Lucy McCombes (Leeds Metropolitan University & International Centre for Responsible Tourism) &

1. Potential contribution of social impact assessment (SIA) to responsible tourism management: Findings from Bulgaria Lucy McCombes (Leeds Metropolitan University & International Centre for Responsible Tourism) & Yvette Evers (University of Geneva) Sofia, Bulgaria 4 December, 2012

2. “Importance of a responsible tourism approach for developing and positioning the Danube brand” • What is responsible tourism?

3. What Responsible Tourism is NOT! RT is NOT a brand of tourism/type of tourism RT is NOT just ecotourism, community-based tourism etc RT is NOT poor quality

4. What is Responsible Tourism? • SUSTAINABLE APPROACH to managing all types of tourism • “Making better places for people to live in and better places for people to visit” (in this order!) • Based on objectives of Cape Town Declaration on Responsible Tourism (2002)

5. Objectives of Responsible Tourism:Cape Town Declaration (2002) • minimises negative economic, environmental, and social impacts; • generates greater economic benefits for local people and enhances the well-being of host communities, improves working conditions and access to the industry; • involves local people in decisions that affect their lives and life chances; • makes positive contributions to the conservation of natural and cultural heritage, to the maintenance of the world’s diversity; • provides more enjoyable experiences for tourists through more meaningful connections with local people, and a greater understanding of local cultural, social and environmental issues; • provides access for physically challenged people; and • is culturally sensitive, engenders respect between tourists and hosts, and builds local pride and confidence

6. RT = • RT = identifying & taking responsibility for achieving sustainable development through tourism • RT = identifying social, economic & environmental priorities at a local level and taking action • RT = market led & involves industry doing business differently (& profitably) for benefit of host communities • RT = setting targets & measuring impacts • RT= accepts growth of tourism is inevitable...better learn to manage it & maximise the positive impacts esp. for host communities….

7. Social impacts of tourism Negative Positive Increase in cross-cultural understanding Counters poverty Maintenance/celebration of local host culture Vehicle for empowerment of women, minority groups & economically poor Tourism is like fire...!!! • Damage & commodification of host’s culture • Invasion private/sacred space • Can contribute to increased crime, begging, gambling etc • Result in displacement • Unequal relationships between hosts & guests • Inequitable distribution of profits

8. Social impacts: Umbrella for different types of impacts on societies (Vanclay, 2002) Social impacts result from changes to people’s: • Way of life • Culture • Community • Political systems • Environment • Health & well-being • Personal & property rights • Fears & aspirations

9. What social change (positive & negative) do you think increased tourism development will bring to the Danube? • In practice, how does DCC plan to identify and manage the potential social impacts on host communities?

10. Challenges • Difficulties in understanding, measuring & monitoring qualitative & complex socio-cultural impacts • Confusing amount of different methods out there • Managing social impacts a key part of RT that is weak in practice...... • Typically stakeholders in tourism development rarely take the time & effort to find out ahead what the social impact of their resort, technology & culture etc will be on the host societies

11. What is needed: our view • Pragmatism since many social impacts cannot be quantified • Embed methods for greater: • stakeholder participation • social analysis/impact assessment • identification of mitigating/maximisation measures ....into existing ways of doing things in tourism

12. Our Question Can Social Impact Assessment (SIA) approach/ methods help us manage the social impacts of tourism in a destination responsibly?

13. Social Impact Assessment revised definition: The process of analysing, monitoring & managing the intended & unintended social consequences, both positive and negative, of planned interventions (policies, programs, plans & projects) and any social change processes invoked by those interventions so as to bring about a more sustainable & equitable biophysical & human environment Frank Vanclay (IAIA), 2002

14. About SIA • Role for SIA in all stages in project cycle • Methodology informed by anthropology, participatory approaches, sustainable livelihoods analysis, social development approach • Philosophy about development & democracy • SIA Principles include: • Addressing poverty • Community participation & empowerment • Sustainability • Maximise positive impacts of development & minimise costs • Understands impact pathways • ....overlap with Responsible Tourism

15. Methodology: Participatory SIA Process

16. Case Study: Pilot SIA Bulgaria • Story of pilot project we did with Odysseia-In to illustrate what SIA looks like… • Process of analysing & managing social impacts of tourism valuable elsewhere e.g. DCC…. • How met BAAT/Odysseia-In • Responsibletravel.com tours • Idea to link these things & pilot SIA approach in tourism context • 12 days 2011

17. Odysseia-inhttp://www.hiking-bulgaria.com/index.html • Founded by LubomirPopiordanov • Special interest travel company “that loves Bulgaria and knows it well” • Pioneers of RT in Bulgaria • Leading Bulgarian operator for culture & adventure tours • Authentic experiences • Pilot 4 holidays for responsibletravel.com (ski; walking; craft; multi-activity)

18. F • Founded 2001 (15 holidays) • Now UK’s largest RT tour operator (6,000 holidays) • Enable travellers to contact pre-screened tour operators & hotel managers directly to make a booking • Demonstrate RT criteria & “how they make a difference”

19. Aims & Objectives of Pilot • Pilot SIA approach on 2 communities to identify opportunities & indicators to integrate social management systems into Odysseia-In’s existing ways of doing things • Demonstrate what Odysseia-In are doing to be a responsible travel company and manage their social impacts (i.e. avoid Greenwashing)

20. STEP 1. Understanding the issues Odysseia-In Staff Workshop: • Introduction to SIA approach • Map Odysseia-In product planning processes • Identify Odysseia-In RT policy & practice • Collate background information on tours & tourism in Bulgaria

21. Odysseia-In RT practice

22. Odysseia-In New Product Development/ Planning Process

23. Context: Odysseia-In’s walking tours • Case studies: 2 communities (Kolofer & GornoDraglishte) included in their Pan-Parks hiking & wildlife tour • Meet environmental, social & economic criteria of responsibletravel

24. Community profile in community case studies: • Introduce SIA objectives • Host interview (timeline of tourism development; tourist profile & numbers; stakeholder analysis to understand who is providing services to Odysseia-In, relationships, interests & decision-making around tourism development) • Collect community baseline data • Community walk to map existing/potential sites and services that Odysseia-In tourists use/could use/impact on

25. Gorno Draglishte Profile • Razlog Valley, southern slopes of Rila Mountains & NP • Population: 900 • Livelihoods: agriculture, livestock, timber, tourism • Tourism assets: guesthouses, restaurant, bar, wooden rug basin, church, hiking, folklore • Also data on: • Tourist numbers/season: • Transportation: • Facilities: • Community groups: • Decision-making: • Time-line for tourism:

26. Kalofer Profile • Rose Valley on mountain foot of Central Balkan mountains & NP • Population: 3,083 • Livelihoods: tourism, army uniforms, light machinery, agriculture, military base • Tourism assets: museum of famous revoluntionary hero & poet Hristo Botev, rose festival, architecture, lace making • Visitor numbers: c.26,000 museum visitors, 10,000 eco-trail • Also data on: • Transportation: • Facilities: • Community Groups: • Decision-making: • Time-line for tourism:

27. STEP 2. Predicting the likely impacts Stakeholder workshop &/or informal interviews of stakeholders on community walk to: • Identify and rank potential/ existing impacts of Odysseia-In • Identify stakeholder interests • Identify how know/show/evidence (i.e. indicators) these impacts • Identify potential actions for Odysseia-In to maximise positive & minimise negative impacts

28. Impacts identified

29. STEP 3. Developing strategies Analysis of findings to: • Review Odysseia-In responsible tourism approach in practice • Identify potential actions for Odysseia-In to manage their social impacts across the business (action plan)

30. SIMP:Social Impact Management Plan Opportunities to embed actions to manage social impacts into existing way of doing things @ Odysseia-In: • Annual report on Odysseia-In impacts • RT policy and practical approach • Marketing/product info • Product development study tours • Partner websites (e.g. rt.com) • Tourist & client feedback questionnaires • Advocacy & project work (e.g. Green Lodge scheme)

31. STEP 4. Developing monitoring programmes • Identify indicators and data sources for Odysseia-In to monitor and report on their social impacts • Feedback findings to staff and community case studies

32. What did we learn?Adaptations to SIA for this context • Not feasible to carry out SIA in each community where Odysseia-In operates so used case studies to indicate broad “types of impact” & potential actions • Embedding into existing planning/operational processes • “Just enough” principle in data collection i.e. to meet business needs versus doing an academic study • Simple & cost-effective methods of data collection to facilitate rapid transfer of SIA skills to Odysseia-In staff • Need to add additional 5th stage to provide support to implement social impact action plan…(where we are now)

33. Questions? • What do you think were the strengths & weaknesses of SIA in practice? • What is the business case for doing a SIA/managing your social impacts? • Do you think carrying out a SIA would be useful in another tourism context that you know of?

34. Strengths & weaknesses of SIA in this context

35. Business case: Why should Odysseia-In bother with SIA? • Competitive advantage in relation to other Bulgarian travel companies & international tour operators/partners • Avoid “green washing” • Support BAAT/Odysseia-In advocacy role nationally • Credibility in the communities where they work • Improve the experience and product for tourists by providing opportunities to meet with local people etc • Reduce risks e.g. exposure of negative practice • Improved planning & internal management systems → cost-savings • Staff motivation • Potential to increase product sales • Identify new opportunities for product development • Initial SIA process provides valuable (external) analysis

36. Applying SIA in other contexts(e.g. Danube Competence Centre) Identify how to manage positive & negative social impacts at 3 different levels: 1. Project-specific (ex. Danube hiking/biking itinerary) 2. Institutional (ex. DCC M&E and reporting) 3. Product development (ex. integrate into existing DCC operations/brand)

37. Objectives of SIA for DCC & ATTA • Train staff and build capacity • Identify positive & negative impacts • Identify mitigating measures • Set up indicators, action plan and reporting mechanism

38. Contact details Lucy McCombes Research Fellow & Consultant, ICRETH, Leeds Metropolitan University, l.mccombes@leedsmet.ac.uk Yvette Evers Research Associate, Institute of Environmental Sciences, University of Geneva, Switzerland Social Impact Associates www.socialimpactassociates.com yvette@socialimpactassociates.com