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Business should now learn the trick to batten down the hatches even tighter and this is where business consultant such as john Gregg consulting plays the staggering role. Although this makes sense at almost any time however this is especially significant in sheer times of uncertainty. For more details please visit at http://www.navigateconsulting.com.au
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2013 Navigate Green Tourism Roadmap for Transformation
Business should now learn the trick to batten down the hatches even tighter and this is where business consultant such as john Gregg consulting plays the staggering role. Although this makes sense at almost any time however this is especially significant in sheer times of uncertainty. For more details please visit at http://www.navigateconsulting.com.au
Business should now learn the trick to batten down the hatches even tighter and this is where business consultant such as john Gregg consulting plays the staggering role. Although this makes sense at almost any time however this is especially significant in sheer times of uncertainty. For more details please visit at http://www.navigateconsulting.com.au
Transformation September, 2013 EXECUTIVE SUMMARY Tourism and environmental sustainability have steadily become intertwined. As global awareness of climate change grows, travelers are demanding environmentally sustainable destinations. Heeding their call, leading tour operators are giving marketing preference to such locales. Across the globe, tourism destinations are realizing that becoming environmentally sustainable is key to staying competitive. Although many destinations are currently taking steps to become environmentally sustainable, their efforts often fall short; they focus on quick hits such as carbon offsetting, or marketing campaigns that have little impact. Too often, they underestimate the magnitude of the efforts necessary, the need to coordinate stakeholders from a wide variety of groups, and the long- term commitment that a true green transformation requires. Based on our work over two decades with multiple destinations, attractions and firms we have developed a framework that other destinations can follow in their attempt to become environmentally sustainable. A green transformation should begin with a three-step process that includes an assessment of the destinations environmental status, the development of a green strategy, and the collaborative execution of projects related to the green strategy. In 2010, at the second International Conference on Climate Change and Tourism in Davos, global policymak- ers declared that the tourism sector must rapidly respond to climate changeand progressively reduce its greenhouse gas (GHG) contribution if it is to grow in a sustainable manner. Environmentally savvy tourists especially those in key source markets such as western Europeincreasingly desire green destinations. A 2009 survey by Tourism Australia found that 54 percent of respondents consider Environmental issues when booking a trip, 82 percent are willing to pay more for Green services and products, and 72 percent think a green business is more likely to be quality conscious.1 In response, in an effort to remain both environmentally sustainable and competitive, leading tour operators like Thomas Cook have been demanding higher standards from hotels and giving marketing and booking preference to environ- mentally sustainable destinations. Thomas Cook recently partnered with the U.K.-based Federation of Tour Operators (FTO) in order to launch the Travelife awards, which recognise hotels and other business partners that attain high standards of environmen- THE EMERGENCE AND GROWTH OF GREEN TOURISM In todays interconnected world, pass- ports are stamped with ever-increasing frequency. By 2020, an estimated 1.6 billion tourists will travel the globe annuallytwice as many as in 2009. Whether trekking through rainforests, wandering around ancient ruins, or scuba diving near coral reefs, travelers gain matchless experiences and help boost local economies. However, tour- ism comes at a price: its impact on the earth. Too much traffic can trample a pristine environment, pollute the air, deplete precious resources, and emit gases that contribute to global warming. As awareness about the threat of climate change grows, there is an increasing demand for green destinationsthose that make an active effort to improve their environ- mental sustainability by addressing such issues as carbon emissions, bio- diversity conservation, waste manage- ment, and water supply. Tourism and environmental sustainability are fast becoming natural partners. KEY HIGHLIGHTS
As demand for green tourism increases, tourist destinations that seek to remain competitive must adopt environmentally sustainable policies. Destinations should adopt a holistic approach to environmental sustainability, undertaking meaningful change instead of marketing gimmicks. Becoming green need not be a painful or expensive process. Many initiatives are financially viable and may bolster the double bottom line of environmental sustainability and profitability. A successful green strategy balances the unique needs and priorities of all stakeholders, including government, the tourism industry, the local community, and tourists. A green transformation should begin with a three-step process that includes an assessment of the destinations environmental health, the creation of a green strategy, and the collaborative execution of projects related to the green strategy. tal management. In addition, major global travel societies like National Geographic are more often using envi- ronmental sustainability as a key mea- sure in their rankings of international travel destinations (see Figure 1). Tourism destinations are realising that in order to stay competitive, becoming green must be a principal element of their branding and market- ing policies. Failing to adopt such an approach may mean losing a loyal customer base. In addition, as stringent carbon regu- lations are being implemented across the globe, and investment in green tourism begins to present economic benefits for hosting countries, destina- tions have another goal to keep in mind: the financial rewards of adopt- ing sustainable policies. Under the Kyoto Protocol, an invest- ment scheme known as the clean development mechanism (CDM) allows industrialised countries to invest in emissions-reducing projects in developing countries as an alterna- tive to more expensive ones at homes. Financing schemes like the CDM may become tipping points, motivat- ing destinations to rethink business as usual in favor of sustainable strategies. Figure 1 National Geographic Societys Best and Worst Destinations for Authenticity and Stewardship Note: A total of 133 destinations were surveyed by a panel of 437 well-traveled experts in a variety of fields related to sustainable tourism. The ratings were based on six criteria: environmental and ecological quality; social and cultural integrity; condition of historic buildings and archaeological sites; aesthetic appeal; quality of tourismmanagement; and outlook for the future. Source: National Geographic Center for Sustainable Destinations Worst destinations Best destinations Kakadu National Park, Australia South Island, New Zealand Ancient Kyoto, Japan Kootenay/Yoho National Parks, British Columbia Gasp Peninsula, Quebec Vermont, U.S. Grand Bahama Island, Bahamas North Coast, Dominican Republic Cabo San Lucas Region, St. Maarten/ Mexico St. Martin Medieval Granada and the Alhambra, Spain Costa del Sol, Spain Fjords Region, Norway Bavarian Alps, Germany Slovenia West Bank, Bethlehem, Israel/Palestine Northern Red Sea Coast, Egypt Although some tourist destinations have embarked on serious sustain- ability efforts, too many others are lagging behind. These destinations underinvest in the preservation of their natural assets and trade their long-term health in areas like biodi- versity conservation and waste man- agement for short-term gain. Others use environmental initiatives simply as a public relations and marketing tool, ignoring the fact that tourists are sophisticated enough to know a green faade when they see it. Yet there is currently both urgent need and tremendous incentive to focus on environmental sustainability and pursue a meaningful, substantive green strategyand tourist destina- tions are increasingly interested in doing so. Our experience with green tourism initiatives including eco resort Developments in Queensland has led us to believe that the path to success as a green tourist destination lies in a holistic approach to an environ- mental strategy. Weve identified the components required for any destina- tion to call itself green, as well as the enabling structures that will ensure the success of green policy. Taken together, they allow a destination to create comprehensive transformation and long-term success. Destinations that aspire to be sustain- able should consider the following four components: 1. Carbon Emissions: The tourism industry is currently responsible for around 5 percent of global carbon emissions, largely a result of air travel and accommodations. A recent global study from the World Economic Forum estimates that these emissions will double by 2035 if left unchecked. THE POWER OF A HOLISTIC GREEN APPROACH Theobjectiveof sustainabletourism istoretaintheeconomicandsocial advantagesof tourismdevelopment whilereducingor mitigating anyundesirableimpactsonthe natural, historic, cultural, or social environment. Thisisachievedby balancingtheneedsof touristswith thoseof thedestination. World Trade Organization Carbon mitigation efforts, therefore, are key to green policy. These efforts should include eliminating and reducing emissions, substituting environmentally harmful practices with more sustainable ones, and offsetting remaining emissions. Destinations can also reduce their carbon footprints by choosing sustainably sourced goods and materials. By implementing green technologies and policies such as solar panels, compact fluorescent lighting, energy-efficient appliances, building insulation, renewable fuels, and carbon sequestration from trees, destinations can dramatically reduce their carbon emissions. Slovakias popular AquaCity resort, which was recently named Worlds Leading Green Resort by World Travel Awards, prevents an estimated 27 tons of CO2 from entering the atmosphere every day by using geothermal water and solar energypolicies that have saved the resort millions of euros each year. Mitigation options like these increase the double bottom line by providing both economic and environmental benefits, and they have a relatively short investment payoff period. Destinations should also invest in and encourage guests to choose energy-efficient transport and activities. Depending on the location, visitors can be steered toward smart mass transit options such as electrical trains and hybrid buses or individual options like hybrid cars, bicycles, and sailboats instead of SUVs and motorboats. In addition, destinations can incentivize tourists to offset their remaining emissions through local programs that invest in renewable technologies such as wind power. 2. Biodiversity Conservation: A locations unique natural assetsits beaches, rivers, forests, mountains, coral reefs, deserts, and wildlifeare key to its value as a tourist destination. Preservation of these assets is therefore a critical component of sustainable tourism. Over the past two decades, tourism in biodiversity hot spots has increased more than 100 percent, making conservation all the more urgent. Without proper conservation efforts, tourism can contribute to the damage and destruction of flora and fauna. Unregulated wildlife viewing has scared away animals and disrupted their feeding and nesting sites. Coral reefs across the globe have been damaged by cruise ships, divers, and other human activity. Highly trafficked trekking sites, such as the Annapurna Circuit in Nepal, experience serious soil erosion and plant damage. Without biodiversity conservation, destinations leave their most precious assets unprotected. Shielding these assets is a high- yielding investment in the future. Policymakers should develop national parks and wildlife corridors, regulate access to potentially fragile areas, protect indigenous species, and control pests. Biodiversity conservation efforts should be tailored to specific regional and local needs. After all, a policy that works in the rainforest may not work in the desert, and vice versa. 3. Waste Management: Effective liquid and solid waste management is key to the clean perception of a destination. As a major pollutant, waste affects the entire ecosystem, including land degradation, water quality, and health and hygiene. Reducing potential waste streams, minimizing the amount of solid waste that ends up in landfills and incinerators, and recycling whenever possible are all critical components of an environmentally sustainable tourism policy. Global best practices for solid waste management dictate that waste should be collected in closed bags or bins, transported in closed trucks, sorted and recycled as much as possible, and then disposed of in sanitary landfills as a last resort. In addition, waste ideally should be used to generate energy. Best practices for liquid waste begin with reducing the amount created and then better managing it with aerobic treatment and filtration, followed by disinfection to destroy bacteria and viruses. The waste is then treated to remove metals and small biodegradable pollutants. Cutting-edge waste management methods such as waste-to- energy conversion can enhance a destinations reputation in the green playing field. 4. Water Supply: Water is an increasingly scarce resource, with many countries facing severe shortages. An adequate and healthy water supply is crucial to a destinations long-term environmental sustainability. Because water provision and desalination are typically significant sources of energy usage and emissions, conservative water policy is doubly important. Water consumption should be measured and reduced to the minimum level necessary for adequate operation. Reusing wastewater increases the availability of potable water and reduces a destinations sewage and clean-up fees. In addition, proper wastewater management reduces aquatic pollution and minimizes the risk of disease. Enabling Support Structures Clearly, none of these elements exists in a vacuum. On the contrary, they are all interconnected and interdependent. Poor waste management can cause harmful gases to be emitted and the water supply to be contaminated, which in turn may harm biodiversity. A sustainable water supply and waste management program may require additional energy, thereby increasing a destinations carbon footprint. For this reason, a holistic approach to sustainability is essential. None of these components can be properly addressed and managed without key support structures in place that enable and facilitate greening efforts. Each enabler should be applied to each of the components weve described. And just like the green components themselves, these enablers must be viewed through a holistic lens. 1. Regulations and Governance: A destination cannot successfully embark on a green strategy without the right laws and regulations in place, or the right governance structure to oversee them. Legislation should protect the environment, limit potentially harmful development, control detrimental practices, and encourage healthy behavior. The Maldives, which has an economy that depends heavily on tourism, has begun implementing strict environmental regulations. Tourism is contained to selected zones and uninhabited islands out of fear of spoiling the nations fragile ecosystem. Australias Kakadu National Park, Norways Fjords region, British Columbias Kootenay and Yoho national parks, and Quebecs Gasp Peninsula received the highest ratings in the National Geographic Center for Sustainable Destinations Places Rated Destination Stewardship 2011 survey for their environmental stewardship. A successful sustainability program should be sponsored by the highest levels of government, with appropriate governing bodies at the national, regional, or local level that are responsible for spearheading the program and facilitating its implementation. These entities, which should be adequately staffed, should include representatives from all involved ministries, including tourism, transport, the environment, and aviation as well as the local government and representatives from the private sector. 2. Stakeholder Participation: A truly holistic green transformation program requires the participation of many different players. It is absolutely vital that government, the private sector, and civil society collaborate to create and implement sustainable policy. At the government level, the ministry of tourism should collaborate with ministries responsible for the environ- ment, energy, agriculture, transport, health, finance, security, and other relevant areas, as well as with local municipalities. By steering the direc- tion of policy and spearheading environmental sustainability efforts, the ministry can motivate and influ- ence other stakeholdersboth public and privateto engage in behavior that bolsters a destinations environ- mental sustainability. For example, policymakers can provide incentives, such as tax rebates and preferential marketing agreements, to green busi- nesses operating in the tourism sector. The ministry of tourism can also establish an accreditation service that recognizes sustainable accommoda- tions and services. At the private-sector level, hotel owners, tour operators, and transport services can play a key role in protect- ing the environment and influencing tourists to make sustainable choices. Hotel owners can offer accommoda- tions with a smaller carbon footprint and sustainable waste, energy, and water policies. Tour guides, who know the destination intimately, are perfect ambassadors for environmen- tal awareness. They can also influence tourists to choose transport options and activities with lower carbon footprints, rotate clients to different ecological sites in an effort to limit human impact on biodiversity, and teach tourists to treat environmental assets with care while they are visiting. At the civil society level, NGOs and universities can provide critical research and advocacy, educating locals and visitors alike. Destinations embarking on a green transformation must actively engage stakeholders across all sectors. 3. Funding and Financing: Destina- tions contemplating a green initiative may be concerned about the prospect of financing it. However, destinations should consider not only the costs associated with undertaking a green transformation, but the socioeco- nomic effects of lost tourism revenue; if destinations do not protect assets such as marine life, rainforests, and desert landscapes, they may irrevoca- bly degrade these tourist attractions. Additionally, destinations can often generate revenue by leveraging their own resources, such as charging tour- ists a fee to visit protected sites. Many green programs, such as the imple- mentation of energy-efficient technol- ogy, have strong financial returns and can be easily and successfully effected as private for-profit invest- ments. Many initiatives that require private funds pay off quickly through savings in operating costs. These sav- ings can then be recycled into other green investment projects. Figure 2 shows how one destination was able to recover its investments. However, not all green initiatives are financially profitable for the parties undertaking them, and destinations are not always able to generate revenue through their own resources. When these resources are insufficient, securing sources of external funding Figure 2 Green Programs Can Realize Savings by Reducing Operating Costs Note: Financial cost recovery is calculated by dividing present value (savings) by present value (capex). Source: World Economic Forum A ( 707% 315% 205% 348% 174% 200% Biodiversity ResilientWater Supply Green Water Transport Green BuildingDesign BuildingsOperationsEfficiency(Hotels) BuildingsOperationsEfficiency(Other) PositiveFinancial Returns Public Funding 100% Private Sector with Incentives A destinationseekingprivate- sector investment shouldensure that critical informationabout the benefitsandopportunitiesof green initiativesiswidelyavailable. can ensure the long-term sustainabil- ity of these efforts. Global financing schemes like CDM are one option. For instance, Costa Rica sold 200,000 tons of carbon at US$10 per ton to Norway in 2007 a transaction that formed the basis of CDM projects in the Kyoto Protocol. The $2 million Costa Rica received financed reforestation programs. In addition to CDM, there are public private partnership financing models, biodiversity conservation funds (such as the World Wildlife Fund), and of course the Clean Energy Fund in Australia. 4. Capacity-building and Education: A destination seeking private- sector investment should ensure that critical information about the benefits and opportunities of green initiatives is widely available. In addition to targeting investors, educational and capacity-building campaigns can be used to train the local tourism community about best practices and encourage them to implement and promote green policy. For example, these programs can train local tour operators to choose environmentally friendly modes of transportation, limit tourists contact with protected areas, and discourage littering. 5. Marketing and Public Relations: When embarking on a green initiative, a strong marketing and public relations campaign is essential. By raising awareness about upcoming changes, a campaign can attract ecologically oriented tourists. In addition, it encourages stakeholders to participate in the program and addresses potential investors. However, destinations should be careful not to start a vigorous green campaign until they have made concrete progress and can demonstrate results. Otherwise, they risk losing credibility with tourists who are savvy enough to identify empty PR when they see it. Each one of these components and enablers requires prioritization and commitment. Whats more, they are all intertwined, making the creation of an environmentally sustainable tourism strategy a potentially daunting endeavour. How, then, should a destination begin to go about crafting such a strategy? THREE STEPS TO CREATING A GREEN STRATEGY Any destinations strategy for environmental sustainability must be sensitive to the destinations unique assets and challenges, allowing it to protect its bottom line while laying the foundation for a sustainable future. Every destination will have its own considerations: Destinations in the developing world, for example, may be motivated primarily by financial concerns, whereas more developed nations may be responding to a government-imposed mandate. No matter what the destinations circumstances, there are three critical steps to follow in developing an environmentally sustainable destination. Step One: Assess Environmental Health Policymakers must first conduct a professional and credible baseline analysis, assessing a destinations environmental health. This step probes the destinations strengths and weaknesses, investigating where it is doing well and where its greatest challenges lie. By prioritizing needs in order of importance, policymakers can set targets with regard to short-, medium-, and long-term results. The baseline analysis helps a destination understand the real issues that need to be addressed immediately, as well as those that may become obstacles on the road to green transformation. In doing so, it lays the foundation for sustainability. After all, without a thorough understanding of its current environmental status, how can a destination create coherent, realistic policy? The green transformation strategy undertaken by one of the worlds leading sun and beach tourist destinations, the Maldives illustrates the effectiveness of this approach. The Maldives conducted a thorough baseline analysis that showed, like most tourist destinations, its largest source of B e a c h B e s t P r a c t i c e s D e s t i n a t i o n s A v e r a g e b y C o n t i n e n t emissions other than guests air travel was its accommodations. Energy consumption per guest night was a major contributor to the destinations carbon footprint, as were power and heat generation (see Figure 3). Therefore, energy efficiency improvement and renewable electricity sourcing will prove to be critical if the Maldives is to lower its emission levels. The analysis showed that realistically, it will be difficultif not impossiblefor the Maldives to achieve carbon neutrality in the short or medium term. However, this may be an achievable long-term goal. The analysis also indicated that ocean resources like coral reefs and marine animals are a key attraction for this destinations tourists. However, overuse was seriously threatening their sustainability, with a risk of total depletion in the medium term. In fact, the destination was at risk of losing up to one-third of its tourist revenues. It was clear that stringent conservation efforts were needed. The Maldives waste management practices were also problematicat well below global or regional best practices, they required immediate attention. Instead of dumping waste in sanitary landfills, hotels were Figure 3 Energy Consumption in Maldives Was Significantly Higher Than That in Other Beach Destinations AVERAGE HOTEL ENERGY CONSUMPTION, 2007 (IN MEGAJOULES PER GUEST NIGHT) 225 226 237 240 244 164 190 72 51 140 37 Maldives Seychelles Islands Majorca Individual Hotel Benchmark 2 Individual Hotel Benchmark 1 Middle East Europe Asia and the Pacific Caribbean North America Source: Sustainable Tourism Project Report; UN World Tourism Organization; Green Globe International Africa unloading their waste in landfills that did not comply with sustainability targets. Water sustainability was another critical issue at the Maldives. Water consumption was not on par with global best practices, due in large part to run-down, leaky infrastructure and behavior in hotels (see Figure 4). In addition, water production technology was not sufficiently energy efficient. Step Two: Mapping Out the Green Journey The second step in creating a sustainable strategy is to create a vision that encompasses the destinations goals for environmental sustainability. This vision is a point along a spectrum of possibilities: At one end, it can reflect the desire to do no harmto prevent or avoid the destruction of natural assets and the environment while focusing on proven yet affordable technologies instead of cutting-edge developments. For countries with limited financial resources or political challenges, this point on the spectrum may be most appropriate. Countries with more economic or political capital, however, may decide to aim for the other end of the spectrum: radical, innovative, pioneering options that stake a powerful claim to leadership Source: Sustainable Tourism Project Report; UNWTO; Green Globe; Figure 4 The Maldives Had Significant Opportunity to Reduce Water Consumption AVERAGE WATER CONSUMPTION, 2011 (IN LITERS PER GUEST NIGHT) Greece (Aegean Islands) 450 Caribbean 416 Maldives 350 Spain (Balearic Islands) 279 Malta 149 in environmental sustainability and reflect an aggressive, visionary desire to compete in an arena whose parameters are still being developed. As with any spectrum, there are multiple options in between these two extremes. A destination can create its vision by developing a set of strategic green policy scenarios. These scenarios should reflect the trade-offs between environmental benefits, the speed at which results can be obtained, and associated costs. The final decision of which green vision to embrace should draw upon the destinations unique strengths and resources, and be tailored to its specific needs and challenges as identified in Step One. The Maldives chose to focus on the premium, luxury market, creating scenarios that were cutting-edge in some cases and more conservative in others, in line with its specific needs, priorities, and resources. This realistic approach is projected to return more green results per dollar of investment than a more radical approach Based on the findings from its baseline analysis, the Maldives developed a set of interlinked and comprehensive programs to mitigate its key issues and challenges and bring the destination closer to joining the ranks of global pioneers in sustainable Tourism The destination will create a carbon mitigation plan that offers hotels incentives to adopt energy-efficient technology and behaviors, and introduces legislation to drive the construction of new, green-designed hotels and buildings. The destination will also introduce a plan for an energy-efficient and well-connected public transport system to cut down on the prevalent use of individual taxis. Proposed environmentally friendly waste management practices include the construction of a sanitary landfill, a recycling plant, and organic composting facilities. Plans for biodiversity conservation include reconfiguring access to the destinations rich natural resources, in order to manage demand and limit abuse. After developing a green vision, destinations must determine the impact of that vision. When evaluating the commercial, ecological, and financial implications of the various green scenarios, a destination must ensure that such an assessment is comprehensive enough to reflect the full impact of the strategy, and diversified enough to address all relevant stakeholders. We recommend asking a set of questions that should, at a minimum, cover the following dimensions: Environmental impact: How will the new programs affect key environmental dimensions? How will the post-implementation results position the destination in the global arena from an environmental sustainability perspective? Will government and the private sector meet applicable regional or international mandates, or be eligible for existing or proposed incentives? Demand/customer impact: How will reaching the target state affect current and future tourism demand for the destination? Will hotel operators and tour operators see an increase in demand? How are associated revenues expected to increase? Financial impact: How much capital is required to implement the locales proposed programs? Who should make the initial capital investments (the government, the private sector)? Equally important, how much savings or financial gain is expected to result from implementation? Are the stakeholders making the initial investment the same ones that will benefit from the returns? If not, how can this gap be bridged? Socioeconomic impact: How will the process of becoming a green destination affect the livelihood of those in the local community, such as tourism operators? Do they have the skills necessary to cope with change? How can the benefits from the program be effectively distributed? How can local businesses receive incentives to invest in becoming green? If public policy creates short-term disadvantages for local tourism businesses, how can these disadvantages be rectified to ensure that strong commercial players are not leaving the destination? The answers to these questions are critical to prioritizing programs and setting realistic expectations about targets. For the Maldives, conducting this assessment shed light on some critical facts: By continuing with a business as usual approach, the destination could lose up to 30 percent of its revenue in the next decade. Implementing the proposed green programs, on the other hand, will reduce the destinations emissions by 36 percent annually and its hotel energy consumption by 13 percent per guest night. In addition, water wastage will be reduced by 75 percent and biodiveristy degradation reduced from its current level of over 20 percent to 5 percent per year. This information has been a key catalyst for change. In addition, it has armed policymakers with the information necessary to engage a broad range of stakeholders. Step Three: Realizing the Green Vision At the end of the day, scenarios cannot create sustainable change unless they are implemented. Until then, they are mere words on paper. So how can a destination make the leap from the hypothetical to the actual? How can it ensure that its carefully crafted vision is implemented as plannedespecially in light of practical restrictions such as limited resources, financial restraints, and current business priorities? First and foremost, implementing a holistic green transformation strategy requires a holistic approach. It is crucial for destinations to get community buy-in, with energetic involvement of the government, private sector, and civil society. By setting up a dedicated governing body that oversees the implementation of its identified environmental sustainability projects, a destination can smooth and expedite the implementation process. The governing body can also be crucial in gathering critical and concrete buy-in from relevant stakeholders and leading public relations, marketing, and educational campaigns. A collaborative approach with a designated management team allows a destination to take real action that is thoughtful, comprehensive, informed, and targetedfrom its press releases to its greenest resort. After evaluating the implications of its scenarios and refining its green vision, the Maldives turned towards implementation. It has begun to create a dedicated center for green tourism that will oversee the challenging transformation journey and will include active participation from both public- and private-sector stakeholders. The Maldives is currently developing a detailed funding plan, based on cost sharing between the public and private sectors, with almost 50 percent of the programs overall costs to be provided by private-sector investors, with the appropriate government facilitation. A large-scale educational plan will then integrate all stakeholders into the program, including the local community. In addition, a powerful marketing and public relations campaign is in the process of being developed to create a new brand for the destination. These actions will enable the desti- nation to bridge the gaps between its current status and international benchmarks of sustainability, and in some casesto go even further. As fears of climate changes effects continue to mount, and the international community steps up efforts to combat them, the tourism industry is realizing that becoming environmentally sustainable is key to staying competitive, and good for the double bottom line. Yet implementation of a strategic green transformation is by no means an easy task, and cannot be accomplished overnight. Decision makersnamely, the national or regional tourism body leading the greening effortshould keep the following principles in mind when launching and implementing a green destination strategy: First, destinations should analyse their current environmental performance across key green dimensions, as compared to global best practices. Tourism governance bodies should take the initiative to launch pilot projects and investigate issues that need urgent attention, in order to avoid a drop in tourism. Taking proactive measures is key. Second, destinations should not approach green initiatives as a marketing campaign but rather as a serious effort to become an environmentally sustainable destination. Quality sells, and in a world of virtual travel communities, customers learn fast. When a tourism destination does decide to become a green destination, it should ensure that its road map is holistic and designed for the long term rather than an ad hoc execution of random quick fixes. Third, destinations seeking to become green must make sure they engage all relevant stakeholders. Tourism ministries should reach out within and across sectors to transform their destination. Compliance with international guidelines and rules is critical to capturing funding and support. By following these principles, as well as the strategies discussed above, destinations can ensure that their green strategies are indeed sustainable. Going green allows destinations to tap into a well of potential that will nourish todays needs while protecting and enhancing those of tomorrow. A CALL FOR TRANSFORMA- TION Green Tourism: A Roadmap for Transformation was written by John Gregg, Principal of Navigate Consulting Please contact John on (+61) 0402 493 278 or at johng@navigateconsulting.com.au for additional information.