These pages have been created to enable the easy sharing of experience in managing overtourism and avoiding it. There is a typology of approaches which provides an index and wherever possible a link to where further information can be found and where possible a contact.
If you have strategies or methods which you would like to see included here please email email@example.com Your contribution will be acknowledged.
The limits to growth are not just an issue for travel and tourism as the Wall Street Journal has described tourism as currently “generating a global backlash”. Responsible Tourism is about using tourism to make better places for people to live in and to visit. Overtourism is the antithesis to this, tourism is using the place and degrading it.
Overtourism describes destinations where hosts or guests, locals or visitors, feel that there are too many visitors and that the quality of life in the area or the quality of the experience has deteriorated unacceptably. It is the opposite of Responsible Tourism which is about using tourism to make better places to live in and better places to visit. Often both visitors and guests experience the deterioration concurrently.
The problem is not going to go away – we need to work out how to cope with it. The challenge for businesses and destination marketing organisations is that they no longer have a free hand to use the places that people live and work in to attract visitors. The residents, whose place it is, are beginning to rebel and consumers are all too aware that some destinations are not what they were. The challenge now is to develop ways of “Coping with Success”, addressing overtourism.
In many places, there is confusion about the roles of DMOs. The same acronym is used for both Destination Management Organisations and Destination Marketing Organisations with bodies composed primarily of private sector representatives spending private sector and public money on destination promotion. In Barcelona the management of tourism is unequivocally the responsibility of the city council. It is significant that the “objectives and strategic lines” of Turisme de Barcelona, the public-private partnership organisation which markets the city include public policy objectives. Turisme de Barcelona recognises its “social and institutional responsibility” to “achieve a balance between tourist activity and everyday life in the city” and encouraging wider geographic distribution of tourism in the city.
a) To boost the financial impact of the sector and to attract tourists with high spending power;
b) To promote its own identity as a tourist attraction;
c) To reconcile tourists/local community;
d) To ensure the geographical and multi-sectorial distribution of tourism;
e) To strengthen the public-private promotional model.”
Overtourism is often attacked as tourismophobia. Barcelona has countered this view, as Ada Colau, now Mayor Barcelona said in 2014
“Of course, the answer is not to attack tourism. Everyone is a tourist at some point in their life. Rather, we have to regulate the sector, return to the traditions of local urban planning, and put the rights of residents before those of big business.
The way of life for all Barcelonans is seriously under threat. And the only solution is to win back democracy for the city. This is precisely what the residents of La Barceloneta are doing – defending their neighbourhood, their city, from the free market and from the political elites that are putting our home up for sale.” more
Barcelona & Kerala have effectively managed different sets or overtourism challenges by engaging the tourism sector and local communities in addressing the particular local issues and using a multi-stakeholder approach.
Barcelona's Strategy and Action
Barcelona is using a wider range of mechanisms to address the challenge of overtourism than any other destination, their experience is important as others rise to the challenge.
Barcelona has sought, since 2004, to make tourist activities more sustainable, to increase the positive impacts of tourism in the city and to integrate visitors fostering coexistence, Barcelona aspires to treat visitors as temporary residents. The city is working to ensure that there are no tourist ghettos and that tourism contributes to the improvement of the quality of life and social cohesion. Barcelona has recognised that sustainability and competitiveness need to be used together in managing tourism. In Barcelona, a City and Tourism Council has been formed to advise the City Council on tourism policy and management. more
As in many sectors, the regulation moves more slowly than the growth of new business models. This has been evident in the growth of businesses like Airbnb and Uber where regulators have struggled to keep up. Similarly the management of the public realm – streets, parks and squares - has been a major challenge as tourism numbers have grown and accelerated.
Shared/reliable common information
Effective management action involving diverse stakeholders requires shared data. Dichter, a senior partner of McKinsey & Company consultancy, says that “We talk to so many people in the tourism ecosystem and no one has the same facts – not even close,” … “If you can’t even agree on how many tourists are showing up, it’s very difficult to have a proper debate.” More Only with good data is it possible to identify benefits and costs and develop management strategies to rebalance tourism. Shared, publicly available, reliable data has been a major plank of Barcelona’s efforts to address overtourism. The UNWTO points to the importance of “monitoring and evidence-based decisions.”
Barcelona surveys its residents regularly to determine their views about tourism and other problems in the city.
Barcelona publishes monthly forecasts of volumes of visitor numbers for each day reporting all events or activities which involve 10,000 or more people, where the forecast goes over 70,000 the calendar shows red, residents can then avoid the congested areas or avoid the city altogether. In September 2018 there were three days over 200,000, one of which was close to 300,000. example
Limits of Acceptable Change
Identify key indicators for the destination which identify the emerging issues so that they can be addressed. The growth of unlicensed tourist accommodation and change of use for the housing stock, changing retail offer, rising local housing costs, litter, trampling, crowding... choose the locally significant issues and problems.
Preferential Access for Locals
At Park Güell, in Barcelona access to the Monument Area (7.9% of its area) has been regulated, in 2013 an 8€ entry fee was imposed, local residents have unrestricted and free access
Barcelona publishes monthly forecasts of volumes of visitor numbers for each day reporting all events or activities which involve 10,000 or more people, where the forecast goes over 70,000 the calendar shows red, residents can then avoid the congested areas or avoid the city altogether. In September 2018 there were three days over 200,000, one of which was close to 300,000.
Changing the nature of tourism and the visitor experience by managing the destination to attract visitors as temporary residents. This strategy can change the dynamics of tourism and the host-guest relationship.
ourism Taxes are contoversial. They are generally too low to deter visitors but they do enable local authorities to raise money to fund the management of tourism, to repair damage to lawns and pay for the removal of litter.
If one of the aspirations of Responsible Tourism is that tourists should be treated as temporary residents then it is not unreasonable that overnight tourists and day visitors should contribute to the maintenance of the public realm which they are visiting and using. T
Ensuring that local communities benefit from tourism
In Kerala, in India, the state government has established a Responsible Tourism Mission to ensure that local
Deregulated housing markets can attract international investors causing inflation in housing costs and holiday rentals can be far more lucrative than letting to residents and families. By restricting the availability of accommodation visitor arrivals can be restricted.
Issues arise where there are concentrations of tourism in particular areas and tourism comes to dominate and where there is unlicensed and unregulated accommodation which may cause disturbance and raises issues of health and safety and taxation.
In July 2015, Barcelona's municipal government suspended the processing of new permits for tourist-accommodation, student-residences and youth-hostel establishments, to analyse the impact of tourist-accommodation activities in all its aspects and to draft a special urban-development plan to regulate it. Ciutat Vella now has a Usage Plan designed to restrict the growth of tourist accommodation, whether hotels or apartments and a Tourist Accommodation Working Group has been tasked to complement municipal efforts to reduce the numbers of unlicensed apartments,
Airbnb is most often the focus of attention; the internet has replaced small ads in newspapers, magazines and shop windows as a means of advertising accommodation. This has made it easier to market accommodation and this, coupled with the deregulation of housing in many jurisdictions, this has led to a significant increase in the letting of accommodation to tourists and in many places a depletion in accommodation stock available to residents, often with negative social and economic impacts.
Matching Demand to Supply
Timed ticketing and seasonal pricing all help in matching demand to supply and can contribute to ensuring that visitors have a better experience.
Barcelona has experimented with moving coach parks, bus routes and pick-up and put-down points to change the way tourists move through an urban area. In rural areas and in national parks, parking has been used to control visitor movements and reduce dispersal to the sacrifice zone.
Strategies like pedestrianisation and park-and-ride can benefit residents as well as assisting in managing tourism and the tourist experience.
Closing areas to allow regeneration
Ministers of Tourism and DMOs are generally judged by the visitor arrivals figures, and for national governments with their focus on exports, international arrivals are the key measure of the value of the marketing organisation. If you change the KPI of a marketer they will deliver to it. A destination could choose to focus on visitor spend, length of stay, distribution and dispersal or on particular market segments. If you don't change the KPIs they will do the easy thing and sell the honeypots.
Attract tourists who fit the destination - change the destination's image
Businesses and the destination marketers should focus their efforts on attracting the market segments which fit the destination. Barcelona has been explicit: “What is good for citizens is good for the tourist. Places that are good to live in are also good to visit. Efforts will be made to improve the quality of life for local people by managing the friction between residents and visitors and to improve the interaction between hosts and guests…..” and that the “tourist that Catalunya wants to attract is the one who will respect the environment, the society and the local culture, eager to discover and share experiences.” more
Neither Barcelona nor Venice is able to manage tourist arrivals, both have good road links, airports, railway stations and ports, none of which are they able to manage. Dubrovnik, by contrast, has been able to limit cruise ship arrivals. In October 2018 it announced that it is limiting cruise ship arrivals from 2019 to two per day, allowing only 5,000 visitors to arrive by sea each day.
Demarketing can be used to discourage visitors in order to reduce negative impacts – as with marketing there is a range of methods available from price rises to reducing promotional activity and spreading the word that the quality of the experience has deteriorated to discourage visitors.
Discourage “Bad” Tourists and Tourism
Banning stag nights and hen dos. In Barcelona, it is known as “turismo de Borrachera” travelling to another place to behave in ways you would not do where you are known. This does not always require travel across an international boundary.
Pricing and Rationing
Dynamic pricing charging higher prices at peak demand and lower prices when demand and crowding is less
Examples where a local government organisation has taken a holistic approach to the management of tourism in the destination as has been the case in, for example, Barcelona and Sagada in the Philippines. Introducing guide and tour operator licenses.
In Barcelona there is a city task group working to prevent the spread of souvenir shops in Ciutat Vella, Sagrada Família, Park Güell
Dispersal – Spatial
Spread the tourist out by encouraging them to visit less visited places, there may well be districts and areas where people would like to see more tourists, boost less popular attractions and develop new ones. Paris has done this effectively for many years. Barcelona is has adopted spatial dispersal as part of its strategy and Helsinki has encouraged citizens to engage in invite tourists to visit their favourite places.
Create new itineraries and guided tours to less visited areas
Consider regulating group size and coach drop off points to manage visitor flows
Dispersal - temporal
Attracting tourists to visit at other times of the year, week and day to disperse the positive and negative impacts of tourism.
Timed Tickets and Differential Pricing
'Policing' Activities and Behaviour
Since May 2017 in Florence
"From today, we'll be experimenting with a very simple measure: pouring water over the church steps to clean the spaces, and hopefully discourage people from eating, drinking and making a mess there,"
Mayor Dario Nardella told reporters. "If tourists want to sit there, they'll get wet," he said. "Florence is full of cafes with outdoor seating, tables, and benches. The churches aren't restaurants; they are religious and cultural sites." more
Since 2018 in Amsterdam
Public consumption of alcohol will result in a fine of €95; public urination, disorderliness and littering, meanwhile, will draw fines of €140
EU (2018) Research for TRAN Committee - Overtourism: impact and possible policy responses
Goodwin H (2018)Managing Tourism in Barcelona 2nd Edition
Goodwin H (2017) The Challenge of Overtourism
McKinsey & WTTC (2017) Coping with success: Managing overcrowding in tourism destinations
UNWTO (2018) ‘Overtourism’? – Understanding and Managing Urban Tourism Growth beyond Perceptions, Executive Summary