Guiding Principle 4: Manage tourism development based on quality of visitation, not quantity of visitors, so as to enhance the travel experience while sustaining the character of the destination and benefiting local communities.
4VI, formerly known as Tourism Vancouver Island, is a social enterprise that has transitioned from a traditional destination management organization to a model focused on ensuring that travel is a force for good. The goal is to create a sustainable future for Vancouver Island and other regions where 4VI works. This approach is based on the understanding that a great place to live is often a great place to visit, but a great place to visit is not always a great place to live.
4VI's strategy is centered around four pillars of social responsibility: communities, businesses, culture, and environment. By focusing on these areas, 4VI aims to sustain the character of the destination while benefiting local communities. In terms of communities, 4VI ensures that destination management and development are viewed through the lens of the people living in the region. This approach helps maintain a balance between tourism and the needs of the local population.
For businesses, 4VI provides ongoing support, training, and development opportunities. It also connects businesses to established networks where best practices are shared. Culturally, 4VI is committed to working with the more than 50 First Nations in the region. It also strives to ensure that the region is welcoming and inclusive for everyone. And environmentally, 4VI has created a climate action plan to help reduce and mitigate the impacts of climate change. It has also measured the overall impact of tourism in the Vancouver Island Region for its carbon audit.
4VI's innovative approach to tourism management prioritizes the quality of visitation over the quantity of visitors. This strategy enhances the travel experience, sustains the character of the destination, and benefits local communities, thereby ensuring that travel remains a force for good.
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