The pilot area of Auronzo di Cadore (Belluno) - Università Ca

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Fig. 23 Strategies ranking after weights’ elicitation (scenario B1) Fig. 24 Sustainability triangle of the strategies evaluated (scenario B1) clude that the perception on the desirability of, and the value attributed to snow-related activities changed throughout the participatory process as a consequence of merging local and scientific knowledge and structuring the information in an indicator-based framework. In fact, before the first workshop, Auronzo’s development strategies was still oriented towards the development of ski-intensive activities despite the fact that the competition of the neighbouring destinations is exceptionally strong and the possibility to connect with successful ski-tours appears to be highly improbable. 6.2 / Auronzo ClimAlpTour e-tool application’s key messages Investing on the dimensions of winter tourism that are detached from the activities based on snow seems like the safest way to proceed for a destination with the characteristics of Auronzo di Cadore. A BYDSNW strategy should however be linked to a project for the enhancement of the public transportation as the in-destination transfer needs of tourists may significantly increase. An ALTSKI strategy could successfully mediate between the lifts industry, which has already invested a lot in the past and the possible futures that the local winter tourism will have to face. Apart from the snow-related risks and costs, a SKINT strategy could undermine the bulk of Auronzo’s traditional tourism rather than building on it, turning such a choice into a strategic error in the medium to long term. Lift operators should rather take into account the optimization of the existing 50
downhill skiing infrastructure and the related services. Given the already high cost of energy for the accommodations compartment, in particular, local planners should focus on this issue before any new investment is made. A sound reflection about renewable energy based heating systems might be appropriate and could be part of a new marketing strategy to characterise the destination. Even without investments in new structures and facilities, a strategy may be to focus on other issues that have not been considered here such as the development of a public transportation (permanently linking Auronzo to Misurina), or the enhancement of the standards of hospitality through investments in formation and awareness raising, etc. However, sometimes the costs of pursuing such kind of activities may require a greater magnitude of tourism fluxes in order to sustain them. Hence it is important to start developing tourism since today, in a proper direction. All development strategies other than a BAU approach have the merit of improving the tourism all year-seasonality. However, this is not a measure that should be maximized per se (i.e. with a SKINT approach) renouncing to the flexibility of the destination in facing the tourists evolving needs and the natural cycles. It must be acknowledged here that the framework of the assessment is limited by the fact that the four strategies considered were so extreme that very unlikely they could be implemented in a self-standing manner, while a possible real world solution could arise from the integration of elements belonging to different strategies. However, since the objective of the exercise was to stir discussion on the topic of winter tourism development, this remains an effective way to approach the issue. It must be clear that this study is not suggesting to dismantle previous investments, but it is rather exploring the most robust directions for new ones. In a nutshell, Auronzo is certainly well characterized to focus on traditional skiing families and BYDSNW activities, whilst Misurina could well become a point of reference for the ALTSKI emerging paradigm. 6.3 / Auronzo di Cadore, consideration on the exercise in the area The quantity of information obtained during the second half-day workshop is certainly satisfactory: a wide variety of viewpoints emerged on the topic of winter tourism management, particularly spurred by the analysis of the histograms that resulted from the weight elicitation procedure. These results suit well the promotion of further discussion between participants on the issue. However, a concrete package of implementation measures remained beyond the scope of this exercise. One of the most significant outcomes was the awareness of stakeholders of 51
Page 1: Climate change and its impacts on t
Page 4 and 5: work group Balbi S. 1,2 , Bonzanigo
Page 6 and 7: 5.1.4 5.2 6 6.1 6.1.1 6.2 6.3 7 Fig
Page 8 and 9: Preface The mountain area of the Ve
Page 10 and 11: 1 / Introduction: the ClimAlpTour p
Page 12 and 13: Fig. 1 Project’s structure for st
Page 14 and 15: Box 1 The report in brief 2 / Venet
Page 16 and 17: Fig. 3 The Three Peaks of Lavaredo
Page 18 and 19: conceived during the EU FP5 project
Page 20 and 21: culating environmental indicators,
Page 22 and 23: Box 2 SNA in brief 3 / Phase 1 / Ac
Page 24 and 25: (3) As it appears, tourists were ex
Page 26 and 27: Tab. 4 Characteristics of Auronzo
Page 28 and 29: Tab. 6 List of actors to invite to
Page 30 and 31: Box 3 Participatory development of
Page 32 and 33: Fig. 8 GIS map of areas of interest
Page 34 and 35: Fig. 10 Strategy SKINT after brains
Page 36 and 37: Tab. 10 Factors characterising wint
Page 38 and 39: Box 4 DSS design in brief 5 / Phase
Page 40 and 41: CLIMATE SCENARIO Tab. 13 CURRENT A1
Page 42 and 43: Fig. 15 Example of Google Earth bas
Page 44 and 45: 5.1.3 / Agent-Based Model (AWS1.0 )
Page 46 and 47: Fig. 17 ClimAlpTour e-tool’s cata
Page 48 and 49: Fig. 20 Indicators’ clustering 46
Page 50 and 51: Fig. 21 Weight elicitation exercise
Page 54 and 55: the need of defining a commonly agr
Page 56 and 57: ponentially increased the number of
Page 58: References 56 Balbi et al. (2011).

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