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Balancing Tourism Growth in Venice: Strategies for Sustainability

Explore the consequences of unsustainable tourism growth in Venice, the concept of carrying capacity, and management options to strengthen site resilience. Understand the primary and secondary tourist resources in Venice and how exceeding carrying capacity impacts the environment, residents, and visitor experience. Discover strategies to manage tourist demands, maximize capacity, minimize conflicts, and avoid environmental damage in urban tourism hotspots. An examination of the power dynamics in global tourism and sports participation.

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Balancing Tourism Growth in Venice: Strategies for Sustainability

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  1. What: The consequences of unsustainable touristic growth in rural and urban tourism hotspots, including the concept of carrying capacity and possible management options to increase site resilience Big concepts (why) • The varying power of different countries to participate in global tourism and sport • Future possibilities for management of, and participation in, tourism and sport at varying scales

  2. How:

  3. Case study: Venice

  4. Venice The historic centre of Venice comprises of 700 ha, with buildings protected from alteration by government legislation. Conflict between those who are employed in the tourist industry and those who are not.

  5. Primary tourist/recreational resources • The pre-existing attractions for tourism or recreation (that is, those not built specifically for the purpose), including climate, scenery, wildlife, indigenous people, cultural and heritage sites. Secondary tourist/recreational resources • Facilities that have been built specifically for tourism and leisure e.g. accommodation, catering, entertainment and shopping. 

  6. What are the primary and secondary attractions in Venice?

  7. What is a Primary & Secondary Tourist Resource? Tourism is dependent upon the attractive power of the destination’s primary resources:*Natural resources (climate, landscape, ecosystems); *Cultural resources (urban heritage, arts, archaeological values, traditions)*Social resources (potential tourism developers with socio-demographic characteristics, abilities, financial capital, knowledge)•Moreover tourist destinations provide secondary resources:*Accommodation sector (hotel, motel, camping, guest house etc.)*Catering sector (café, restaurants, bistro etc.) *Travel organisation sector (agencies, tour operators etc.)*Transportation sector (air, boat, train, bus, etc.)*Entertainment sector (Gambling, disco, etc.) *Information sector (tourism information network) *Supplementary services, facilities and service infrastructure What are the primary and secondary resources in Venice?

  8. Location and distribution of primary and secondary tourist resources Resource 2: Use the following link: http://www.lonelyplanet.com/italy/veniceMap out the main attractions in Venice. Click on 'Sights’ (Primary) and comment on the location and spread around Venice. Take a screen shot and add the image to your word document underneath your description.Annotate other Primary Resources onto your map of Venice. Secondary Tourism Resources in VeniceUsing the same website, one by one, overlay shopping, restaurants and entertainment to the map. Take a screen shot of each and comment on the distribution and location of these features in relation to the primary features.

  9. Venice and carrying capacity

  10. Key word: • Carrying capacity: The maximum number of visitors/participants that a site/event can satisfy at one time. It is customary to distinguish between environmental carrying capacity (the maximum number before the local environment becomes damaged) and perceptual carrying capacity (the maximum number before a specific group of visitors considers the level of impact, such as noise, to be excessive). For example, young mountain bikers may be more crowd tolerant than elderly walkers

  11. Carrying capacity Venice

  12. Venice: carrying capacity • Exceeding carrying capacity has important implications for the environment and its long-term preservation. The environmental and economic capacity have different values.

  13. Impacts of over shooting carrying capacity • Push up property prices and pricing out locals. • Roughly 50,000 Venetians remain in the city, down from about 175,000 in 1951

  14. Venice: carrying capacity • Large number of visitors creates a range of social and economic problems for planners. The negative externalities of overpopulation stagnate the centre’s economy and society through congestion and competition for scarce resources. Resulted in a vicious circle of decline, as day trippers who contribute less to the economy replace the resident visitors as it becomes less attractive to stay in the city. • The large number of visitors have lead to a deterioration of the tourist experience in Venice.

  15. Case study detail: Venice Loved to Death Notes: Impacts caused by tourists Strategies designed to manage tourist demandsStrategies to maximize capacityStrategies to minimize conflicts between local residents and visitorsStrategies to avoid environmental damage.

  16. Management of tourism in urban areas Possibility Power

  17. A range of management strategies in Venice • Ban on new tourist accommodation • Tourist counters at hot spots • Increasing police presence in Venice to reduce the number of people sleeping on bridges and swimming in canals • 5 Euro tax for wheeled suitcases • Turnstiles and barriers for access to St. Mark's Square (proposed) • Un-authorised coach tours banned • Increasing number of trash cans for litter

  18. Protests of management during the summer of 2017

  19. A cruise ship travelling down Venice’s Giudecca Canal

  20. Cruise ships in Venice • There are organized associations against the “Big Ships,” selling T-shirts that show cruise boats with shark teeth threatening fishermen. In June 2017, almost all the 18,000 Venetians who voted in an unofficial referendum on the cruise ships said they wanted them out of the lagoon. https://www.nytimes.com/2017/08/02/world/europe/venice-italy-tourist-invasion.html?mcubz=0

  21. Management of cruise ships • The No Big Ships Committee, held an unofficial referendum , asking Venetian people whether large cruise vessels should be banned from the city’s lagoon: 18,000 people voted and 99 per cent said “yes”. • http://www.telegraph.co.uk/travel/destinations/europe/italy/veneto/venice/articles/venice-cruise-ship-saga-will-be-resolved-but-not-until-2021/

  22. Proposed new route for cruise ships Need to consider the feasibility: would probably mean that some canals would need to be dredged- causing environmental issues Alternative: new passenger terminal to be built at one of the three entrances to the lagoon; arriving passengers would then be shipped to Venice proper.

  23. Read this article (conflicts) from 2013 and then this article (manage tourism demands, capacity & environmental damage) from November 2013 on the BBC. Focus on the following: Strategies designed to manage tourist demandsStrategies to maximize capacityStrategies to minimize conflicts between local residents and visitorsStrategies to avoid environmental damage.

  24. Strategies to manage conflict between LOCAL RESIDENTS AND visitors

  25. Limit shops selling pizza by the slice “We want to put the brakes on types of activities which are not compatible with the preservation and development of Venice’s cultural heritage.” The consumption of takeaway food in St Mark’s Square is prohibited.  Plans to develop picnic areas to deter visitors from eating takeaway food in tourist hotspots.

  26. A range of management options in other areas • Barcelona: crack down on Airbnb, doubling the number of inspectors • Italy: ban on drinking in street at night • Italy: ban on going in fountains in Rome • Dubrovnik: cameras to monitor people and limit numbers if overcrowded

  27. IB Exam Practice

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