Branding Sustainability: Taking ‘The Natural Step’ in Whistler Alison Gill & Peter Williams Simon Fraser University BEST Education Network Think Tank VII Innovations for Sustainable Tourism Northern Arizona University, Flagstaff June 21-24, 2007

Introduction/outline Concept of sustainability is fuzzy Problems of public awareness and implementation The branding of The Natural Step (TNS), an organization that seeks to address this problem TNS in Whistler, an early adopter in a tourism context Success factors and contingent factors in the TNS approach towards sustainability

What is ‘The Natural Step’ (TNS) “The Natural Step (TNS) is a general sustainability message-cum-decision framework, internationally promoted for business and public use by an eponymous network, and with four principles (systems conditions) at its core” P. Upham (2000) “Scientific consensus on sustainability: the case of The Natural Step” Sustainable Development 8 p.180

The Natural Step System Conditions Nature is not subject to systematically increasing concentrations of substances extracted from the earth’s crust 2. concentrations of substances produced by society; 3. degradation by physical means; and in that society, 4. people are not subject to conditions that systematically undermine their capacity to meet their basic needs.

TNS: The Organization Conceived in Sweden 1989 by oncologist Karl- Henrik Robèrt TNS Teams in 12 countries including US. UK. Canada, Australia, South Africa, NZ, Israel, Japan and Brazil Activities: Research; Advisory; Outreach Corporate licences held by Ikea, Nike, McDonalds, Electrolux etc Community licences granted to over 600 communities in Sweden, and increasing worldwide including Whistler, BC; Canmore, Alberta; Halifax, Nova Scotia and Madison, Wisconsin

Whistler Resort, British Columbia 120km north of Vancouver in Coast Mountains New Resort Municipality established 1975 Comprehensively planned with established growth management strategies Arguably North America’s leading ski resort 9,800 permanent residents 2 million visitors, summer & winter Site of 2010 Winter Olympics (with Vancouver)

Before TNS On-going Official Community Plans Growth management strategies 5-year vision & priorities Resort and community Monitoring Award winning Environmental Strategy Limits to planned growth reached around 2000, led to introduction of “sustainability” as guiding principle

TNS Early Adopters in Whistler Began with visit of Robèrt in 2000 Early Adopters program developed with the Resort Municipality; Whistler-Blackcomb (Intrawest); Fairmont Chateau Whistler; AWARE (local ENGO); Tourism Whistler; One-Hour Photo. Developed Whistler its our Nature (2002) - awareness campaign (train-the-trainers; symposium; speakers; sustainability toolkits)

Whistler 2020 The RMOW developed Whistler 2020 in 2004 after 2 years of community consultation The first comprehensive sustainability plan in North America to use the science-based TNS framework at all levels of development and implementation. Long-term, comprehensive, community developed, community implemented, action focused

Whistler 2020 Vision statement: Whistler will be the premier mountain resort community - as we move toward sustainability Objectives Enriching Community Life Enhancing the Resort Experience Protecting the Environment Ensuring Economic Viability Partnering for Success

The Funnel Approach Backcasting

Strategies Sixteen strategies are supported by hundreds of individual actions that are continually developed by a stakeholder input process There is a task force for each strategy that developed an Introduction and Scope; a Description of Success for the year 2020; a baseline assessment known as a ‘current reality’ and an ongoing action-plan and planning process (see website). Each strategy also includes a monitoring and reporting system developed to assess whether or not Whistler is on the right track. Actions are recommended to implementing organizations

Whistler 2020 interactive web-page example Strategy-Specific Tools & Resources To access web-based tools, resources, and associated documents click on the appropriate strategy link below:

A critical look at TNS and Whistler 2020

Defining characteristics of TNS ‘Evangelical’ movement (in a secular sense) - references to ‘converts’ Charismatic leader Underlying mantra Licenced brand name Non-profit - (cf. Green Globe) Growth of the organization adheres to principles of Innovation Diffusion Theory e.g. reference to Early Adopters (E. Rogers,1962, Diffusion of Innovation, NY: Free Press) Also fits Gladwell’s ideas of The Tipping Point - mavens, connectors and salesmen (Malcolm Gladwell (2000), The Tipping Point, NY: Little Brown &Co).

Is TNS the emerging brand for sustainable practice? Most literature on TNS is produced by proponents of the organization thus an unbiased perspective is difficult to obtain Upham (2002) argues that TNS is a political and ethical message based on trend extrapolation, not on consensually accepted scientific evidence as it claims. Further, he argues that the focus of TNS on anthropogenic change does not account for natural environmental change.

Why is TNS appealing? Charismatic leader (See Malcolm Gladwell (2000), The Tipping Point, NY: Little Brown &Co). Science-based Aimed at lowest common denominator Allows adaptability because not operationally specific - so functions as a means of engaging people in sustainability while allowing latitude in how they do this.

The importance of TNS branding Marketing value - heightens image while making some progress in environmental impact reduction TNS has targetted high profile, credible corporations as early adopters that then act as ‘connectors’. Their actions are highlighted as successful case studies to ‘convert’ other businesses.

Whistler 2020 & TNS The importance of timing - Robert’s visit coincided with the Resort’s desire to pursue sustainability. Charismatic leader Provided foundation for development of complex systems framework Required major commitment of resources including 2 years of high-profile consultant-driven community engagement; staff commitment to core functions of Whistler 2020; on-going task forces. Interactive web site Reinforces Whistler’s goal of being a innovator in mountain resort development - invitations to speak nationally and internationally raising Whistler’s profile

Conclusions Factors of success The TNS brand is at the take-off stage of the S-curve of innovation adoption as adopters are increasing rapidly. Success stories and trustworthy adopters encourage growth. TNS is a useful organizational framework for developing place-based/business strategies in moving towards sustainability It stimulates collaboration and coordination between units and challenges organizations to think strategically about moving towards sustainability. This also stimulates peer competition. It provides training and educational support in developing appropriate tools

Conclusions (cont) Contingent factors However: The success of TNS is contingent upon the ability of organizations to develop innovative appropriate strategies based on value judgments suited to specific situations Other key factors in success include: - availability of resources (that will affect scope); - timing (that will affect commitment). TNS is anthropogenic in focus and does not consider broader environmental change factors.