Branding Sustainability: Taking ‘The Natural Step’ in Whistler

1. Branding Sustainability:Taking ‘The Natural Step’ in Whistler BEST Education Network Think Tank VII Innovations for Sustainable Tourism Northern Arizona University, Flagstaff June 21-24, 2007 Alison Gill & Peter Williams Simon Fraser University

2. Introduction/outline • Concept of sustainability is fuzzy • Problems of public awareness and implementation • The branding of The Natural Step (TNS), an organization that seeks to address this problem • TNS in Whistler, an early adopter in a tourism context • Success factors and contingent factors in the TNS approach towards sustainability

3. What is ‘The Natural Step’ (TNS) • “The Natural Step (TNS) is a general sustainability message-cum-decision framework, internationally promoted for business and public use by an eponymous network, and with four principles (systems conditions) at its core” P. Upham (2000) “Scientific consensus on sustainability: the case of The Natural Step” Sustainable Development 8 p.180

4. The Natural Step System Conditions Nature is not subject to systematically increasing... 1. concentrations of substances extracted from the earth’s crust 2. concentrations of substances produced by society; 3. degradation by physical means; and in that society, 4. people are not subject to conditions that systematically undermine their capacity to meet their basic needs.

5. TNS: The Organization • Conceived in Sweden 1989 by oncologist Karl-Henrik Robèrt • TNS Teams in 12 countries including US. UK. Canada, Australia, South Africa, NZ, Israel, Japan and Brazil • Activities: Research; Advisory; Outreach • Corporate licences held by Ikea, Nike, McDonalds, Electrolux etc • Community licences granted to over 600 communities in Sweden, and increasing worldwide including Whistler, BC; Canmore, Alberta; Halifax, Nova Scotia and Madison, Wisconsin

6. Whistler Resort, British Columbia • 120km north of Vancouver in Coast Mountains • New Resort Municipality established 1975 • Comprehensively planned with established growth management strategies • Arguably North America’s leading ski resort • 9,800 permanent residents • 2 million visitors, summer & winter • Site of 2010 Winter Olympics (with Vancouver)

7. Before TNS • On-going Official Community Plans • Growth management strategies • 5-year vision & priorities • Resort and community Monitoring • Award winning Environmental Strategy • Limits to planned growth reached around 2000, led to introduction of “sustainability” as guiding principle

8. TNS Early Adopters in Whistler • Began with visit of Robèrt in 2000 • Early Adopters program developed with the Resort Municipality; Whistler-Blackcomb (Intrawest); Fairmont Chateau Whistler; AWARE (local ENGO); Tourism Whistler; One-Hour Photo. • Developed Whistler its our Nature (2002) - awareness campaign (train-the-trainers; symposium; speakers; sustainability toolkits)

9. Whistler 2020 • The RMOW developed Whistler 2020 in 2004 after 2 years of community consultation • The first comprehensive sustainability plan in North America to use the science-based TNS framework at all levels of development and implementation. • Long-term, comprehensive, community developed, community implemented, action focused

10. Whistler 2020 Vision statement: Whistler will be the premier mountain resort community - as we move toward sustainability Objectives • Enriching Community Life • Enhancing the Resort Experience • Protecting the Environment • Ensuring Economic Viability • Partnering for Success

11. The Funnel Approach Backcasting

12. Strategies • Sixteen strategies are supported by hundreds of individual actions that are continually developed by a stakeholder input process • There is a task force for each strategy that developed an Introduction and Scope; a Description of Success for the year 2020; a baseline assessment known as a ‘current reality’ and an ongoing action-plan and planning process (see website). • Each strategy also includes a monitoring and reporting system developed to assess whether or not Whistler is on the right track. • Actions are recommended to implementing organizations

13. Whistler 2020 interactive web-page exampleStrategy-Specific Tools & ResourcesTo access web-based tools, resources, and associated documents click on the appropriate strategy link below: www.whistler2020.ca

14. A critical look at TNS and Whistler 2020

15. Defining characteristics of TNS • ‘Evangelical’ movement (in a secular sense) - references to ‘converts’ • Charismatic leader • Underlying mantra • Licenced brand name • Non-profit - (cf. Green Globe) • Growth of the organization adheres to principles of Innovation Diffusion Theory e.g. reference to Early Adopters(E. Rogers,1962, Diffusion of Innovation, NY: Free Press) • Also fits Gladwell’s ideas of The Tipping Point - mavens, connectors and salesmen(Malcolm Gladwell (2000), The Tipping Point, NY: Little Brown &Co).

16. Is TNS the emerging brand for sustainable practice? • Most literature on TNS is produced by proponents of the organization thus an unbiased perspective is difficult to obtain • Upham (2002) argues that TNS is a political and ethical message based on trend extrapolation, not on consensually accepted scientific evidence as it claims. • Further, he argues that the focus of TNS on anthropogenic change does not account for natural environmental change.

17. Why is TNS appealing? • Charismatic leader (See Malcolm Gladwell (2000), The Tipping Point, NY: Little Brown &Co). • Science-based • Aimed at lowest common denominator • Allows adaptability because not operationally specific - so functions as a means of engaging people in sustainability while allowing latitude in how they do this.

18. The importance of TNS branding • Marketing value - heightens image while making some progress in environmental impact reduction • TNS has targetted high profile, credible corporations as early adopters that then act as ‘connectors’. • Their actions are highlighted as successful case studies to ‘convert’ other businesses.

19. Whistler 2020 & TNS • The importance of timing - Robert’s visit coincided with the Resort’s desire to pursue sustainability. • Charismatic leader • Provided foundation for development of complex systems framework • Required major commitment of resources including 2 years of high-profile consultant-driven community engagement; staff commitment to core functions of Whistler 2020; on-going task forces. • Interactive web site • Reinforces Whistler’s goal of being a innovator in mountain resort development - invitations to speak nationally and internationally raising Whistler’s profile

20. ConclusionsFactors of success • The TNS brand is at the take-off stage of the S-curve of innovation adoption as adopters are increasing rapidly. Success stories and trustworthy adopters encourage growth. • TNS is a useful organizational framework for developing place-based/business strategies in moving towards sustainability • It stimulates collaboration and coordination between units and challenges organizations to think strategically about moving towards sustainability. This also stimulates peer competition. • It provides training and educational support in developing appropriate tools

21. Conclusions (cont)Contingent factors However: • The success of TNS is contingent upon the ability of organizations to develop innovative appropriate strategies based on value judgments suited to specific situations • Other key factors in success include: - availability of resources (that will affect scope); - timing (that will affect commitment). • TNS is anthropogenic in focus and does not consider broader environmental change factors.