DESTINATION SUSTAINABILITY RISK ASSESSMENT. Identifying future sustainability risks to tourist destinations: Hammamet, Tunisia

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1 DESTINATION SUSTAINABILITY RISK ASSESSMENT Identifying future sustainability risks to tourist destinations: Hammamet, Tunisia November 2012

2 Acknowledgments This summary was produced as a result of research funded by the Travel Foundation, undertaken by a team from Sustainable Travel International and INTASAVE. The research team, led by Marilyn Larden of Sustainable Travel International, consisted of Julie Pollet, Karin Eckhard (Sustainable Travel International) and Rachel Blomfield (INTASAVE). The project team would also like to acknowledge the assistance given by Thomas Farrer (TUI Travel International Management Trainee), Jane Ashton (Group Director Sustainable Development, TUI Travel PLC), James Whittingham (Group Environment Manager, TUI Travel PLC) and in destination special thanks for to Ziad Ben Dhafer (Magic Life Manar), and Dr Sahli Salem and Mr Hedi Boudhina. This summary has been produced for publication by the Travel Foundation. 1

3 Introduction In July 2011, the Travel Foundation, in coordination with TUI UK & Ireland, commissioned Sustainable Travel International and The INTASAVE Partnership to develop a replicable methodology for identifying future risks relating to tourism in destinations and to apply this methodology to three destinations: Hammamet, Tunisa, Sarigerme, Turkey and Sal, Cape Verde. Each of these destinations are at a different stage in their life cycle however all three have experienced/or are experiencing significant tourism growth and face the challenge of minimising the negative environmental impacts of tourism whilst maximising the positive socio-economic impacts. This summary report presents the key findings from research in Hammament, Tunisia, a well established destination where tourism is of high volume, and recommends interventions aimed at mitigating risks identified. The aim of this document is to inform the wider travel industry and destination stakeholders of the project, share key findings and recommendations. Destination overview Situated on the Mediterranean coast of the North Africa, Tunisia has a total land area of 163,610 sq km and an expansive coastline of 1,148 km. Its location means that the climate in Tunisia is mixed, with long hot summers and a brief rainy season in the South and more temperate weather in the North; this means it has great environmental diversity. Since the early 1940s the Tunisian government has capitalised on these features and by the 1970s the nation had become one of the fastest growing tourism economies in the world (Poirer 2003). Hammamet (with a local population of 75,000) is one of Tunisia's most popular destinations, conveniently located at the southern end of the of Cap Bon peninsula (one hour from Tunis airport and half an hour from Enfidha airport). The Cap Bon region is heavily reliant on the tourism industry which supports 70,000 jobs (12% of employment) (Gafi and Hadj 2010). As a destination Hammamet has over 150 hotels, the majority of which can found in the tourist zone from Nabeul-Hammaet to Yasmin-Hammamet, the latter made popular by its new marina and medina complex. As a result of early planning restrictions Hammamet has retained lowrise architecture, surrounded by lush vegetation and agriculture, and approx 10 kilometres of beach front. Allinclusive hotels make up 39% of all hotels in the destination (29% of which are in Yasmin-Hammamet), 18% are B&Bs and 43% are smaller hotels (predominately located in Nabuel-Hammamet which has good facilities i.e. shops, restaurants bars etc. for tourism). However, Tunisia has a fragile natural environment with scarce supplies of water, soil and vegetation. In the face of rapid population growth, the evolution of the agricultural and economic sectors and urbanisation, the growth of the tourism industry has increased pressure on this environment, particularly on natural resources and in terms of adequate provision of waste management. At peak times in Hammamet, population figures can quadruple to over 300,000 (due to visitors) 1 and there is an urgent need for policies to ensure the sustainability of the tourism industry and the natural environment in Hammamet. Risk analysis Management risks Sustainability is one of three core objectives of the Tunisian Tourism Strategy , although the Map of Tunisia mapsoftheworld.com; Map of Cap Bon region exact details are uncertain as it has not been possible to view the full strategy. The extent to which the strategy has been implemented is also uncertain and there is no evidence of an integrated tourism 1 Sustainability Risk Assessment Workshop, Hammamet, 4 October

4 sustainability plan taking account of carrying capacity or risk (disaster) response at the destination level. It is also understood that local awareness of sustainability is low due to a lack of education on related issues. Hammamet faces the risk of increased competition from other Mediterranean destinations which in recent years has resulted in supply and demand imbalances. In Hammamet, there is an oversupply of hotel accommodation and it has been observed that the quality of some of the accommodation is poor and in need of renovation, due in part to lack of investment and upkeep, the exception being the new marina and medina complex in Yasmin-Hammamet. There are also issues of limited infrastructure, in particular transport links, and a lack of green spaces. Economic risks The total contribution of the tourism industry to Tunisia's national GDP is expected to be TND 9,770.2 million (14.4%) in 2012 and is forecasted to rise by 3.5% p.a. to TND 13,764.9 million by 2022, though in terms of contribution to GDP it is forecasted to be lower (12.3% of GDP) (WTTC 2012). In terms of employment tourism s total contribution is expected to have supported 435,000 jobs in 2012 (13.0% of total employment) and 465,000 jobs in 2022 (ibid) however, the proportion of total employment supported by tourism is expected to be lower at 11.4% of total employment due to the evolution of the agricultural sector (ibid). In Hammamet, the economic impact of tourism is suspected to be high since the majority of the local population (70%) is employed in tourism-related businesses. However, the majority of the wealth is distributed along the coastline with little reaching inland and even though there is year round capacity there are few events held during the shoulder months to attract tourists resulting in employment being highly seasonal. This has led to trained nationals migrating abroad for work or changing professions to ensure year-round employment. Concern has also been raised by stakeholders that an increase in all-inclusive products in Hammamet has had, and will continue to have, a detrimental effect on the local economy with local businesses finding that they are unable to compete with the product offerings of all-inclusive hotels - although as yet there is no quantifiable evidence of this. Stakeholders also discussed the risk of global economic shifts, including increases in oil prices and global economic recession, which could result in declining visitors numbers. Environmental risks Despite national policies and programmes for environmental protection there seems to be a general lack of awareness at the destination level of environmental issues and the limitations of natural resources. There are no environmental management plans or risk (disaster) response plans in place, and a lack of data or on-going monitoring. Specific environmental risks include: Natural Resource Consumption (energy): Energy consumption for the region is 1.1 billion kwh, of which tourism accounts 15% (165 million kwh) (Gafsi and Hadj, 2010). Hammamet is the biggest consumer of electricity, at 20%, and is also one of the largest consumers of natural gas. There is however a national energy conservation plan 2 and wind energy being piloted on Cap Bon represents 5% of the total energy generated (ibid). Natural Resource Consumption (water): Scarce water resources were shown to be amongst the main concerns of local stakeholders. There is an overuse of ground water in Tunisia and competition between the agricultural sector and tourism industry for water resources. In the Cap Bon region, the majority of water (80%) is consumed by the agricultural sector and approximately 800 litres of water a day is consumed per tourist (Gafsi and Hadj 2010).There is a national water conservation plan but it is targeted at the agricultural sector 3 only, and although a number of hotels have a water conservation policy embedded in their operations and promote water conservation to their guests, it is unclear how widespread and successfully implemented this is. Waste Management: Tunisia has a national solid waste and reclamation programme, however one is unable to calculate or apportion how much solid waste is produced or recycled specifically by the tourism industry in Hammamet. Recycling facilities are considered to be inadequate, particularly when it comes to harmful waste 2 Tunisia s Solar Plan, National Program of Irrigation Water Conservation. 3

5 substances (small gas canisters, batteries, aerosol etc) and it is the belief of stakeholders that even where waste is being collected from hotels it is not being recycled by the municipality 4. There is also concern that in certain areas of Hammamet that local waste left in the streets is negatively impacting upon the visitor experience. Air Quality And Pollution: The review of literature found no issues relating to air quality in Hammamet but at present, there are no mechanisms in place to measure or monitor air pollution. Coastal Management: Coastal erosion is evident in Tunisia and there are now national policies 5 in place to govern development on the shoreline. It is however, unclear whether there are plans to counteract this issue specifically in Hammamet. Discussions with stakeholders found that often there is non-compliance with building regulations and influential stakeholders are able to get planning approval for development close to the beach regardless of the national policies, and there have been instances where untreated waste water has been discharged into the sea. The need to maintain the coastline is particularly important to the tourism industry and in response Tunisia joined the Blue Flag Initiative 6 in 2007 and Hammamet has been awarded three blue flag awards covering 1.2km of coast and the new marina. Biodiversity and Protected Areas: At present, there is limited data regarding local flora and fauna present on the Cap Bon peninsula and little evidence of local conservation policies in Hammamet. Climate Change: Regionally, Cap Bon has seen a reduction in rain water from 700/800mm per year to 500/600mm per year 7, yet there is no climate change assessment or adaption strategy in place for the region. There are a number of hotels at the destination level who are displaying examples of best practice including Magic Life Africana Imperial and the TUI UK Holiday Village Manar who are working to mitigate the environmental challenges facing the Both hotels have Blue Flag beaches, have achieved ISO (the international environmental management standard) and have recently been awarded TraveLife Gold awards. Social risks Historically, community groups and the local municipality have had little involvement in tourism development plans or decision-making processes. Tourism businesses in Hammamet are situated in designated tourism zones and there is a prevalence of large internationally-owned companies who are perceived to have little community partnership. A number of tourism businesses are owned by Tunisian nationals but the true level of national ownership cannot be determined. There are a large number of all-inclusive hotels in Hammamet and little evidence of institutional mechanisms to foster linkages with the local community. This lack of linkages, particularly through the purchasing of local goods and services, is then seen to further isolate the tourism industry from the local community. There is a sense of community resentment from local stakeholders, a number whom feel that there are too many all-inclusive Labib (long-eared fox/fennec), Tunisian mascot for environmental good practice Carl Morris/Picasa hotels in the destination reducing the potential income for local businesses, however, there is also recognition that the all-inclusive offering is responding to a consumer demand and that without all-inclusive hotels visitor numbers would likely be lower. Neverthless, stakeholders suggest, that there is growing resentment towards 4 Discussion at the Sustainability Risk Assessment Workshop, Hammamet, 4 October It is unclear whether or not the waste being collected by the municipality has already been separated. 5 Managed by the Coastal Protection and Management Agency. 6 Blue Flag beaches - The Blue Flag works towards sustainable development of beaches and marinas through strict criteria dealing with water quality, environmental education and information, environmental management, and safety and other services. It is a voluntary ecolabel awarded to approximately 3650 beaches and marinas in 46 countries across Europe, South Africa, Morocco, Tunisia, New Zealand, Brazil, Canada and the Caribbean. 7 Data presented to participants at the Sustainability Risk Assessment Workshop, Hammamet, 4 October

6 tourists who it is felt do not have respect for the local culture and customs, and tourists increasingly report feeling hassled by local business owners. Cultural risks Tunisia has rich cultural and natural heritage, and legislation exists to preserve heritage sites that can be important for tourism. However, cultural heritage tours offered by tour operators vary in popularity depending on tourist motivations and at present there is seen to be a lack of product diversification with cultural and natural heritage sites not effectively developed or promoted. This, along with the prevalence of all-inclusive hotels in Hammamet, means that there is a perceived risk that tourists do not experience authentic Tunisian culture or interact with the local community. Political risks It is well reported that overall visitor numbers were down following the Jasmine Revolution in 2011 and there is concern that the political situation in neighbouring countries will continue to affect visitor numbers. Nevertheless, it has also been reported that British visitors have been quick to return to Tunisia and the UK is now the third most important originating market for Tunisian tourism (Travelmole 2012). In fact UK visitor numbers in February 2012 were only down by 17% on the record-breaking figures of 2010 (ibid). Concern was also raised about the non-compliance with national legislation, including corruption involving tourism development which may have implications for health and safety. Political uncertainty had direct impacts on the current research, in particular limited access to data and information and involvement of local government stakeholders (due in part to many government positions being caretaker roles and there being a lack of financial and institutional capacity to get involved). Following the free elections that took place in October 2011, it is very likely that Hammamet will undergo structural changes to the role of the mayor and possibly how the municipality is managed. There is a hope that greater direction/focus to effect change and improvements at a local level (rather than national) will be forthcoming though local stakeholders were uncertain to what extent sustainability will be on the agenda. There is however, a general awareness and willingness to act among local stakeholders which could support the future implementation of any interventions. Sustainability risks, impacts and recommendations As identified, there are a number of sustainability risks to Hammamet as a tourist These risks span the triple bottom line of sustainability (economic, environmental and social sustainability) however for this research it has also been necessary to separately highlight political, cultural and management risks. Following the identification of sustainability risks, stakeholders undertook scenario setting workshop and assessed risks in terms of the level of priority (high, medium and low) and the possibility of them occurring (possible and probable). The risks, summarised in table 1 below, are those scenarios considered most likely to occur and likely to be a high or medium risk to the sustainability of tourism in the Risks are grouped by theme (management, economic, environmental, social, cultural and political) and highlight possible impacts and outcomes. In order to ensure the long-term sustainability of Hammamet as a tourist destination a number of recommendations have been made, from possible interventions to suggested activities. Hammamet has an opportunity to address the risks identified to ensure the sustainability of the All interventions and activities should form the development of an integrated sustainability plan for tourism, the development of which could fall under the remit of a possible Destination Partnership as highlighted in table 1 below. References Poirer, M. (2003) Tunisia IN Jafari, J. (2003) Encyclopedia of Tourism. Routledge: New York. Gafi, H. and Hadj, B. (2010) Destinations Developpement de strategies pour un tourisme durable dans les nations mediterraneennes Tunisie: Rapport Final. LIFE: Pays Tiers de la Commission Europeene. WTTC (2011)Tunisia The Impact of Travel and Tourism on the Economy and Jobs. World Travel and Tourism Council: London Travelmole (2012) Tunisia launches major UK ad campaign [Online] Available from: 5

7 Table 1: Sustainability risks and possible interventions Sustainability risk Possible outcome(s) Possible impacts(s) Economic recession/minimal growth. Oil prices rise to unprecedented level Coastal erosion Pollution in seas surrounding the Inadequate waste management systems Insufficient data available on the volumes of resources consumed and waste produced by the tourism industry in destination Decline in the disposable income of potential visitors ECONOMIC Decline in destination spend and therefore income to local community. 6 Interventions Promotion of lower priced product/packages and/or value-add inclusions (e.g. day tours) to stimulate tourist purchases. Increase the value and benefit of tourism to the local economy. Increased transport costs. Low carbon growth and green energy mandates. Consider the use of electric/bio fuel vehicles. Expand transport modality with the creation of cycle route(s) and cycle hire in the ENVIRONMENTAL Natural assets are destroyed, negatively impacting upon destination aesthetics. Threat to infrastructure. Uncontrolled waste pollutes the beach and marine environment. Environmental degradation. Aesthetics of destination reduced. Increased risk of health issues. Limited ability to plan for or create a sustainable tourism Resource shortages. Low quality visitor experience. Decline in visitor numbers to the Decline in native marine species. Decline in local fish stocks in turn affecting local food sources and economy. Decline in visitor numbers to the. Decline in health indicators of the local community. Decline in livelihood indicators of the local community. Analysis of climate change impacts (specifically sea level rise and erosion) along with adaptation strategy and evaluation of soft and hard engineering options assessed. Raise environmental awareness and sustainable practices in all hotels Implement coastal and marine good practices. Increased investment in infrastructure: Drainage, water harvesting and sanitation, recycling. Raise environmental awareness and sustainable practices in all the hotels. Baseline assessment of destination resource usage Gap analysis of current resource usage and capacity versus required/future needs. Recommendations Activities a) Assess the economic impact of inaction to the b) Work with hotels to increase us of local suppliers and services. c) Work with local NGOs/community to develop natural and cultural heritage tours, fostering entrepreneurial activities. d) Promote local businesses to tourists rather than compete in-house a) Explore the opportunities for local carbon growth and options for green energy in Hammamet. b) Develop safe cycle route(s) and cycle hire in the a) Analyse the impact of climate change on the b) Prepare a destination adaptation strategy. a) Attain Blue Flag status for all destination beaches as a means of protecting the beach environment and monitor marine pollution levels. b) Work with the Kobra environmental centre to develop localised beach regeneration strategies. This could form part of a local volunteering project for tourists c) Encourage tourism in rural areas, i.e. walking tours etc. a) Implement and monitor recycling and waste management measures in hotels and the wider community. a) Where feasible the local municipality should conduct a baseline assessment of destination resource usage (water, energy, waste) comparing capacity against future need.

8 Sustainability risk Possible outcome(s) Possible impact(s) Infrastructure not able to support growth in tourism (also a management risk) Scarce drinking water Lack of engagement between tourism stakeholders (tour operators, hotels and local community) Political uncertainty Environmental degradation. Aesthetics of the destination reduced. Basic needs of tourists are unable to be met. Resource shortages. Inability to accommodate growth in tourism. Prioritisation of resources to tourism facilities. Mistrust between stakeholders within the Negative promotion of the Continued uncertainty leads to loss of confidence and decline in visitor numbers to the Reduction in investment from stakeholders including Tour Operators. Decline in visitor numbers Decline in livelihood indicators of the local community. Decline in livelihood indicators of the local community. SOCIAL Community marginalisation. Resentment towards foreign tourism business and tourists. POLITICAL Decline in local income. Degradation of the Interventions Regulation densities of property development and zoning for natural areas and green spaces Create conditions for a cleaner greener tourism product; develop cultural and environmental tours (e.g. a nature tour with the local NGO in Korba). Raise environmental awareness and sustainable practices in all the hotels. Investigate the applicability of rainwater harvesting systems and/or grey water systems for hotels. Establish mechanisms for a permanent conduit for two-way communications, community input / output (education and outreach) discussion and liaison between tour operators, the regional government and local stakeholder leaders to increase the local economic value of tourism Investment in positive promotion. Promotion of 'value-add' inclusions (e.g. day tours included) to stimulate tourist demand. Address non-compliance with national legislation and building regulations. Recommendations Activities a) A tourism growth strategy should be developed in consultation with local stakeholders. b) Introduce zoning of natural areas. c) Develop safe cycle route(s), and make cycle hire available. d) Develop a local free guide walking tour to encourage hotel guests to explore the local area. a) Where feasible, implement water conservation and monitoring programmes in all hotels. a) Develop a community liaison role within hotels to work with the municipality and other local tourism operators and businesses b) Explore the development of a Destination Partnership to establish strong linkages, regular communications and actions between tour operator resort management, local stakeholders and governmental bodies within the c) Work with local NGOs/community to develop natural and cultural heritage tours, fostering entrepreneurial activities. d) Work with hotels to increase us of local suppliers and services. a) Enforce national legislation regarding development on the coastline and investigate non-compliance with building regulations. 7

9 Sustainability risk Possible outcome(s) Possible impact(s) Absence of a local growth strategy Low awareness of sustainability locally Lack of investment in education and training in the Increased competition from other destinations Unregulated property development leading to unplanned expansion and congestion of properties around Hammamet. Low awareness may lead to unsustainable behaviour of local tourism stakeholders. A shortage of skilled tourism staff. Tourists are attracted to other destinations. MANAGEMENT Destination lacks green space and aesthetics are further degraded. Multiple economic, environmental and social impacts. Poor service and hospitality levels. Low tourist experience. Decline in visitor numbers to the Probable decline in income accruing to the local economy. Interventions Regulation densities of property development and zoning for natural areas and green spaces. Generate awareness of natural resource limits. Raise awareness of sustainable practices in all the hotels. Raise awareness of sustainable practices amongst local stakeholders. Address non-compliance with national legislation and building regulations. Create sustainability awareness and information campaigns for locals and tourists in hotel and attractions. Develop partnerships between resorts and local schools to develop apprenticeships or management training programs in hotels. Work with local education and university to develop an updated curriculum based on the modern needs of the tourism industry. Expand the tourism product in the Recommendations Activities a) A tourism growth strategy should be developed in consultation with local stakeholders. a) Ensure all hotels have a sustainability program or are actively participating in a recognised certification or accreditation programme (E.g. ISO 14001). b) Ensure all staff in hotels and local tour operator ground staff are trained in good environmental practice and can communicate this to guests. c) Develop a Destination Partnership that identifies and seeks to resolve local sustainability issues in collaboration with local stakeholders. d) Enforce national legislation regarding development on the coastline and investigate non-compliance with building regulations. a) Develop partnerships between resorts and local schools to develop apprenticeships or management training programs in hotels. b) Work with local education and university to develop an updated curriculum based on the modern needs of the tourism industry. a) Create or promote other products for the low months of the year (e.g. corporate conferences or local festivals). 8