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Agrigento: 2020 Vision Implementing a Sustainable Tourism Action Plan

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Agrigento: 2020 Vision Implementing a Sustainable Tourism Action Plan Agrigento: 2020 Vision Implementing a Sustainable Tourism Action Plan Prepared for: Fondazione AGireinsieme By: Martha Honey and Juan Luna-Kelser March 2012 Washington, DC ■ 1333 H St., NW ■ Suite 300 East Tower ■ Washington, DC 20005 ■ P: 202-347-9203 Stanford University ■ 450 Serra Mall, Building 50, Room 51D ■ Stanford, CA 94305 ■ P: 650-723-0894 www.responsibletravel.org ■ www.travelersphilanthropy.org 1 2 Acknowledgements We are grateful to Mr. Salvatore Moncada, President of Moncada Energy Group and Fondazione AGireinsieme (the Foundation) for inviting CREST to help assess the tourism potential of Agrigento and propose an Action Plan for creating more robust and sustainable tourism catering to a 21st century clientele. We have been impressed with Mr. Moncada’s vision, integrity, and commitment, as well as with the high regard that Agrigento citizens have for him. As the city’s leading industrialist and philanthropist he is playing a central role in promoting responsible tourism and other civic initiatives. We thank especially Leilani Latimer, the Director of Sustainability Initiatives at Sabre Holdings, for suggesting to Mr. Moncada that he contact CREST. Our work on this project would not have been possible without the competent and high energy assistance of Alessandra Montana, Head of Communications at the Moncada Energy Group. Alessandra has been our principal interpreter, the efficient organizer of our excellent site visits and interviews in Agrigento, and the main source for additional information and documents that we have needed. We are grateful as well to the more than 40 people we met and interviewed during our six days in and around Agrigento. We appreciate the candor and thoughtfulness with which they shared their knowledge. These interviews were invaluable in providing us a textured understanding of the realities of Agrigento and the possibilities for change. In addition, we were fortunate to share meals, car rides, city walks, and meetings with fine staff members from the Foundation and Moncada Energy. Their passion, insights, and humor contributed greatly to our productive and enjoyable exploration of Agrigento. At CREST, we are indebted to Reed Eisenhaur for his competent help with researching a range of topics, as well as his proofreading and layout of the final report. In addition, we thank David Krantz for his continuing interest in and support for this project, and Lizzeth Montejano’s some of the final case studies. Finally, we are grateful for the keen interest CREST’s Board members and Co-Director William Durham have shown for this project which they rightly recognize as an unusually interesting and important opportunity for CREST. We hope that this report meets the expectations and needs of the Foundation and the wider Agrigento community. Martha Honey Juan Luna-Kelser CREST Co-Director CREST Consultant 3 4 Table of Contents Acknowledgements ................................................................................................................................ 3 Agrigento: 2020 Vision ......................................................................................................................... 7 Tourism Today in Agrigento, the ‘Destination’ ........................................................................ 10 Introduction ...................................................................................................................................... 10 Agrigento as a Tourism Destination ........................................................................................ 11 Key Gaps and Omissions ............................................................................................................... 14 1. Defining the Geographical Boundaries of the Agrigento Destination........................... 14 2. Creating an Effective Destination Management Organization (DMO) .......................... 15 3. Moving to a Flagship-Hub-and-Spokes Model ........................................................................ 17 • The Flagship: Valley of the Temples ........................................................................................... 17 • Revitalizing the Hub: The Historic Center ............................................................................... 19 Case Study 1: Archabbey of Pannonhalma – Hungary .................................................................. 21 Case Study 2: Guggenheim Museum, Bilbao, Spain ........................................................................ 22 • Building the Spokes: Attractions surrounding Agrigento ................................................. 24 Case Study 3: Lake Võrtsjärv Foundation – Estonia ...................................................................... 28 4. Work Force Development: Increasing Employment/Reducing Poverty ..................... 29 5. Developing and Enhancing Websites ......................................................................................... 33 6. Ensuring and Enhancing Sustainability .................................................................................... 36 Case Study 4: Copenhagen: The Greenest City in Europe ........................................................... 37 The International Tourism Market: Consumer Trends and Industry Standards ........ 38 Background: Importance of Tourism ...................................................................................... 38 Demand for Sustainable or Responsible Travel .................................................................. 40 Consumer Trends for Sustainable Tourism .......................................................................... 42 Different Types of “New” Tourism ........................................................................................... 46 Certification: Setting Standards for Sustainability ............................................................. 50 Action Plan for the Agrigento Tourism Destination ............................................................... 54 1. Establishing a Destination Management Organization (DMO) for Agrigento ..... 55 2. Role of the Foundation ............................................................................................................. 56 A) Create a new Institute for Competitiveness and Sustainability ......................................... 56 B) Brick and Mortar Projects .................................................................................................................. 59 5 3. Expanding International Tourism by Targeting the US and other English speaking countries .......................................................................................................................... 60 Annex 1: People Interviewed by CREST .................................................................................. 61 Annex 2: Agrigento: Destination Review ................................................................................ 63 Annex 3: Websites Consulted after In Situ Assessment .................................................... 79 Annex 4: Italy’s Tourism Ranking, 2011 ................................................................................. 81 Annex 5: Agrigento: SWOT Analysis ......................................................................................... 82 Annex 6: Global Sustainable Tourism Criteria.......................................................................... 87 Annex 7: Agrigento/Temples: English & Italian Language Websites Analysis ............ 90 Annex 8: Agrigento Cultural & Natural Attractions Inventory Scorecard ..................... 91 6 Agrigento: 2020 Vision Agrigento today is a tourism destination characterized predominantly by drive-through mass market site-seers who visit (briefly) the spectacular Valley of the Temples. Agrigento, however, has the capacity to become a destination that attracts a discerning, high value tourism market interested in experiencing a range of the destination’s attractions and activities. These include culture, cuisine, wineries, historic towns, literary traditions, beaches and parks, museums and churches, together with the Valley of the Temples and other world class archeological sites. For Agrigento to move from traditional mass market tourism to a more international “new” tourism market requires “2020 Vision.” This means having both a clear view – perfect vision – of what type of tourism should be developed and a clear time frame --- we propose the year 2020 – within which significant changes will be made. As elaborated below, “high value” tourists are concerned about traveling in ways that do not harm the environmental, are socially and culturally sensitive, and bring tangible economic benefits to the people in the tourism destination. Fundamentally, the goal is to create a type of tourism industry in Agrigento that benefits local people, protects the environment, and enhances the cultural heritage. This report discusses the main ingredients of this new type of tourism. Briefly summarized, it is based on: • Attracting high value, not high volume, tourism. This is tourism that caters to an international clientele that is interested in experiential travel – in learning as well as enjoying while on a journey – and is concerned about reducing the environmental, social, and economic impacts of tourism. • Using the human, cultural, and natural resources of Agrigento, rather than seeking major foreign investment and multinational corporations. • Expanding the average length of stay from 1.6 to 3 or
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