Management of Public Risks Sustainability Management in Tourism 1.Causes of Public Risks 2.Innovation progress 3.How to progress, Waddensea 4.Stakeholders’ interest, Ameland island 5.Possible service: environmental, marketing 6.Conclusions Yoram Krozer and Else Redzepovic, University Twente

Public Risks Public Risk: private actions deplore public qualities effects like: coast degradation, displaced culture, water loss, litter, congestion, crime. Industry: from ‘mining’ to ‘sustainable use’ Aiming at cleaner technology and renewable resource Tourism: ‘mining’ cultural and natural qualities Development towards something like: “services for availability of regional qualities”

Innovation process Industry: public presses on industry, industry presses on innovators, innovators press on public Tourism stakeholders: tourists, services, community. Tourists like nature and culture but they fly away Services mainly SME, low capital, low HRM capacity Local communities too dependent on the services Consequences Little interest in Public Risk, Poor incentives to innovate Lacking mechanism to invoke development

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Martijn de Jager and Hilde van Meerendonk Dutch like leisure and cleanness; less attention for quality more for German money All Belgian, German, Danish and Dutch tour operators and tourist offices like it. All are more mobile on Waddensea, but the region is not perceived as a unit. German focus on nature and sports, ready to pay quite a bit for quality Danish ask for learning, are rather demanding and locally oriented

How to progress? Some progress on the Waddensea (Frisian islands) 23 islands 0.5mln km 2 Denmark, Germany, Netherland Ann. 50 mln tourists, € 8.5 bln income, 0.5 mln locals Local and national pressures groups for sustainability UNESCO nature heritage (wetland) under debate Many island-specific actions like culture, arts, health, destination labels, regional food, firms’ benchmarks but, Ad hoc activities and fragmented marketing Availability of some regional qualities at risk No development of the regional qualities

Sustainability agenda Ameland:75km 2,0.5 mln visit  €80 mln,7000 local Tourists (65% families) want nature, amenities Services satisfied with community regulation Community rarely implements regulations (confirms theory) Consensus about a ‘nature’ island. Demands: Marketing: attract with regional qualities by ICT Transport: foster biking, cleaner, safe services Housing: make stay environmentally friendly Land use: diversify arts, culture, nature (rainy days)

Examples of services Environmental service: water use in 4 star hotel Hotel 316 l/p/a, other hotels l/p/a Household use 129 l/p/a, but in hotel 218 l/p/a Service: faucets,15% reduce, payback<1 year Progress on Ameland: unknown (probably low) Marketing service: natural and cultural qualities Better access island (10h. travel for 48h.stay) Info: 60% want on internet, 30% want on-line Service: virtual guide to/on island, events on-line Progress: 80 firms for virtual Tourist Office

Conclusions What? Poor mechanisms to prevent the public risks Spontaneously, little progress to sustainability Regional natural and cultural qualities at center Service development based on specific quality How? Necessity of Interest groups for sustainability Step-by-step in the sustainability management Few enabling, well-implemented, regulations