Executive Summary

The picturesque city of Venice is a destination well-known for its architectural and cultural allure, aspects of which include but are not limited to glass blowing, culinary arts, canal structure, and absence of vehicles. This unique lifestyle attracted roughly 26 to 30 million tourists annually prior to COVID-19. For decades prior to COVID, the number of tourist beds available in Italy consistently increased; between 1997 and 2019, the number of tourist beds available increased from 12,995 to 59,373, a 357 % increase over 22 years. This roughly 16% annual climb did not come without consequences. From 2000 to 2020, the resident population dropped from 76,007 to 51,550. As of 2019, there were more tourist beds available than residents. As a result, UNESCO gave Venice a deadline of 2021 to mitigate the environmental effects of tourism on the city or risk officially adding it to the endangered list. However, these trends rapidly changed when COVID19 spread across the world. In February of 2020 Venice was placed under lockdown to combat the influx of victims that plagued the nation. As a means to remedy the damage to tourism and local businesses, the SmartDest Project had chosen to sponsor a proposal from SerenDPT that focuses on solutions to issues of dependency and deterioration of Venetian Figure 2: The 3 Year Timeline of The SmartDest Project life. The goal was to analyze tourism and the effects that it had on the economy, environment and culture in Venice as well as to create policy to usher in sustainable tourism. In doing this we worked to supply SerenDPT with pre-COVID socioeconomic trends regarding tourism; to aid in the development of a tool to automatically collect real-time tourism data; and engage with stakeholders in tourism and plan an event for stakeholders to meet and discuss sustainable tourism. The individual stakeholders all have problems specific to their discipline and with varying severity. To help rally effort towards their cause, many of the stakeholders are members of associations and organizations in Venice. Local to Venice there are approximately fifteen main organizations that are routinely involved in tourism along with over one hundred associations also linked to tourism. In order to help these stakeholders, develop a more sustainable tourist experience in Venice, we first had to analyze pre-COVID socioeconomic data. Through timelines categorized into local events, international events, policies and law, political power, tourist beds and residential population. This research proved the fragility of the tourism industry, making it evident that it needed to be monitored. This led our team to renovate and repurpose the Venice Dashboard. Designing the new dashboard moved it from a tourist focused program to a researcher and policy maker oriented one. Our design presents data found from websites and API’s (application programming interface) which will be displayed in real time. The data will be displayed in various forms such as interactive maps, bar and line graphs and charts. All the information presented in real time will also now be stored in spreadsheets. In doing this the functionality of the website increases, as researchers will have a one stop spot for all socio-economic tourist data. To make this work useful in the world, the needs of the stakeholders must be discussed. As per the SmartDest grant, we organized multiple stakeholder events to be conducted in Venice with the goal of discussing tourist related issues to help bring officials and administrators make policy. We organized the events into 5 groups each of which will have members from associations discussing issues in their industry. The grouping is as such: hospitality, tourism, transportation, housing and commerce association. Topics of these events will have to do with finding different ways to support tourists coming to Venice and Venetian citizens themselves. We hope that this work will be beneficial to the grants goal of upgrading pan-European policy, influencing the issues of mobilization and exclusion brought on by tourism.