Tourism2030 - Good Practice Spain

Camping Solsones

2021-06-21T05:18:10Z

Good Practice Innovation Sheet

Artículos	Descripción
1. WHO
Key people and organisations (initiator, leader, partners)	Jordi Guixé, Gemma Guixé


Key Figures	Surface	Inhabitants	Tourism arrivals	Tourism nights

2. WHY
Reason for taking the good practice action	Camping located in a rural area (Solsona) with the aim to provide accommodation and tourism services regarding to nature and the environment. Since its foundation (30 years ago) they've been following the same aim. Not to provide a wide range of services but a selected services regarding ecotourism and skiing. They are producing its own resources as solar panels for electricity. They have a glamping zone builded with biomaterials and completely respectful with nature.
Issues and challenge	It was one of the first tourism business in the rural area of Solsona and surroundings and its aim was to provide only tourism services regarding to nature and skiing, so far from the typical coast campings. The concept of ecotourism was clearly not established in this zone and they had the change to start from the begining with the possible hosts.
3. HOW
Methods /steps / tools used (to develop the good practice)	They've been always following the same aim and avoiding to provide different services not related to it. Every change of improvement has been took. That means having different things (new zones, new activities, new hosts houses and bungalows) year by year, which is really good for the costumers. Another important things is the that they are partly self-efficient by producing solar energy as electricty.
4. RESULT
Specific/measurable results, benefits	The camping has been increasing since its foundation, with an excellent amount of costumers per year and also getting new clients each year. They have the EMAS certificate.
Recognitions (e.g. awards)
5. REFLECTION
Lessons learned	Always be faithful and keep on going with your idea. Believe in your vision and make it credible. Not avoid to improve by investing for innovations.
Challenges met
Critical success factors
6. MORE
web-references, documents	http://www.campingsolsones.com/

El Monegal

2018-08-16T13:44:57Z

Good Practice Innovation Sheet

Artículos	Descripción
1. WHO
Key people and organisations (initiator, leader, partners)	Josep Pintó, Patricia Miralles


Key Figures	Surface	Inhabitants	Tourism arrivals	Tourism nights

2. WHY
Reason for taking the good practice action	An excellent example of ecotourism accommodation and business. The place is completely adapted for disabled people and builded using bio materials. Also the owners have a parallel business (production of apple) and the process is according to they values of respect and care to nature. They are using they own energy. They have also a bio restaurant selling kilometer zero services. They also organise opera concerts.
Issues and challenge	Lost of agriculture and primary services in the zone, with no distribution circuit for products. No other accommodation services for disabled people as a reference in this place.
3. HOW
Methods /steps / tools used (to develop the good practice)	Being faithful to the aim. They had a clear and complete vision of what they wanted and how must be created since the beginning. They combine the tourism accommodation service with the income of the apple production. They builded a house completely adapted to provide experiences related with nature, healty food, relax and so on to disabled costumers.
4. RESULT
Specific/measurable results, benefits	They are producing a bio apple which is exclusive from the zone and this product is distributed at european level. They are experts in hosting disabled people, which is also an exclusive offer in the zone (and in most of the rural areas in Catalonia). They are bringing closer the classic music to the zone, by programming professional performance through professional artist.
Recognitions (e.g. awards)
5. REFLECTION
Lessons learned	A clear and complete vision since the beginning is really useful to start building up a coherent business. The combination of two businesses is clue to mantain both when something goes wrong. They are really committed with facilitate the access and confort for disabled people. The whole business is consistent and coherent with the aim and vision, also providing services from different sectors (food, accommodation, culture, agro products).
Challenges met
Critical success factors
6. MORE
web-references, documents	http://monegal.com/

Terres de l'Ebre

2018-11-21T10:20:10Z

Good Practice Innovation Sheet

Items	Description
1. WHO
Key people and organisations (initiator, leader, partners)	COPATE: environmental policies consortium of Terres de l’Ebre Executive Committee: CATALAN GOVERNMENT REGIONAL PUBLIC BODIES CHAMBER OF COMERCES OF TORTOSA
	Terres de l’Ebre – Reserva de la Biosfera
	COPATE is the organization grouping all the responsibilities for the environmental management and development of Terres de l’Ebre and the certification system of the label.
Key Figures	Surface	Inhabitants	Tourism arrivals	Tourism nights
	3308,45 km²	190.860	No data	No Data
2. WHY
Reason for taking the good practice action	Rural area with a high potential regarding its environmental & cultural heritage and high quality products. COPATE has developed the Terres de l’Ebre label to group all these elements and boost the regional development at all levels by giving them protection and assessment.
Issues and challenge	Rural area with different organisms in charge of the environmental & cultural management not well connected between them.
3. HOW
Methods /steps / tools used (to develop the good practice)	Grouping in one organization all the competences and creating the Terres de l’Ebre label to distinguish and protect the regional products, services and spaces. The certificate lasts for 3 years after passing the evaluation process and paying the annual quote.
4. RESULT
Specific/measurable results, benefits	90 natural spaces, 52 villages, 103 cultural emplacements, 101 producers are now part of the Terres de l’Ebre label. This number has increased up to 35% last 2017. Also they have developed its own app.
Recognitions (e.g. awards)	--
5. REFLECTION
Lessons learned	Rural development and regional heritage can’t be empowered without joining all different actors in one direction and managing them through a responsible and centralized institution.
Challenges met	All producers grouped under the same label. Regional development achieved (increased respectful tourism and recognition of regional products and cultural & environmental heritage). Protection and assessment achieved for all the regions.
Critical success factors	Producers involvement, acceptance of the label inside and outside the region and tourism interest.
6. MORE
web-references, documents	http://www.ebrebiosfera.org/en

Treehouses in Catalonia

2018-11-21T10:23:21Z

Good Practice Innovation Sheet

Items	Description
1. WHO
Key people and organisations (initiator, leader, partners)	Masia la Vileta (Sant Hilari Sacalm – Girona)
	The homestead The Vileta is a traditional Catalan rural house with an extremely pleasant environment. Built in the 14th century, customers will succumb at the charm of the farmhouse and its beautiful surroundings.

Key Figures	Surface	Inhabitants	Tourism arrivals	Tourism nights
	--	--	No data	No data
2. WHY
Reason for taking the good practice action	Capacity to take advantage of the forest and its materials to create an ecotourism experience by building treehouses in the middle of the woods.
Issues and challenge	Isolated area with a lot of environmental resources but no ideas for creating new business and region development regarding ecotourism.
3. HOW
Methods /steps / tools used (to develop the good practice)	Using the natural resources from the area (mostly forestry area) and building treehouses with local materials and ecological water systems as well.
4. RESULT
Specific/measurable results, benefits	10 different treehouses in a widespread area with la Vileta acting as the central hosting point. They have almost all treehouses booked for the entire year one year before.
Recognitions (e.g. awards)	--
5. REFLECTION
Lessons learned	It is possible to create a successful ecotourism business by only using wood resources and emplacing them in the middle of the nature, which brings a huge added value to the project.
Challenges met	Technical difficulties when building, hard to find balance between wellbeing and natural materials (no chemical products).
Critical success factors	Comfort of the costumers, provide a complete peaceful experience, to be completely surrounded by nature.
6. MORE
web-references, documents	http://www.cabanesalsarbres.com/en

Casa Albets

2018-11-21T10:24:05Z

Good Practice Innovation Sheet
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Items	Description
1. WHO
Key people and organisations (initiator, leader, partners)	Albets Family (Megan and Joel)
	The masia of the Albets family, settled in Lladurs, has been rehabilitated into a 4-stars hotel-restaurant with wide and comfortable rooms that follow the rustic character of the house. Casa Albets it's an ecologic and vegan hotel that cares about the environment and their guests' comfort.

Key Figures	Surface	Inhabitants	Tourism arrivals	Tourism nights
	200 ha	3	No data	No data
2. WHY
Reason for taking the good practice action	Rural development by rebuilding a house into a hotel. It is a patrimonial treasure from the XI century that went from generation to generation for ages. Ecology has been present in every stage of the rehabilitation and the restaurant is exclusively based on vegan, ecological and local ingredients.
Issues and challenge	Rural area with no offers for ecologic and vegan tourism. It is still now (2018) the only vegan restaurant and ecologic hotel in the Solsonès region, attracting many hosts from all the country.
3. HOW
Methods /steps / tools used (to develop the good practice)	Almost all the furniture has been manufactured by using own timber from the area. They are creating their own energy through local biomass. They are very connected to history and heritage and they provide local and ecological products from their land.
4. RESULT
Specific/measurable results, benefits	6 ecological rooms made with high quality materials. An exclusive vegan and ecologic restaurant with capacity for 40 people managed by an international chef specialized in vegan food.
Recognitions (e.g. awards)	--
5. REFLECTION
Lessons learned	Coherency should be permanent in all steps of the project, from design to final services to costumer.
Challenges met	Very targeted offer for tourism (vegan and ecological tourism) in a rural area. Rural development and renaissance by connecting heritage and gastronomy and taking back the people to isolated areas.
Critical success factors	Coherency in all phases, acceptance of the restaurant specific menu, wellbeing and natural experience for costumers.
6. MORE
web-references, documents	https://casaalbets.cat/en/