerability (reliance on natural re- sources) varies between 1 and 5 and greatly depends on the ski area considered. Stubai Tirol has a medium adaptation elasticity (3.09). e belief that there are alternatives for developing tourism and the opinion that environmental consid- 39 Non-comprehensive data set available: 10 out of 13 parameters were delivered by the project partner. 40 For Aims and goals, Evaluation and further steps in the destination and after the project closure refer to chapter 3.13.3: Wilder Kaiser. erations enhance the activities offered at the destination ClimAlpTour | PILOT ACTIVITIES | 106 Tourism products Classification Destination Product Overall Product Strategies developed vulnerability vulnerability vulnerability importance Strategic considerations in the Stubai Tirol area focus Downhill skiing Alpine winter sports 2.91 3.40 3.16 10 on strengthening winter tourism due to the destination’s Paragliding Alpine summer sports 2.91 3.40 3.16 5 favorable elevation. Winter tourism is perceived as Rock climbing Alpine summer sports 2.91 3.40 3.16 3 a major strength of the destination, even offering growth Bobsledding Alpine winter sports 2.91 3.00 2.96 9 Stubai Big Family Family activities 2.91 3.00 2.96 6 potential for competitive advantages due to negative Summer bobsled run Alpine summer sports 2.91 3.00 2.96 4 impacts of climate change at lower-elevation desti- Hiking Hiking/walking 2.91 2.80 2.86 7 nations. Families and young tourists in particular are Mountain experience Mountain railways/ 2.91 2.60 2.76 8 future target groups. Furthermore, sustainability, es- mountain experience pecially regarding ecological and economic issues, will Mountain biking Alpine summer sports 2.91 2.40 2.66 2 also be strengthened. In this respect, the stakeholders Table 3.19.2: Overall vulnerability estimate for Stubai Tirol. are seeking more regional tourism production and the implementation of nature-preservation measures. En- vironmentally friendly and resource-protection measures igh have a positive influence on adaptation elasticity. All will be developed. Furthermore, the summer season H other parameters lie in the medium range. will be strengthened in order to further enhance com- Rock Para- Downhil Summer climbing gliding skiing bobsled Bobsledding petitiveness. e stakeholders at the destination de- Hiking runMountain Stubai Big edium biking Family 3.19.3  Adaptation strategies40 veloped seventy-nine measures varying from a youth M Mountain experience Vulnerability Number of workshops held: 1 hostel and traffic-calming zones to building a cableway s Topic of the workshop: Development of adaptation connecting the village at the entry of the valley with o/low t site N strategies and implementation options. the glacier at the very end. ilo p Summer All-Season Winter Product Category rismu Figure 3.19.5: Current product portfolio for Stubai Tirol. r totein stly woM | PILOT ACTIVITIES | ClimAlpTour 107 3.20  Val d’Isère Location: France NUTS 2: FR71 Rhône-Alpes NUTS 3: FR717 Savoie Area: 94 km2 Size of resident population: 1,753 (2008) re Population per square km: 18.6 ’Isè al d Minimum and maximum elevation: 1,850/3,350 m Ve de Administrative center and its elevation: Val d’Isère rismu (1,850 m) Toe d ceffi Nearest motorway access: Moutiers (59km) ts, Ou N Nearest railway station: Bourg St Maurice (22km) ceneg Nearest international airports: Chambéry (130 km); A Figure 3.20.1: At the heart of the world-renowned ski resort of Val d’Isère is the village itself, whose identity is defined by its traditional Geneva (174 km) architectural heritage. Number of tourist beds Number of tourist nights 30,000 2.500,000 2.250,000 2.000,000 1.750,000 25,000 France 1.500,000 Great Britain 1.250,000 Former Soviet Union 1.000,000 Germany 20,000 750,000 The Netherlands 500,000 Other European countries 250,000 Other countries 15,000 0 1980 1985 1990 1995 2000 2005 2010 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 Year Year Annual Summer Winter Figure 3.20.2: Growth of the destination in terms of number Figure 3.20.3: Annual, summer and winter tourist arrivals Figure 3.20.4: Origin of winter visitors in 2008 in Val d’Isère. of beds from 1985 to 2008 in Val d’Isère. between 2000 and 2008 in Val d’Isère. ClimAlpTour | PILOT ACTIVITIES | 108 3.20.1  SWOT analysis 3.20.2  Current product portfolio and adaptation elasticity Strengths Weaknesses e destination vulnerability of Val d’Isère is estimated • A village full of character and well-restored, with • Winter tourism under pressure from strong competition important architectural heritage and focused on snow sports at 2.98 and is therefore average, whereas the overall • Environmental surroundings of high natural value • Heavy dependence on foreign tourists in winter vulnerability levels range from 2.69 (mountain biking) (proximity to Vanoise National Park) (with a high proportion from Great Britain) • Worldwide fame of the resort in winter • Summer tourism activities hindered by relatively to 3.29 (sports competitions).41 Val d’Isère has a very • High-quality range of tourism activities (accommodation, unstable weather conditions diversified product portfolio that includes alpine winter shops, services) • Geographically remote location of the village • High-class, well-equipped leisure facilities (a disadvantage in summer) and summer sports as well as arts and culture, wellness, • Full calendar of sports and cultural events in winter • Local stakeholders’ perspectives focused on the commune and fine dining. Combined with the vulnerability of and summer • Reputation for being expensive, which may put • High degree of organization among local stakeholders off medium-wealthy tourists in summer the various tourism products, sport competitions and based on their know-how and the complementary • Falling number of “hot beds” and increasingly more “cold downhill skiing show the highest vulnerability levels nature of their various structures. beds” • Very little land available for future development and are thus most at risk. Economic parameters show stable development. Tourism is by far the most dominant industry in Val d’Isère Opportunities Threats • Persuade loyal winter clients to come to the resort • Socio-cultural developments and changes in tourists’ (with a tourism intensity of 11.03), which is emphasized in summer behavior and demands by the high job-market dependency on tourism. With • Strengthen and promote the protected area • Rise of new tourist destinations (in cooperation with Vanoise National Park) • Up-market clientele in winter capable of moving their an old age index of 36.05%, Val d’Isère has a society • Further develop relations with Vanoise National Park to activities to other resorts unevenly distributed across the various age groups, with jointly create new tourist packages tailored to meet demand • Significant proportion of economic actors are not locals • Expand the public events on which the resort’s and may not be very strongly rooted at the resort young people making up the largest part of the popula- s reputation is based in summer • Strong dependence on snow tion. • Develop the range of tourism activities in summer based • Challenges related to social balances (e.g., among t site on the area’s specific resources residents, seasonal workers, and second home owners) Val d’Isère has an adaptation elasticity of 2.76, which ilo • Improve cooperation with stakeholders across the area • Significant imbalances resulting from the very high p is below average. However, stakeholders believe that and further afield in summer price of real estate rism • Strengthen and increase ecologically oriented activities in their organizations would benefit from strategy changes u progress and give greater weight to the national sustain- r to able development charter signed by the resort tein • Make the most of the resort’s position on touring routes to target various types of tourists (cyclists, stly w motorcyclists, hikers) oM 41 Non-comprehensive data set available: 12 out of 13 parameters were delivered Table 3.20.1: SWOT analysis for pilot site Val d’Isère. by the project partner. | PILOT ACTIVITIES | ClimAlpTour 109 Tourism products Classification Destination Product Overall Product Topic of the second workshop: Innovation in summer vulnerability vulnerability vulnerability importance tourism activities in Val d’Isère. Sports competitions Sport competitions/events 2.98 3.60 3.29 5 Aims and goals Downhill skiing Alpine winter sports 2.98 3.40 3.19 10 e goal of the workshops was to propose new, concrete Health spa Wellness/spas/health 2.98 3.00 2.99 9 strategies for developing summer tourism in Val d’Isère. Hiking Hiking/walking 2.98 2.80 2.89 7 Folklore and festivals Arts and culture 2.98 2.80 2.89 4 e commune is very heavily dependent on tourism, Gastronomy Fine dining 2.98 2.40 2.69 8 especially winter sports tourism for which Val d’Isère Mountain biking Alpine summer sports 2.98 2.40 2.69 6 is world renowned. Increased competition, the financial crisis, and the weakness of the British pound have im- Table 3.20.2: Overall vulnerability estimate for Val d’Isère. pacted tourist numbers during winter because the dominant British market has been weaker. Summer igh arising from climate change issues and that permanent tourism represents only 10% of the resort’s annual H Sports residents play an active role in the destination’s gover- tourist nights. Its remote location, high elevation, compe- Downhil titions skiing Health Folklore spa nance and decision-making process. Moreover, they and uncertain weather conditions are disadvantages and festivals Mountain Hiking edium biking state that social and environmental NGOs make valuable in summer. e workshops therefore considered new M Gastronomy Vulnerability contributions to the region’s progress. Establishing a opportunities for developing summer tourism with “mountain roundtable” was named as a relevant alter- the goal of increasing overall revenues and reducing o/lowN native for further development. Tourism activities with dependence on winter tourism. Summer All-Season Winter a limited environmental impact should also be promoted. Strategies developed Product Category Guests state that the most important factors influencing From the brainstorming in the first workshop, three Figure 3.20.5: Current product portfolio for Val d’Isère. their choice of vacation destination are the reliability representations of summer tourism activities in Val of the weather (snow in the winter season, sun in the d’Isère emerged. Concrete actions relevant to each of summer season) and cost. these representations were developed. As a starting point, a “treasure chest” of existing resources was drawn 3.20.3  Adaptation strategies up, highlighting the existing infrastructures, services, Number of workshops held: 2 and natural and culture heritage available for further Topic of the first workshop: Innovation in summer product development. Examples of the proposed actions tourism activities in Val d’Isère. for each representation include: ClimAlpTour | PILOT ACTIVITIES | 110 Val d’Isère as a summer destination in itself: Evaluation • Building an art trail with sculptures/statues by an e three representations of summer tourism in Val invited artist, combining promotion and information d’Isère were well received by stakeholders. ey enable about the local flora and fauna and the landscape stakeholders to focus on the various client segments with the art. associated with each representation more closely and re 'Isè • Organizing events in the village in collaboration to target the range of tourism activities more specifically al d Ve with holiday centers such as Club Med to draw the to the demands of the various segments. e majority de rism visitors out of the centers and into the village. of actions proposed are concrete and realistic, although u Toe • Creating a panoramic look-out point to make the many require greater participation from local businesses d ceffi most of the mountain scenery, which could become (especially accommodation providers). eir lack of ts, Ou a focal attraction for the village. participation in the workshops suggests this may be a N cen Val d’Isère as a stopover destination on tour routes: constraint. e mayor’s participation in the second egA • Offering half-board room rates at competitive prices, workshop was invaluable because he is more likely to Figure 3.20.6: Val d’Isère village. and ensuring the proper infrastructure within the follow up on the ideas resulting from it. commune for touring visitors; for example, motor- Further steps in the destination and after cycle and bicycle maintenance services. the project closure • Offering bespoke packages for touring groups and clubs e municipality intends to transform the work carried (e.g., classic car clubs, a Ferrari owners’ club) to encourage out at the resort into concrete activities to develop them to make Val d’Isère one of their stopover points. summer tourism. is work will begin with a presen- s • Building relationships with tour operators and guide- tation of the final results of the project to the municipal t site books to encourage them to include Val d’Isère as councillors and could continue with implementing ilo p an official stopover village in various itineraries. and regularly monitoring actions identified as a priority. rism Val d’Isère as a gateway to Vanoise National Park: e pilot site also wishes to share and learn from the u • Working with tour operators and agencies to offer project’s experiences with other pilot sites in France r tote packages combining accommodation in Val d’Isère and the rest of the Alpine area, and any adaptation in with guided hiking in the park. strategies developed. stly wo • Offering photo safaris with photographer guides in M the park, with accommodation in Val d’Isère. | PILOT ACTIVITIES | ClimAlpTour 111 artičrh. EB 4 STRATEGIES, VISIONS AND STRATEGIC DEVELOPMENT 4.1  General adaptation strategies a ll-sea son-tourism -stra tegy bey ond-snow- primarily comprised of more than one word. In order strategy by seasonal structure broa den-ta rget-groups coopera tion cooperation- between- for the tag cloud program to understand these as one citiz ens - as s ociations - and- ins titutions cultural- ev ents cultura l-herita ge culture of ClimAlpTour pilot sites concept, it was necessary to link the words together, div ersifica tion-of-a ctiv ities entertainment- bas ed- s chool- camps ex hibition fa m ily -tourism ga stronom y How pilot sites see their future in terms of adaptation either by writing them together with no spaces or by guided-tours hea lth healthy-environment healthy-nutrition herita ge holiday-homes hospitality to climate changes is very much connected with their connecting them with hyphens. We chose the latter identity lim ited-ca r-tra nsport m obility mobility - card na tura l- actual situation and seasonality. Based on the adaptation option for clarity. herita ge na tu re na ture-pa rk netw orking-loca l- tourist-a ttra ctions strategies presented in Chapter 3 and following the A tag cloud created from adaptation strategies for pilot new-hotels-resta ura nts new- mark eting- models no- inv es tment- in- artificial- s now public- bus - trans port public-tra nsport season security s huttle- bus ski- division into mostly summer, mostly winter, and all-sea- sites with mostly summer tourism clearly shows a wish intensiv e-stra tegy soft-development-strategy soft-mobility soft-mobility-destination soft-summer-holidays sports son pilot sites, we created three “tag clouds,” one for for reorientation as a destination with year-round s ports - activ ities s trengthen- local- and- regional- economy ta x i tra nsport turnov er wellness y ea r- round y ea r-round-hotel-offer each group. tourism activities, strengthening activities not dependant Figure 4.1.1: A tag cloud based on adaptation strategies A tag cloud is a visual representation of text data. Tags on snow that will rely on a diversity of activities and for pilot sites with mostly summer tourism. are usually, but not necessarily, single words, normally will range from gastronomy and natural and cultural listed alphabetically, and the importance of each tag is heritage to sports. Here it is also important to strengthen shown through font size and/or color. In other words, cooperation among various stakeholders and connec- a tag cloud is based on the number of repetitions of an tions among the activities offered. When expanding individual word or tag. For the purpose of this publi- the target groups it is necessary to focus on families in a ctiv e-v a ca tion-stra tegy all-season- tourism -strategy cation, we further developed the usual manner of cre- particular. Regarding mobility, there is a need to limit awarenes s - rais ing bey ond-snow- stra tegy biking bottom- up- initiativ es broaden- target- groups coopera tion ating a tag cloud. We did not create the tag clouds from the use of cars and to improve public transport. coopera tion-betw een-citiz ens-a ssocia tions- institutions the raw texts for the adaptation strategies, in which A tag cloud created from adaptation strategies for coordina tion coordina tion-a m ong-loca l- opera tors cross-country-skiing e-bikes fa m ily - touris m fix ed- rope- routes hik ing tags would be individual words from the texts. First pilot sites with all-season tourism shows a comprehensive his torical- s ites integra ted-tourism -website limited- car- trans port local- products mak ing- artificial- s now we converted the text into tags that semantically com- perspective, with a wish to strengthen the summer season m a rketing-ca m pa ign niche-products outdoor-summer-park preservation-heterogeneity-of-region public-trans port quiet- peaceful- env ironment recreation reduction- of- climate- damaging- emis s ions regional- products regula ting- pletely correspond with the original text, but designed and to develop winter activities independent of snow. pa rking regula ting-tra ffic relax ation- s trategy rura l-tourism -stra tegy school-tourism skiing-at-higher-elevation soft-snow-related-activities su m m er so that they give a clearer picture of the adaptation Cooperation among various stakeholders is important s ummer- fres hnes s - concept sum m er-tourism -strategy strategies. At the same time, we simplified them because through coordinating and connecting the activities sustainabilty susta ina ble-infra structure-sy stem the authors of the adaptation strategies expressed the offered, as part of which it is necessary to improve op- susta ina ble-m obility s us tainable- touris m- s trategy them a tic-hiking-routes tra ffic-ca lm ing-z ones winter winter- hik ing winter- touris m- s trategy y ea r- same notion (e.g., food) in various manners (e.g., food, portunities for cycling, hiking, and farm tourism, using round cuisine, gastronomy, and culinary). Because of the com- local resources. e way to increase visits by tourists is Figure 4.1.2: A tag cloud based on adaptation strategies plexity of this material, the adaptation strategy tags are better advertising through modern media and effective for pilot sites with all-season tourism. ClimAlpTour | STRATEGIES, VISIONS AND STRATEGIC DEVELOPMENT | 114 all-season art-trail-with-sculptures best-practice-business-models better-use-of-public-buildings cableways marketing, in which the target group will especially ness; their aims and principles should be adapted competitive-prices cooperation cooperation-between-citizens- associations-institutions eco eco-resort-strategy ecological-activities include families and schools. ere is a strong emphasis accordingly. environment family-tourism gastronomy governanc eheritage hiking- on a sustainable perspective, especially on mobility with • Tourism planning should be an integral and ongoing trails hospitality image infrastructure local making-artificial-snow nature nature-culture-health nature-preservation network network-hiking-trails package-vacation effective regulation of traffic and parking. part of tourist office activities for the destination. pedestrian-zones promotion public-transpor t redeveloping-underutilized-public-buildings A tag cloud created from adaptation strategies for pilot • Planning should include all tourism stakeholders at reducing-seasonality regional regional-tourism-productio n retired-peopl e shuttle-bus stopover-destination strengthen-local-economy summer summer-freshness- sites with mostly winter tourism shows a strong the destination. concept summer-tourism-strategy emphasis on strengthening summer tourism. Of course, • Alpine tourism destinations should create a regional sustainability take-control-of-lan d thematic-tour turnover water-efficient-snow-production the winter season is not overlooked because these sites Alpine climate alliance with standards for sustainable winter winter-tourism-strategy youth-hostel have good natural conditions for this. ere is also a tourism planning. Figure 4.1.3: A tag cloud based on adaptation strategies for pilot sites with mostly winter tourism. strong emphasis on cooperation, making connections, Tourism operations and management and networking various stakeholders and providers of • Developing a seal of quality for local products and goods and services. During the summer season the se- establishing collaboration between producers and lection of activities should rely on hiking, excursions, consumers (restaurants, hotels, grocery stores, etc.). gastronomy, and nature. Vacation packages and stopover • Regional and national governments should focus destinations should be new tourism products. It is on the transport-related challenges of mountain necessary to adopt a sustainable perspective and to tourism. build an environmentally conscious image. Families • Infrastructure based on renewable resources can are also a target group here. strengthen the sustainable image of a destination. • Making artificial snow should follow an environ- mentally friendly path. 4.2  Policy recommendations: • Stakeholders from various fields of tourism (demand common statements from and supply) should be actively involved in developing the pilot sites sustainable tourism. Tourism planning • Sustainability should be integrated into the tourism • Climate changes should be carefully considered in industry’s policies and management practices. tourism planning. Tourism investment • Regional and spatial development plans for tourist • Laws and incentives should be adapted to favor cli- destinations should be checked for their climate fit- mate-friendly investments. | STRATEGIES, VISIONS AND STRATEGIC DEVELOPMENT | ClimAlpTour 115 • Building renovations should respect traditional local bility to more easily access any kind of local product Consumption of tourism products and services architecture styles to preserve authenticity. (culture, handicrafts, gastronomy, and agriculture). • In order to face growing competitiveness, there is • Investments must focus on reducing seasonality by Capacity building an increasing awareness of the need to identify investing in year-round tourism development to create • Local political and administrative institutions should a label for destinations. ese labels can have greater greater economic value. organize training sessions on socio-environmental impact when they are created based on existing • ere should be special support programs offering topics, sustainable regional development, and effective local production systems. low-interest-rate loans for sustainability-oriented in- social and nature-friendly quality management, • Creating local and guest awareness concerning the vestments in tourism. which will create skilled multilevel tourism stake- value of local/regional products. In this respect, re- • Investments are needed to optimize sustainable ways holders. gional products should be labeled to give them to make artificial snow. • Scholars should be included in the participatory recognition for tourists. • “Green development” initiatives should gain greater processes. • Local authorities should take the lead in creating a visibility to invite traditional investors to pursue • In destinations with intense tourism, the human network of local producers and local tourism operators these directions. factor (hospitality) affects the overall image of the by establishing a directory of local suppliers, facili- Tourism promotion and marketing resort. However, the periodic influx of tourists may tating the development of direct commercial rela- • Marketing initiatives should focus on the natural en- be considered a nuisance by residents not directly tionships between local suppliers and local tourism vironment in combination with traditional/cultural involved in tourism. Local authorities should take operators, and negotiating on behalf of local suppliers characteristics. the necessary steps to inform them of the benefits with external tourism groups operating at the resort. • Greater focus should be placed on promoting local/re- of tourism for the resort. One approach could be • Developing a brand representing all locally-produced gional products and services. to organize an annual convention on the resort’s goods in collaboration with tourism operators would • As the market segment of “green” consumers expands, economy to which all residents are invited. e benefit the tourism market at the resort and encourage this represents a significant opportunity for desti- convention could explain the importance of tourism new suppliers for local products. nations to align their strategy with this emerging for the local economy, provide a forum for residents Monitoring and evaluating tourism development demand and market themselves accordingly. to air their views and concerns, present the image • A sustainability initiatives group should be established • Tourist destinations should strive to promote re- of the resort that residents should be encouraged to set sustainability goals and monitor improvements gional marketing and stimulate endogenous business to share and communicate to visitors, and recognize in this area. is group can report on its initiatives cycles. and promote the knowledge and experience of local to create awareness in the region. • Local marketplaces should be introduced (e.g., in- residents on historical events and local characteris- • Periodic reviews of how the planning agenda is de- stitutionalized as an association), offering the possi- tics. veloping. ClimAlpTour | STRATEGIES, VISIONS AND STRATEGIC DEVELOPMENT | 116 • Periodic feedback from the system’s users (the tourists). Capital market • Return on investment (ROI) • Risks Politics • e results of such monitoring should be included Regulation in the overall concepts, and these concepts should Banks Investors Guests be adapted accordingly. Influence of • Nature • Improved information on tourism activities would Debt Equity behaviour capital capital Pul protection help identify certain trends in tourist behavior and Tour operator Securitization, ensure that tourist tax receipts are maximized. ese Coop. Coop. catastrophe bonds data could also be compared with water and energy Carrier use to identify and assist high-consumption estab- Real estate Regulation • Services holding stimulation of general lishments in achieving potential savings in both re- Profit Marketing interest sources and financial terms. (SGI) Travel Operating • Regional and national authorities should impose insurance company reporting and monitoring requirements to support Push Reinsur- Mgmt. Cash flow local tourism planning. ance • Sustain- ability Destination Insurance Regulation of local 4.3  Strategic development • Vulnerability risks; e.g. funding • Local population buildings for alpine space tourism • Local suppliers in times of climate change – an integrated view Figure 4.3.1: Strategic recommendations for various groups of stakeholders within tourism industry network. Because climate change is a long-term phenomenon and tourism is a multiple-player business affected by • e political sphere (orange) moting their tourism products and related services. In political regulations at several levels, strategic recom- • e tourism industry (white sectors in the middle) contrast, push-marketing turns the pressure in the op- mendations are given for various groups of stakeholders. • Capital markets (blue) posite direction because guest perceptions, lifestyles, ese groups and their various main objectives in the A common goal can be seen in attracting current and needs, and demanded products change over the course tourism industry network are shown in Figure 4.3.1: future guests (yellow) to the Alpine region. By using of time and destinations need to adapt to the new cir- • e Alpine destination and its destination manage- a pull-marketing approach, destinations try to convince cumstances. us, both approaches are extremely relevant ment (green) guests of their attractiveness and advantages by pro- for destination marketing in times of climate change. | STRATEGIES, VISIONS AND STRATEGIC DEVELOPMENT | ClimAlpTour 117 General recommendations • Protecting and strengthening existing tourism system could offer more flexible compensation so- 1. ere is no single overall tourism adaptation structures; for example, at high-elevation winter lutions. Because high-elevation destinations might strategy for the Alpine space in times of climate sports resorts in order to cover the increasing de- intensify their winter sports investments, these in- change. Instead, there must be a variety of individ- mand coming from resorts in less snow-reliable vestments could be connected with compensatory ually adjustable strategies at the local and regional ski areas. payments to lower-elevation areas at the northern levels considering the heterogeneity of the Alps. 5. e on-site discussion on climate change impacts and southern edges of the Alps. A first step in this 2. e greater the strategic changes in a destination’s in tourism should be characterized by transparency, direction could be done by enhancing the Alpine tourism system, the more stakeholders have to cooperation, fair balance, and a primarily mar- Convention: e general transborder cooperation be considered in the change process, either directly ket-oriented approach. In the past, risk maps and mandate of the Alpine Convention (Article 2, or indirectly. is particularly applies to important risk assessments were often created by insurance No. 1) is specified in the Protocol “Conservation stakeholders coming from outside the destination. companies and banks, but kept inaccessible by local of Nature and the Countryside”, Article 3 (Inter- Destinations and regional development authorities in order not to disturb stakeholders and national cooperation), No. 1: “e Contracting 3. Major Alpine cities (e.g., Innsbruck or Grenoble) guests. Parties undertake to cooperate particularly for … pre- have to consider both adaptation and mitigation 6. Nature protection and economic interests can only venting and rebalancing damage to nature and the measures, whereas for most Alpine regions (char- be balanced in the Alpine space if opportunities landscape …” However, as far as offset measures are acterized by low population density and only little for both mass tourism and sustainable tourism are concerned, so far they are limited to national laws, endogenously [locally] induced traffic) adaptation generated at the same time. For example, if a strategy as stated in Article 9 (Actions on nature and the strategies become more relevant than mitigation for new protection zones in former winter sports countryside), No. 2. strategies. In total, the Alpine space has to adapt destinations is being developed, an increase in mass 7. e sustainability paradigm of “environmental-eco- towards climate change, and the contribution of tourism in other, higher-elevation winter sports re- nomic-social” equality needs to be transferred to the Alpine space to the mitigation of GHG emissions gions has to be accepted or at least considered. One the tourism market, where local adaptation strategies will remain comparatively small. remaining question is whether a cross-border com- should be driven by: 4. Adaptation strategies could finally result in both: pensation system for the entire Alpine space could • Profitability for tourism suppliers • Minor or major changes of the current tourism be discussed, forcing investors in new winter sport • Quality of vacations for guests product portfolio; for example, at lower elevations areas to also invest in compensatory actions in • Quality of life for the local population a decrease in winter sports-related products in other Alpine regions. National compensation systems Due to differing political mechanisms in the Alpine favor of increased summer and year-round tourism have already been in use for many years now. How- countries (participatory or non-participatory), it opportunities, or ever, a cross-border/transnational compensation might even be necessary to consider structural changes ClimAlpTour | STRATEGIES, VISIONS AND STRATEGIC DEVELOPMENT | 118 in the local political system in order to push climate amples can be seen in regional food, sports, well- could also cover support in market analysis, change-adaptation processes. Failing to start such ness, and health. ese tourism topics can both product development, and so on, and be imple- processes could result in the loss of the total regional generate above-average contribution margins and mented via consulting and/or free training sessions tourism system. strengthen a sound and holistic climate-friendly (depending on the economic status of the institu- Politics image (without focusing on climate change as a tion in need of support). In both cases there can 8. Strategies should primarily be market oriented sales argument). be an economic benefit for the capital provider, (stimulation), and additional regulation-oriented 11. e marketing strategies for the Alpine space at least through better investment and project de- politics (prohibitions and subsidies) should flank should be further differentiated. e Alpine space cisions by the relevant stakeholders. the system. However, the climate change issue has attractive tourism opportunities from one-day should not be handled alone, but together with events to long-term stays (e.g., the whole summer). other major trends such as health, demographic e image to be transferred to potential guests can changes, and technological development wherever range from a “sports arena” to an “authentic, sus- reasonable. tainable, green recreation area.” Moreover, in times 9. ere is no need to further subsidize artificial of rising transport costs the Alps have the advantage snow production with public money, especially in of being a nearby vacation destination for Euro- small ski areas. If it is a worthwhile business, the peans. relevant companies should invest and cover the Capital markets costs through higher prices on their own. If not, 12. Allocation of capital for tourism projects should other objectives of (regional) planning should be consider sustainability aspects more than in the prioritized. past. is counts not only for ecological impacts, Tourism industry but also for pure financial considerations because 10. Climate neutrality does not sell on its own. If investors are becoming increasingly aware of the summer and year-round tourism should (to some fact that ecological and financial sustainability go degree) replace winter sports with its high margins, hand in hand. there must be added values in the balance sheets 13. Risk management tools (not only holistic strate- of the tourism suppliers, not only in guests’ gies, but also partial elements) should be promoted conscience. is only works if other attractions and made available to local stakeholders, especially or offers lead to an extra willingness to pay. Ex- SMEs in the tourism industry and DMOs. is | STRATEGIES, VISIONS AND STRATEGIC DEVELOPMENT | ClimAlpTour 119 ra icu a Sn tagno Men aziodn tri, Foio F. D 5 CONCLUSIONS 5.1  Towards sustainable Climate change is a source of opportunities and changed travelers’ behavior. Power costs are pro- tourism development and threats gressively eroding the margins of return for accom- e conclusions below emerge from the direct experi- Summer tourism could benefit from climate change. modation and transportation. Water availability and ences of the various partners and case studies. Overall, Warmer summers (like in 2003) would bring more costs are increasingly becoming an issue for producing the project’s results demonstrated the need to take action people to the mountains and freshwater activities may artificial snow. In and of themselves, these elements towards a more sustainable form of tourism as the become more viable. e tourism season could be ex- justify questioning the traditional development model most effective adaptation strategy for dealing with the tended. At the same time, droughts and increasing built on the ski-based “white dream,” which has pre- impacts (both negative and positive) of climate change. pressure on water resources in general are likely to vailed since the 1970s. Instead, Alpine tourism needs What is particularly remarkable is how they match occur more frequently in summer even in the Alps, trademarks (e.g., treasures of the Alps), innovativeness the recent activities and Multi-annual Working Pro- the “water tower of Europe.” Conversely, winter tourism and flexibility. gramme of the Alpine convention. will be challenged by the expected decrease in snow Adaptation should be mainstreamed e alpine region is extremely vulnerable and ice cover. e negative implications for winter into long-term tourism planning but very diverse tourism and sports mainly concern snow reliability. Adaptation to climate change should not be considered Europe’s Alpine region is one of the areas most rapidly Today 57 of the 666 main ski resorts of the Alps are in isolation. Climate change is just another pressure being affected by climate change. However, local con- already considered not to be snow-reliable.42 However, being placed on already stressed tourism systems, which ditions are very different across the region in terms of climate change is also an opportunity for resorts that have specific strengths and weaknesses. Although tourism expected changes in climate, tourism typology and in- are snow-reliable because they will face less competition demand is very adaptive and tourists’ behavior is con- tensity, and capacity to adapt, making it impossible to in the future. stantly and rapidly evolving, the tourism supply (re- envisage a single approach to tackle this issue. e Future socioeconomic scenarios are as crucial ferring to Alpine destinations as a whole) needs more project analyzed 22 pilot areas with diverse environ- as climate conditions time to plan activities in order to respect social, economic mental, social and economic conditions in order to In the last few decades, the positive trend in tourism and environmental constraints. ere certainly are au- provide a global perspective on Alpine tourism. e demand has decreased at Alpine destinations and the tonomous activities (e.g., artificial snow, ski slope results of the project confirm the lack of a single simple average duration of visits has diminished substantially. design, etc.) that tourism suppliers can engage in, but strategy to cope with the issue at stake throughout the Many destinations have reached their maturity stage the most crucial part of the adaptation effort will be Alps. and the market is now saturated. Globalization has played by “planned adaptation.” Climate change is exponentially increased the number of competitors merely an opportunity to involve the most appropriate 42 In general, a ski resort is considered to be snow-reliable if, in seven out of ten winters, a sufficient snow cover of at least 30 to 50 cm is available for skiing on at least 100 days between 1 December and 15 April. ClimAlpTour | CONCLUSIONS | 122 set of local stakeholders in the process of defining ac- ere are crucial actions to be taken only traditional activities are promoted. us, there is tivities to improve the sustainability of tourism within Some tourism-related issues are particularly crucial for the potential to apply this approach to other destinations each Alpine resort. the Alpine region beyond the impacts resulting from as well. e people of the Alps are ready climate change. An Alpine tourism destination needs Coordinating locally tailored development strategies Raising the awareness of stakeholders – including to be identifiable. Local culture, handicrafts, gastronomy under Alpine Convention objectives, in line with tourists, the local population, and businesses – about and agriculture are elements of strength among the sustainable development principles. Not every des- the impact of climate change on tourism in the Alps destination’s special features, and these should be in- tination can offer the entire range of activities outlined is one of the principal goals of the project. However, centivized. Other crucial factors that can have a huge above. e project results demonstrate that it is strongly in the participatory workshops that have been taking impact on Alpine tourism are transportation and energy. advised to develop specific trademarks that make the place over the length of the project, the local stakeholders Sound reflection on how to improve their sustainability destination unique by exploiting its specific potential. have proven to be the sentinels of climate changes would be appropriate for most Alpine resorts. In turn, this will limit the risks resulting from fierce that are already being felt. ey are already deeply in- global competition in tourism. terested in and aware of this issue. Moreover, they Cases of best practices should be communicated to have expressed a desire for a higher degree of inclusivity 5.2  Further steps promote exchange of experience within the Alpine and participation. Indeed, what is still missing at many Based on the lessons learned, the following further area. destinations is the capacity to let the stakeholders sit steps should be taken: Concerted efforts towards long-term adaptation together around one table and agree on how to proceed Differentiating development strategies to reduce schemes, at both the regional and local levels, should to improve the situation. In the pilot sites, where Delphi seasonality. is would differentiate opportunities in become a priority and last beyond the term of a single Analysis, Social Network Analysis, DSS tests, and the tourism supply. Alpine resorts should move away political administration. Public investments should other methods to involve local stakeholders were from traditional winter and summer experiences; that be utilized for long-term planning. ese must pay carried out, the project offered the opportunity and a is, skiing and hiking. Instead, they should invest in particular attention to environmental protection and methodology to overcome this limitation. Moreover, developing wine and food tourism, marketing local climate projections, and at the same time cut back on the workshop results have emphasized that, when con- products and tasting tours, wellness activities, and the construction of new downhill skiing infrastruc- sulted in an appropriate way, the local community hosting sports and cultural events, to mention just ture. might indeed have a coherent and “climate- change-safe” a few. All of these products are greatly appreciated at It is necessary to build on and exploit local stakeholders’ vision of what the future of Alpine tourism could those alpine resorts that promote them, which are in- interest in climate-change issues to create dynamism look like. creasingly becoming more popular than those where for exploring potential development options. | CONCLUSIONS | ClimAlpTour 123 6 References Abegg, B. et al. 2007: Climate change impacts and adaptation in winter tourism. In: Agrawala, S. (ed.), Climate Change in the European Alps. Paris: OCSE. ASTAT (Provincial institute for Statistics, Autonomous Province of Bolzano/Bozen), 2010. Il turismo in alcune regioni alpine – 2009, astat INFO no. 35. Available online at: http://www.provincia.bz.it/astat/it/mobilita-turismo/?474.asp?redas=?yes&?News_?action=?4&News_?article_?id=?335040 Bausch, T. 2009: Die kommunalen Steuereffekte des Tourismus: die Verschuldung vieler Gemeinden ist kein Zufall. Tourismus Management Passport, Edition 02/09 Master. Munich. Bieger, T. 2006: »Dal turismo esteso a quello di destinazione.« In: Il turismo nello spazio alpino, Swiss Confederation – Federal Observatory of territorial development, information bulletin, no. 2, 55–58. www.news.admin.ch/NSBSubscriber/message/attachments/4037.pdf, website accessed July 2011. Chaix, C. 2010: Climate Change and tourism in the Alps: An analysis based on the pilot sites of the Alpine Space project »ClimAlpTour« http://www.institut-montagne.org/ori-oai-search/notice.html?id=institut-montagne-ori-wf-1-77971&format=dc_id&resultBackUrl= CIPRA, 2006: Klima – Wandel – Alpen. Tourismus und Raumplanung im Wetterstress. In: Tagungsband 23 der CIPRA Jahresfachtagung 2006 vom 18.–20. Mai 2006 in Bad Hindelang/Germany. Munich, Schaan: CIPRA International. CIPRAInfo, 2006: »Turismo – settore senza fantasia?« In: Clima e Alpi in mutamento. Gli effetti del clima sul turismo e sulla pianificazione del territorio, CIPRAInfo no. 80. http://www.cipra.org/it/alpmedia/pubblicazioni/2609, website accessed July 2011. Dietz, C. 2006: Vulnerabilität und Anpassung gegenüber Klimawandel aus sozial-ökologischer Perspektive. Aktuelle Tendenzen und Herausforderungen in der internationalen Klima- und Entwicklungspolitik. http://www.sozial-oekologische-forschung.org/intern/upload/literatur/Dietz1.pdf, Paris 2010. EEA, 2009: Regional climate change and adaptation – e Alps facing the challenge of changing water resources, Technical Report no. 9. http://www.eea.europa.eu/publications/alps-climate-change-and-adaptation-2009, website accessed July 2011. Fleischhacker, V., Formayer, H. 2007: Die Sensitivität des Sommertourismus in Österreich auf den Klimawandel. http://www.austroclim.at/fileadmin/user_upload/reports/StCl06D1.pdf, website accessed May 2010. Föhn, P. 1990: »Schnee und Lawinen.« In: Schnee, Eis und Wasser der Alpen in einer wärmeren Atmosphäre, Internationale Fachtagung, Mitteilungen VAW ETH Zürich 108, 33–48. Zürich: ETH. Gallée, H. 2010: Climate Changes over the Alps http://www.institut-montagne.org/ori-oai-search/notice.html?id=institut-montagne-ori-wf-1-77971&format=dc_id&resultBackUrl= Gessner, S., Siegrist, D. (in press): Klimawandel: Adaptionsstrategien im alpinen Sommer- und Wintertourismus. Ergebnisse einer alpenweiten Delphi-Befragung. In: Zeitschrift für Tourismuswissenschaft. Haeberli, W. & Beniston, M. 1998: »Climate change and its impacts on glaciers and permafrost in the Alps«, Ambio, vol. 27, 258–265. Harrer, B., Scherr, S. 2002: Ausgaben der Übernachtungsgäste in Deutschland. Dwif Schriftenreihe vol. 49/2002. Munich. IPCC, 2007: Climate Change 2007: e Physical Science Basis. Contribution of Working Group I to the Fourth Assessment Report of the International Panel on Climate Change. New York: Cambridge University Press. IPCC, 2007: Contribution of Working Groups I, II and III to the Fourth Assessment Report of the Intergovernmental Panel on Climate Change. http://www.ipcc.ch/pdf/assessment-report/ar4/syr/ar4_syr.pdf, accesso website accessed July 2011. ClimAlpTour | REFERENCES | 124 Italian National Tourism Observatory ONT, 2008: Il turismo montano in Italia. Modelli, strategie e performance. www.isnart.it/forum/custom/documento/file/turismo%20montano.pdf, accesso website accessed July 2011. Kämpf, R., Hunziker, C. 2007: Successo e competitività del turismo alpino (Sintesi). http://www.seco.admin.ch/themen/00476/00508/index.html?lang=it, website accessed May 2010. Keller, P. 2005: Le cadre conceptuel, Introduction to the 4th Snow and Mountain Tourism World Congress, Canillo (Principauté d’Andorre), 14–16 April 2005. Macchiavelli, A. 2006: »Le stazioni alpine invernali: tendenze e questioni in gioco.« In: Macchiavelli, A. (ed.), Il turismo della neve, 13–66. Milan: Franco Angeli. Macchiavelli, A. 2009: »I cambiamenti del mercato e le implicazioni sulle destinazioni alpine.« Speech during the workshop Il turismo della media montagna. Quali strategie ed interventi in un contesto che cambia?, Chiuro (Sondrio), 11–12 November 2010. www.climalptour.it/files/wwfchiuroandreamacchiavelli.pdf, accesso website accessed July 2011. Macchiavelli, A., 2006b: »Fattori di stabilità e scenari di cambiamento.« In: Macchiavelli, A (ed.), Il turismo montano fra continuità e cambiamento, 13–29. Milan: Franco Angeli. OCSE, 2007: Climate Change in the European Alps: Adapting Winter Tourism and Natural Hazards Management. Paris: OCSE. Parry, M. L. (ed.) 2007: Climate change 2007: impacts, adaptation and vulnerability. Contribution of Working Group II to the Fourth Assessment Report of the Intergovernmental Panel on Climate Change. Cambridge: Cambridge Univ. Press. Preston, B. L. 2008: Mapping Climate Change Vulnerability in the Sydney Coastal Councils Group. Systems Approach to Regional Climate Change: Adaptation Strategies in Metropolises. In cooperation with Timothy F. Smith, Cassandra Brooke, Russel Gorddard, et al. Published by CSIRO and Sidney Coastal Councils Group Inc. Sidney. Solomon, S. et al. (eds.) 2007: Contribution of Working Group I to the Fourth Assessment Report of the Intergovernmental Panel on Climate Change. Cambridge University Press, Cambridge (see also http://www.ipcc.ch/publications_and_data/ar4/wg1/en/contents.html) Swiss Confederation, 2010: Strategia di crescita per la piazza turistica Svizzera. http://www.evd.admin.ch/themen/00129/01523/index.html?lang=it, website accessed July 2011. Vanat, L. 2006: Bilan de saison 2005/06 – Suisse, Fréquentation des domaines skiables, septembre 2006. http://www.vanat.ch/RM-CH-palmares-JS2006-R.pdf, website accessed July 2011. Vanat, L. 2007: Bilan de saison 2006/07 – Suisse, Fréquentation des domaines skiables, septembre 2007. http://www.vanat.ch/RM-CH-palmares-JS2007-R.pdf, website accessed July 2011. Vanat, L. 2008: Bilan de saison 2007/08 – Suisse, Fréquentation des domaines skiables, septembre 2008. http://www.vanat.ch/RM-CH-palmares-JS2008-R.pdf, website accessed July 2011. Vanat, L. 2009: Bilan de saison 2008/09 – Suisse, Fréquentation des domaines skiables, septembre 2009. http://www.vanat.ch/RM-CH-palmares-JS2008-R.pdf, website accessed July 2011. Viganò, G., Mottironi, C. 2010: Note introduttive alla programmazione turistica. Milan: MET Bocconi University. Weingartner, W. 1998: »Il Tirolo pone dei limiti alle infrastrutture turistiche.« In: CIPRA (ed.), I Rapporto sullo stato delle Alpi, 254–255. Turin: CDA. Zimmerl, F. 2001: Die Alpen im Klimawandel – Ökologische und ökonomische Folgen für den Wintertourismus in Österreich. www.wsl.ch/publikationen/pdf/8408.pdf, website accessed July 2011. | REFERENCES | ClimAlpTour 125 126 our www.climalptour.eu limalptC Climate Change and its Impacts on Tourism in the Alpine Space