Tourism

Sustainable development can be viewed as living from natures income and not its capital (Agenda 21 Programme of Action for Sustainable Development 1999). It does not focus on any particular environmental issue, but rather seeks a harmony of inhabitants and nature where economic development is synchronized with the preservation of natural resources. According to Markandya (2003), tourism and sustainable development are linked economically, socially, and environmentally. A study conducted by the World Bank on its tourism projects found that economically, tourism boosts the transport and employment sector, enhances air and water quality, the natural resources, and wildlife and parks. Socially, income and access to services also show a gain (Markandya 2003).

Some of the benefits from increased tourism include an increase in foreign exchange earnings from hotels and restaurants, an increase in revenue gained from natural resources, and a multiplier effect caused by tourism revenues, especially in the informal sector. Some studies have indicated that involving local communities in planning and decision making is a critical factor in sustainable tourism (Markandya 2003). Thus, a medium sized British coastal resort can benefit from Integrated Quality management (IQM) which focuses on economic development, environmental protection, and employs safeguards to protect the identity of the local people in coastal destinations (European Commission 2000). Further, coastal tourism destinations need to diversify so that the resorts can be nice places to live, work, and play (Locum Destination Consulting 2003).
IQM is a repetitive and participatory process that relies on partnerships which are formed among all the stakeholders. It is based on the formation of strong institutions that have the support of the public and private sector, and the local populace. These institutions forge working relationships that achieve a common vision, put in place adequate means to disseminate information, and distributes gains among the visitors, professionals, institutional personnel, and the local inhabitants (European Commission 2000).

These institutions also encourage private enterprise in the tourism industry by recommending incentives in the form of tax concessions, promotion, and training, among others. The main partners in the strategic development plan include intra-governmental political and administrative authorities, professionals in the private and public sector, and the civil society. Before implementing the plan, a SWOT analysis is conducted, objectives defined, the environment and sustainable development examined, and human resources and training included within the objectives. The latter is crucial to the success of a coastal tourist destination (European Commission 2000).

IQM relies in large measure to public policy initiatives that address the environment, accessibility and mobility, and security. Considered as a whole, the policies should target the assimilation of tourist development and coastal protection into town planning, high quality public transport that discourages visitors from driving, and adequate security measures that are preventative in nature.

Other recommendations include the use of information technology and an analysis of data before, during and after tourism visits in order to improve areas that are found wanting, and discarding systems that do not enhance the tourism experience. Further, high quality tourist services should be apparent at all times and involve the local population. Codes of conduct and national classifications should be introduced in accommodation and catering. The visitors, too, should be encouraged to respect the local population, its culture and heritage, and to minimize negative impacts on the environment (European Commission 2000).

According to a report prepared by Locum Destination Consulting (2003), the Northwest Coastal Resorts of Britain would need to widen their appeal to include the middle classes since the regions traditional market among the large volume low socio-economic group could no longer sustain tourism in the region. Further, economies in the area needed to diversify so that the resorts could be nice place to live, work, and play. This would make them attractive to visitors and investors. The report laid emphasis on the need for better housing, transport links, and improving the infrastructure.

Locum Destination Consulting recommended a coordinated vision that would focus on creating themes, sub-regional brands, hallmarks, and visions for each resort. For instance, the Golf Coast, the Eco Coast, and the Recreational Coast, were themes that could be developed to distinguish an aspect of the regions tourism product. Cost effective marketing could be tied to a grouping of destinations close to each other, and a vision statement for each resort would paint a picture of the future. The vision for Blackpool Resort, for example, could be Europes No. 1 Resort and the ideas for public sector led projects would include a convention center, resort casinos, and housing. The vision for Cleveleys could be Shopping by the Sea with a focus on upgrading the seafront.

The report pointed out a number of opportunities for the Resorts. These included the large long stay market in the U.K. among young families, higher socio-economic groups looking for short break holidays, business travel, professional couples with high disposable income, and tourism from overseas. However, a major change in perception was needed in the resorts. They needed to re-invent their image as nice places to live and work and not rely on tourism as their major source of revenue. Thus, they had to diversify and create the image of towns by the sea rather than resorts.

A SWOT analysis conducted in Morecambe, for instance, revealed that the Bay area was
quite attractive, there were popular events, and the outskirts were nice places to live. However, the resort had poor quality modern buildings, a poor product, and severe deprivation in central areas. This scenario could be improved by creating a road link to the M6, restoring the Midland Hotel, and restoring the magnificent heritage, among other ideas. Consequently, the local government is crucial in this regard.

According to the International Council on Local Environmental Initiatives (1999), the most effective role of local government is that of facilitator among the stakeholders for local development. They have instruments to influence local development because they provide social services, build infrastructure, regulate economic activity, and manage the local environment. Better ecosystems and equitable distribution of local economic wealth are some of the objectives that can be attained at the local level through sustainable development. Evidence of sustainable tourism is the development of local communities (International Council on Local Environmental Initiatives 1999).

In order to experience success in sustainable tourism, a shared interest must be articulated and developed between the local communities, tourism businesses, and tourism consumers where discussions are open and transparent. Further, intra-governmental support is important in pushing this common agenda (International Council on Local Environmental Initiatives 1999).

Negative impacts of tourism can be minimized by educating tourism consumers on proper choices that will understand the tourism destination as a living community deserving respect and support. This type of agenda can only be realized by using a partnership approach among all the stakeholders. Cultural and environmental wealth, even though regarded as free, should be viewed as a sustainable product to be developed and not one to be left to deteriorate (International Council on Local Environmental Initiatives 1999).

A Sustainable Tourism Management Plan for a Medium Sized British Coastal Resort, therefore, calls for a synthesis of ideas. Each Coastal Resort must re-invent itself and not rely sorely on tourism for its success. Rather, the resort must invest in infrastructure development and diversify its economy so that it can be a nice place to live, work, and play. It should therefore create an image of a town by the sea and not a resort (Locum Destination Consulting 2003).This will attract investment and visitors. Further, the resort should develop a theme, based upon an advantageous aspect of its tourism product, which will distinguish it in the region and attract a particular segment of the market.

Integrated Quality Management (IQM) should be employed to spur development of the tourism sector. Because it is participatory in nature, the involvement of all stakeholders assures a common vision and a process that safeguards the identity and interests of the local people. At the core of this strategy is the formation of an institution that will manage the interests of visitors, professional personnel, investors, government agencies, and encourage the participation of private enterprise through incentive schemes. Further, under IQM, the objectives that are set by a concurrence among the stakeholders assimilated into town planning (European Commission 2000).

A Medium Sized British Coastal Resort can, therefore, benefit from a re-invention of image and diversification of economy, and the use of Integrated Quality Management. An assimilation of both approaches will ensure that the resort is a nice place to live, work, and play, and a town by the sea that is attractive to visitors and investors. In addition, the participatory process of development will ensure that gains are evenly distributed among all the stakeholders.