Manual for Tourism Management

Hoi An, Vietnam Bhaktapur, Nepal Melaka, Malaysia Lijiang, China

MANUAL FOR TOURISM MANAGEMENT IN HERITAGE CITIES AND TOWNS IN ASIA

for Local Government and Community Stakeholders

UNESCO NORDIC WORLD HERITAGE OFFICE

prepared by

McDougall & Vines, Conservation and Heritage Consultants 27 Sydenham Road, Norwood, South Australia, 5067

Ph: 61 8 8362 6399 Fax: 61 8 8363 0121 Email: [email protected]

CONTENTS Foreward

Page

1. Introduction 1.1 Introduction 1.2 Background to Workbook 1.3 Objectives of this Workbook 1.4 How to use this Workbook 1.5 Overall Model for Sustainable Cultural Heritage

Management & Tourism: Models for Cooperation among Stakeholders

1

2. Model for Fiscal Management 2.1 Model for Fiscal Management (Model No. 1) 2.2 Funding for Conservation & Tourism 2.3 Revenue Capture through Tourism 2.4 Non Dollar Contributions 2.5 Others

5

3. Model for Sustainable Cultural Heritage Tourism & Heritage Resource Base

3.1 Model for Investment by the Tourism Industry (Model No. 2)

3.2 Heritage Resource Base - Identification & Protection

3.3 Tourism Activities 3.4 Development of a Tourism Strategy 3.5 Tourism Investment Opportunities and

Responsibilities

11

4. Model for Community Education & Skills Training

4.1 Model for Community Education & Skills Training (Model No. 3)

4.2 Stakeholder Participation 4.3 Awareness Raising Mechanisms 4.4 Tourism Skills Training 4.5 Academic Skills Training 4.6 Technical Skills Training 4.7 Employment Opportunities

16

5. Model for Building Community Consensus

5.1 Model for Building Community Consensus (Model No. 4)

5.2 Involvement of Stakeholders

5.3 Preparation of Vision

5.4 Role of New Partisan Mediator/Facilitator

5.5 Approaches for Building Community Consensus & Creating a Collaborative Community

22

UNESCO Cultural Heritage Management & Tourism Workbook Contents

CONTENTS (cont)

6. Case Studies 6.1 Bhaktapur (Nepal)

6.2 Hoi An (Vietnam)

6.3 Kandy (Sri Lanka)

6.4 Levuka (Fiji)

6.5 Lijiang, PR China

6.6 Luang Prabang (Lao PDR)

6.7 Penang (Malaysia)

6.8 Vigan (Philippines)

7. Preparing & Implementing a Cultural Heritage Tourism Strategy & Action Plan

27

8. Evaluation & Monitoring of Strategies & Action Plan

7.1 Evaluation & Monitoring Process 7.2 Indicators of Project's Success & Sustainability

7.2.1 Statistical Indicators 7.2.2 Tourist arrivals 7.2.3 Economic Indicators 7.2.4 Contribution of Tourism Industry to

Conservation 7.2.5 Public Participation 7.2.6 Other Indicators

7.3 Project Impact 7.3.1 Assess the overall assessment of your

project on your local community in the following areas

7.3.2 Record Changes that have been made to Municipal Ordinances

29

9. Sources of Information & Contacts

35

Front cover illustrations – four of the case study pilot sites included in the UNESCO program

Contents UNESCO Cultural Heritage Management & Tourism Workbook

FOREWORD

[By Richard Engelhardt]

UNESCO Cultural Heritage Management & Tourism Workbook Page 3

1. INTRODUCTION

1.1 Introduction Throughout the Asia Pacific Region there are places worth keeping because they enrich our lives - by helping us understand the past, by contributing to the richness of the present environment, and because there is an expectation they will be of value to future generations. There are many historic towns and cities within Asia where traditional ways of life remain, and these have become the focus for tourists who are interested in rich cultural tourist experiences. As the fastest growing and one of the most profitable industries in the world, tourism offers unparalleled opportunities for the economic development of local communities living in or near heritage sites in Asia and the Pacific. Throughout the region, the economic turmoil of recent years has led both to an increased reliance on international and domestic tourism as a means of generating revenue, as well as spurring deeper introspection about the contribution of culture and heritage to sustainable economic development. Where traditional economic activities are in decline, employment in tourism-related activities offers many new opportunities. Properly managed tourism development can provide jobs and thus help to stem the out-migration of youth and other marginally-employed members of the community, alleviate poverty by providing new employment opportunities in the service sector, and revitalize traditional building and craft industries. Tourism can enhance both the physical and heritage environment, and offer a positive, peaceful way for communities to express pride in their cultural identity. The Office of the UNESCO Regional Advisor for Culture in Asia and the Pacific works closely with heritage site managers, non-governmental organisations specialising in heritage conservation, tourism operators, local governments and indigenous communities on programs that ensure the continued survival of the region's diverse heritage. Ultimately, tourism, if it is to be a sustainable industry, must invest in heritage conservation so as to ensure the survival of the cultural and natural resources on which the tourism industry is based. While encouraging the establishment of locally-owned and operated cultural tourism industries, UNESCO's principal focus is on ensuring that tourism becomes a major force for sustainable cultural and natural resource conservation and development.


1.2 Background to Workbook During the period 1997-2001 UNESCO, in partnership with the Norwegian Government Funding Agency, implemented a four year project on 'Cultural Heritage Management and Tourism: Models for Cooperation Among Stakeholders'. This project was located in the Asia/Pacific region, with special attention given to sites listed on the UNESCO World Heritage List (or on the State Parties' Tentative List of World Heritage Properties). Other involved agencies included heritage management authorities in the region, national tourism administrators, local government, local communities, NGO's and private sector tourism parties. The aim of the project was to open and structure avenues of communication between the tourism industry and those responsible for the conservation and maintenance of cultural heritage properties. By developing and testing models for the preservation of heritage and development of tourism as a local resource, the aim was to form mutually beneficial alliances which would be both economically profitable and socially acceptable to local inhabitants and other stakeholders. A framework of four models was developed in Lijiang, in October 2001. Eleven historic towns were selected in a variety of locations in the region. In each of these pilot sites a team of local experts and/or stakeholders undertook an in depth study on the impact of tourism on heritage preservation. Each of the pilot sites was documented and the economics of cultural tourism at the site and its implications for protection, conservation and management of heritage assessed. Throughout each of the projects, specific emphasis was placed on ensuring the cooperation of women and youth. During all phases of the project the resources and expertise of organisations such as the Pacific Asia Travel Association (PATA) and local non-government organisations, in particular religious groups, and educational and vocational training institutions, heritage and cultural preservation societies, were all involved. Pilot sites which formed part of the study included: Bhaktapur (Nepal), Ha Hoe (Republic of Korea), Hoi An, (Vietnam), Kandy (Sri Lanka), Levuka (Fiji Islands), Lijiang (PRChina), Luang Prabang (Lao P.D.R.) Melaka and Penang, (Malaysia), and Vigan (Philippines).

Hoi An, Vietnam, one of the eleven historic towns involved in the four year project

Page 2 UNESCO Cultural Heritage Management & Tourism Workbook

1.3 Objectives of this Workbook

This workbook aims to provide an easily used and user friendly working manual for communities to implement the four models on cultural heritage management and tourism. The models developed are as follows:

• Model for fiscal management of heritage conservation, maintenance and development at a municipal level - achieved through an overview of current income generating mechanisms and then the identification and utilisation of new opportunities. (Model 1)

• Model for investment by the tourism industry in the sustainability of the culture heritage resource base - achieved through the education of tourism operators on the value of culture heritage and by formulating means by which the tourism industry can contribute to conservation activities. (Model 2)

• Model for community education and skills training leading to employment in the heritage conservation and culture tourism sector, with an emphasis on opportunities for women and youth - achieved by identifying needs in the areas of equipment applications and training, and by designing programs to meet these needs. (Model 3)

• Model for building community consensus among tourism promoters property developers and heritage conservationists - achieved by encouraging group participation in the formulation of case studies and activity implementation, and by providing a structural venue where all stakeholders can raise and discuss their situations and concerns. (Model 4)

These models provide the basis for formulating appropriate legal framework for the protection of community heritage assets. 1.4 How to use this Workbook This workbook has been designed to allow local communities to use the folder as a working document. The two column format provides a checklist, with notes and tasks to be recorded in the right hand column of the workbook, and where required on additional pages. The loose leaf format allows material collected relating to each of the models to be slotted in, either in plastic sleeves or directly bound into the ring binder format. This will allow constant updating of the workbook and ensure that it is a 'hands on' and useful document regularly referred to.


1.5 Overall Model for Sustainable Cultural Heritage Management & Tourism - Sequence of investigations, decisions & action

Four models have been developed and tested for the conservation of heritage and development of tourism as a local resource. The following diagram presents a picture of how these four models relate.

Cultural Heritage Identification and Assessment

FORMULATE VISION

SUSTAINABLE TOURISM MARKETPLACE

Fisca ent l Managem-

aptive Re enue fromC

Com efit

vTourism for munity Ben

Comm ation unity Educ& Skills

Training to enhance local employment

MODEL 2 Investment by the Tourism

Industry -

Sustainable cultural heritage resource base

MODEL 1

Fiscal Management -

Captive Revenue from Tourism for

Community Benefit

MODEL 3

Community Education & Skills

MODEL 4

Build Community Consensus

- Training to enhance local employment

FORMULATE STRATEGIES & ACTION PLANS

IMPLEMENT STRATEGIES to Improve Benefits for all

Stakeholders

PROJECT INDICATORS (Specific measurable Results) ONGOING CULTURAL TOURISM IMPACT (Assessment, Monitoring & Evaluation


2.0 MODEL FOR FISCAL MANAGEMENT 2.1 Model for Resource Generating Mechanisms (Model No. 1) The following outlines a model for Fiscal Management of heritage conservation, maintenance and development at a municipal level - achieved through overview of current income generating mechanisms and identification and utilisation of new opportunities.

Non $ Contributions

INVESTIGATE SOURCES OF FUNDING

Funding for Conservation & Tourism

Revenue Capture through Tourism

Direct Revenue

Indirect Revenue

Government

International

National

State

Local

Non Government/ Private

FINANCIAL PLANNING FRAMEWORK

OVERALL VISION

FINANCIAL MANAGEMENT FRAMEWORK (Argun's notes)

ACTION PLAN ALLOCATING RESOURCES implementation Expenditure Control


2.2 Funding for Conservation & Tourism International Agencies • International Development Banks (eg, World

Bank)

• Institutions (e.g. Getty Grant Program)

• World Monuments Fund

• Ambassadors’ Special Fund

• Country of Origin Funds

• Other?

Government Agencies National

• Cultural Heritage Fund (grant/loan)

• Special events (film, conferences, performances in historic cities, etc.)

• Special Allocations

• Other?

State




• Other?

Local/Municipal



• Exemptions/ Waivers /Deductions

• Combined Admission Ticket to Historic Sites

• Revenue from Devotees/ Pilgrims

• Other?

Non Government/Private Sources

• Private Trusts / Donations

• Sponsorships from companies

• Other?

Notes on your project: use additional pages as required Actions:

• Set up contact lists for each agency

• List requirements for funding applications

• Name of relevant fund

• Due date

• Conditions of eligibility

• Background material required

Actions:

• List of relevant funding sources

• Government Department

• Contact list

• Special requirements

• Calendar of Events

Actions:

• List of relevant funding sources

• Government Department

• Contact list

• Special requirement


Actions:

• Build up Local Government Contact List


• Task force membership

• Relevant Local Government Regulations

Actions:

• List of organisations

• Contacts

• Companies to approach

• Consider lateral links for sponsorship


2.3 Revenue Capture through Tourism • Hotel Tax

• Site Entry Tax

• Visitor Centre Fee

• Service Tax

• Other?

2.4 Non Dollar Contributions • Volunteer Organisation

• Heritage Owners’ Clubs

• Free Professional Advice (via NGO or others)

• School Children/Groups

• Heritage Trust Organisations

• University Research Institute

• Student Placements

• Unemployment Schemes

• Individual Contributions

• Other?

2.5 Others Indirect Revenue

• Sale of Goods & Services

• Festivals

• Performing Arts

• Temple Donations

• Other?

Notes on your project Actions:

• Investigate tax/fee distribution process

• Negotiate percentage for cultural conservation

• Develop programs to benefit from this revenue source

Actions:

• Make contact with relevant groups

• Develop information sheet/notes on projects to distribute to organisations/people

• Develop appropriate work programs/links

• Check legal requirements for volunteers, insurance liability, etc.

• Develop links with groups working in tourism and conservation to provide assistance with education programs

Actions:

• Develop unique, attractive local product

• Link Festivals and performances to sites


Section 2.0: Model For Fiscal Management Further Notes


2.6 Case Studies • At Bhaktapur, Nepal, a US$8 entry fee

generates considerable revenue for conservation works within the city. (more information to be included)

• In Lijiang, PR China, hotels are restricted to

the area outside the historic conservation district in order to remove re-development pressure on private property within the historic area. (more information to be included)

• In Hoi An, Vietnam, revenue from a US$3.50 visitor entry fee to the heritage area is banked in a fund which is distributed to residents within the historic conservation district to help them undertake repairs to their houses. Incentive grants are allocated to property owners for conservation works often with 50% costs of conservation works being funded. Substantial projects are being undertaken using this financial incentives program and the traditional crafts of brick manufacture, timber joinery work, use of traditional lime paints, and terra cotta tiled roofing are still very much part of the community economic structure. Revenue from the tickets is also used to hire a conservation architect attached to the municipal government office who provides free architectural services for residents who are repairing their historic properties within the conservation district.

• The visitor entry ticket (see illustration next

page) this has five stubs allowing visitors to enter five heritage houses/museums (from among several choices). They are offered tea by the occupants/ curators who then explain the history, significance and outstanding features of the house. Ticket stubs allow owners to collect an amount from the municipal government for the maintenance and upkeep of the house. Should a tourist want to visit more heritage structures, he/she can purchase another ticket. Aside from the financial assistance given to the home owners of structures visited, proceeds from the ticket sales are also used for site management and for purchasing heritage properties which are in need of restoration. It is significant to note that the inhabitants of purchased/restored houses are permitted to remain as custodians of the houses and to act as hosts to visitors.


HOI AN ENTRY TICKET

Front of ticket

Back of ticket


3.0 MODEL FOR SUSTAINABLE CULTURAL HERITAGE TOURISM & HERITAGE RESOURCE BASE

3.1 Model for Investment by the Tourism Industry (Model No. 2) The following outlines a model for investment by the Tourism industry in the sustainability of the culture heritage resource base - achieved through education of tourism operators on the value of culture heritage and by formulating means by which the tourism industry can contribute to conservation activities.

Cultural Heritage Resources/Infrastructure

Measure relevant indicators

STRATEGIES/ACTIONS

Development of Policies which provide

Opportunities for Enhanced Public and Private Sector Activity and Investment by the

Tourism Industry (linked with poverty

alleviation)

Tourism Resources/Infrastructure

Measure relevant indicators

Community Resources/Infrastructure

(Urban) Measure relevant indicators

carrying capacity of site

Supply/demand

Industry Advisory Group - Public/Private - what is your tourism market?

OVERALL VISION

Analysis of existing legal framework & municipal ordinances (including

demolition control)

Identify Tourism Investment Opportunities

and Responsibilities

MONITORING, EVALUATION AND

REVIEW

Identify Conservation and Interpretation

Objectives and Responsibilities


3.2 Heritage Resource Base - Identification & Protection

What are your cultural heritage assets and resources? Who are the key organisations? 3.3 Tourism Activities Existing activities/venues

• Visitor Centre

• Tourism Promotion Office What are the current tourist activities and resources in your city?


Check any existing inventories or lists

• Analyse inventories from other places

• Develop a format for own inventory

• Commission appropriate people to carry out comprehensive inventory

• Monitor progress of inventory

• Are there any other resources?

• What legal protection is currently available for sites?

• Identify all the relevant heritage, tourism and conservation stakeholders

These will include

• Government Departments and Agencies (local, state and national)

• Community and religious groups

• Property owners and their representatives

• Residents and tenants

• Users and visitors

Actions:

• Assess location and level of use of existing outlets and facilities

• Make sure the information available is accurate, current and accessible

• Analyse activities, and locate any surveys already undertaken

• Arrange for useful surveys of resources, including visitor numbers and opinions


3.4 Development of a Tourism Strategy Planning framework for heritage protection - to prevent demolition. What are the relevant management charters and development framework? 3.5 Tourism Investment Opportunities

and Responsibilities • Visitor Centre

• Tourism Promotion Office

• Co-ord. Planning Office

• Model Conservation Projects

• Re-use Projects

• Heritage Trails

• Interpretation Signage

• Events and Festivals


• Check existing protection status - legal or informal. Is it appropriate or does it need review?

• Formulate and document reasons for keeping places/objects for tourism purposes

• Find examples of heritage protection frameworks in other locations which can be adapted

• Determine funding and support for reviewing the planning and/or protection framework, and budget for this

• Check for any legal or unofficial framework for development

• Review existing state and municipal planning controls including demolition control

• Look at overseas charters, eg ICOMOS Cultural Tourism Charter

• Assess the need for producing development guidelines which support sustainable actions in the local area

Actions:

• Establish a working group for assessing investment opportunities

• Clarify responsibilities

• Establish viability of pilot projects – select one or more model projects and gain support for these

• Document project tasks and timelines

• Monitor pilot projects carefully, success is essential


Section 3.0: Model for Sustainable Cultural Heritage Tourism & Heritage Resource Base Further Notes


3.6 Case Studies • Penang (Malaysia) • Vigan (Philippines)

[INVENTORY SHEET EXAMPLE]


4.0 MODEL FOR EDUCATION & SKILLS TRAINING 4.1 Model for Education and Skills Training (Model No. 3) The following outlines a model for community education and skills training leading to employment in the heritage conservation and culture tourism sector, with an emphasis on opportunities for women and youth - achieved by identifying equipment applications and training needs and by designing programs to meet these needs.

OVERALL VISION

Community Stakeholders (particularly women & youth) COMMUNITY CULTURE/KNOWLEDGE BANK

Human Resource Development Plan

(Bridge gap between supply & demand

PARTNERSHIPS (Educational institutions, International/national/local government, NGOS's & industry)

Commitment to Education/Skills Training

EDUCATION & TRAINING PROGRAMS

RESEARCH

• Themed Interpretation • Raising Awareness • Skills Training Apprenticeship • Academic Programs Curriculum Development • Technical Education Programs • Entrepreneurship

PROGRAM EVALUATION/COMMUNITY PRIDE

Cultural Tourism Employment Opportunities

Cultural Tourism Employment Opportunities

DEMAND What do we need now? SUPPLY

What do we have now? Assessment and forecast of types of skills, knowledge, attitude, quantity, time line

Assessment and forecast of human resource


4.2 Stakeholder Participation Community Stakeholders

• Who is your community?

• What are their skills?

• What specific needs does the community have?

• Which are short term, which are long term?

4.3 Awareness Raising Mechanisms • School Curriculum

• Gender Issues

• Volunteerism

• Environment and Heritage Awareness

4.4 Tourism Skills Training • Arts and Crafts

• Performing arts

• Hospitality

• Cuisine

• Communication skills


• Establish a list of stakeholders

• Formulate workshops to determine:

• Existing educational programs

• Desired educational programs

• Existing equipment and resource base

• Desired equipment and resource base

• Short term versus long term needs - establish priorities

Actions:

• Explore existing school resources

• Are there existing curriculum units which can be adapted for local needs

• Identify employment opportunities for women and youth

• Ensure employment opportunities are made available to women and youth

• Explore heritage trust frameworks

• Make contact with other organisations which use volunteer support and learn from these programs

• Establish an employment reference centre

• Gather publication resource material on environment and heritage issues and create a resource centre

Actions:

• Assess available tourism training programs

• Gather information on local tourism skills and talents and develop relationships with artisans, chefs etc

• Establish work experience opportunities

• Ensure quality of product and maintenance of appropriate training standards


4.5 Academic Skills Training • Archaeology

• Conservation

• Sociology

• Geology

• Tourism

• Cultural Studies

• Economics

• Entrepreneurship

4.6 Technical Skills Training • Architecture

• Engineering

• Material Conservation

• Computer Technology

• Teacher Training

• Environmental Science 4.7 Employment Opportunities • Cultural Tourism

• Heritage Conservation


• Assess available academic courses - where are these available?

• Analyse relevance of existing programs

• Are there on-line or distance learning opportunities?

• Can programs run case studies in the local region thereby assisting your project?

Actions:

• Assess available technical courses - where are these available?

• Analyse relevance of existing programs

• Are there on-line distance learning opportunities?

• Utilise existing training programs as local projects

• Can Local training module information be used from other sources

• Liaise with funding sources for appropriate financial support.

Actions:

• Establish opportunities and priorities

• Liaise with potential employers


Section 4.0: Model for Community Education & Skills Training Further Notes


4.8 Case Studies • Lijiang (China) • Kandy (Sri Lanka)


5.0 MODEL FOR BUILDING COMMUNITY CONSENSUS 5.1 Model for Building Community Consensus (Model No. 4) The following outlines a model for Building Community Consensus among tourism promoters property developers and heritage conservationists - achieved by encouraging group participation in the formulation of case studies and activity implementation, and by providing a structural venue where all stakeholders can raise and discuss their situations and concerns.

Community Stakeholders

Establish Common Ground (through

process of non partisan mediation)

Create working partnerships & shared

vision

Leadership for all community groups

Community Groups

Formulate Vision for Sustainable Cultural Tourism

Heritage Lobby Groups

Public Sector

Commercial Sector

Others

OVERALL VISION Measure relevant indicators


5.2 Involvement of Stakeholders • Government and Public Sector

• Commercial Sector

• Heritage Groups

• Community Groups

5.3 Preparation of Heritage Vision • Involving all groups directly or indirectly

• Outcome to be acceptable to all

5.4 Role of Non-Partisan

Mediator/Facilitator Preferred qualities of mediator • Prominent and easily recognisable

• Professional mediating skills

• Cultural, intellectual & social credibility

• Able to maintain focus on vision


• Locate all formal & informal stakeholder groups

• Establish appropriate spokespeople

• Recognise conflicts and formulate appropriate and acceptable compromises

Actions:

• Run effective workshops/forums

• Analyse language and approach

• Work past 'motherhood' statements

• Encourage positive participation Actions:

• Approach appropriate people as possible mediators

• Establish frame of reference for mediation in cultural heritage forum


5.5 Approaches for Building Community Consensus & Creating a Collaborative Community It is essential that any plan to introduce sustainable cultural tourism for any site is fully embraced and supported by all members of the local community, and is seen as a non-partisan issue. The following strategies, prepared at earlier workshops, suggest ways to ensure this occurs. As you would expect, some of these actions overlap with actions suggested in the Models worked through in this workbook.

• Develop a shared community vision for the future, with widespread resident participation and support.

• Make positive local change a reality – embrace passionate local people who are committed to spending the time, energy and other resources on their local community well-being.

• Develop local leadership and champions who are committed to local development efforts. Continually develop and renew leadership skills.

• Talk up the community - a Positive Community Mindset focuses on optimism, belief, expectation, hope. Economic and social destiny lies in the community's hands.

• Explore new and clever ways of doing things, experiment, make changes to make that vision a reality, take risks and invest in the future.

• Learn from the experience of others and be open to ideas - search for new and appropriate ideas, development options and possibilities and find expertise from outside if not available locally.

• Recognise and promote healthy and sustainable community behaviour such as inclusive community participation, consensus decision making, win-win solutions, collaboration and stewardship of resources.

• Focus on youth development and their active participation in the community and promotion of women in leadership roles.

• Promote, involve and recognise the contributions and value of volunteers

• Express community pride and confidence in by improving the physical presentation and local investment opportunities of your community.

• Recognise the importance of local business vitality through actions of appreciation and support.

• Establish clear responsibility for facilitation, coordination and management of local economic and social development.

• Identify and promote a clear and unique marketable identity.

• Forge partnerships with neighbouring communities for collaborative action and peer learning.

• Provide support for local education opportunities.

• Encourage a positive local newspaper, matched by the ability of local people to utilise all forms of the media effectively.

• Effect legislative change if necessary - lobby for and vote in a local government council which provides leadership and vision, and is viewed as a 'facilitator' rather than a 'regulator'.

• Prepare an action plan which includes bite-size and medium to long term initiatives, and continuously evolves through consultation and participatory planning processes.


Section 5.0: Model for Building Community Consensus Further Notes


5.6 Case Studies • Levuka (Fiji) • Luang Prabang (Lao PDR)


6.0 PREPARING & IMPLEMENTING A CULTURAL HERITAGE TOURISM STRATEGY & ACTION PLAN

Step One - Preparation of Vision Statement A Vision Statement should be prepared for your project which reflects the aspirations of the community for the development of a sustainable cultural tourism and heritage industry. This will incorporate the conservation and development of community resources. Example of Vision Statement: Step Two - Determine strategies for inclusion in your Action Plan The previous sections of the workbook have allowed you to analyse and assess your communities needs and possibilities under the four areas covered by the models. This analysis provides the basis for preparing strategies and actions within your Action Plan document. List the proposed strategies and associated actions indicating a time frame for their implementation. A brief description should be given for each activity and the desired outcome for the community. The following table may be used to list these activities and their implementation time frame:

Actions 2003 2004 2005

1 2 3 4 4 2 3 4 1 2 3 4

1.

2.

3.

4.

5.

6.

7.

8. Step Three - Implement strategies Clear priorities should be set for implementing the strategies, with strategies and actions formulated as short term, medium term and long term strategies. These can be re-assessed over time, depending on people and funding resources, and unexpected opportunities and factors which arise during the course of the project.


PREPARATION OF ACTION PLAN - POSSIBLE FORMAT

Vision Statement

Refer to Model workpages for possible actions

Strategies Actions

Fiscal Strategy

(Model 1)

Action 1

Action 2

Action 3

Action 4

etc

Sustainable Tourism & Heritage Resource Base

(Model 2)

Action 1

Action 2

Action 3

Action 4

etc

Community Education & Skills Training

(Model 3)

Action 1

Action 2

Action 3

Action 4

etc

Community Consensus Building

(Model 4)

Action 1

Action 2

Action 3

Action 4

etc


7.0 EVALUATION & MONITORING OF STRATEGIES & ACTION PLAN

7.1 Evaluation & Monitoring Process The progress of your Action Plan should be carefully tracked. At regular intervals (say every 12 months) a short evaluation report should be prepared which honestly analyses the progress of your Action Plan, and the changes which have resulted from your tourism project on the development of a sustainable cultural heritage tourism industry. Anticipated outcomes will be in the areas of the four models, ie:

• Fiscal Strategy (Model 1)

• Sustainable Cultural Heritage Tourism & Heritage Resource Base (Model 2)

• Community Education & Skills Training (Model 3)

• Community Consensus Building (Model 4)

Indicators can be used to measure the outcomes and success of your project. It is important to be as self-analytical as possible, and to be realistic about successes and failures. Not everything will succeed and successful projects generally have a long time frame, so do not be discouraged in the short term. A ten year time frame is probably a realistic framework to be working within. This evaluation report should cover the following areas:

• Vision Statement (this may need to be revised)

• First Draft Action Plan (formulated in relation to four models)

• Re-formulated Action Plan (measured against the four models)

• Assessment of Action Plan (measured against indicators of success, as outlined below)

• Assessment of project impact The successes of your project should be publicised through a variety of sources, including newspapers, television, radio, magazines and other publications. 7.2 Indicators of Project's Success & Sustainability 7.2.1 Statistical Indicators To measure project success and sustainability, base line statistics in areas which measure the impact of the project can be used, namely:

• municipal resources available for heritage conservation and the utilisation of these resources

• revenues derived from tourism which are devoted to heritage conservation

• local employment opportunities in both tourism and the maintenance and preservation of the heritage

• contribution of heritage tourism to the local economy By comparison of statistical indicators the success and impact of the project can be measured in the following areas . 7.2.2 Tourist arrivals Using the tabulation below, indicate the number of visitors to the site for the several years (eg 2001 – 2004) Also analyse the general trend in tourist arrivals for the site. If there are significant changes between years, identify the reasons for the major increase or drop in tourist arrivals.


Tourist Arrivals

Category 2001 2002 2003 2004

(estimated)

Domestic tourists

Foreign tourists

Total 7.2.3 Economic Indicators This indicator provides information about the income of the site and how the municipal government allocates available funds for the different functions and services it performs. Using the sample tabulation below, indicate the items of income and expenditure in US dollars and percentage of the total income or expenditure.

Municipal Income (in US$)

Sources of Income 2003 2004 2005 2006 (est)

Amount % Amount % Amount % Amount %

1. Local taxes

2. Property taxes

3. Economic enterprise

4.

5.

Total

Municipal Expenditure (in US$)

Expenditure 2003 2004 2005 2006 (est)

Amount % Amount % Amount % Amount %

1. Economic development

2. Tourism promotion

3. Cultural conservation

4. Social development

5. Infrastructure

6.

7.

Total


7.2.4 Contribution of Tourism Industry to Conservation This indicator describes, analyses and evaluates the schemes that are implemented by the municipality in order to raise funds from the tourism industry, and how much of this revenue is re-allocated for heritage conservation. Revenue Capture from Tourism Industry This indicator highlights the successes as well as the shortcomings of the strategies implemented at the site to manage tourism and to capture a percentage of the industry’s revenue to fund heritage conservation.

Revenue Capture (in US$)

2003 2004 2005 2006 (est)

Description of scheme Amount % Amount % Amount % Amount %

1. Parking fee

2. Entrance fee

3. Hotel and restaurant tax

4. Municipal tour guiding services

5. Sales of books, brochures, maps

6. Public toilets

7. Cultural shows

8. Other

Total Reinvestment of Tourist Revenue into Site Conservation The site can either use the figures for 2001 (actual figures) or for 2002 (estimated).

Amount Reinvested into Heritage Conservation (in US$)

(1) (2) (3) (4) (5)

Description of scheme Total Amount Collected

Amount Retained by Municipality

Amount Re-injected into

Heritage Conservation

Percentage of Total Amount

Collected

[(4 )/(2)]

1. Parking fee

2. Entrance fee

3. Hotel and restaurant tax

4. Municipal tour guiding services

5. Sales of brochures, books, maps

6. Public toilet

7. Cultural shows

8. Other

Total


7.2.5 Public Participation Community Participation in Tourism Services and Conservation This indicator analyzes how the community is mobilized, either through employment in the tourism industry or through active involvement in heritage conservation. Base line statistics can be obtained from the site case study prepared in 1999-2000.

Community Participation

Item 2003 2004 % Increase

1. No. of local tour guides

2. No. of food outlets owned and run by locals

3. No. of accommodation facilities owned by locals

4. No. of souvenir/craft shops owned and run by locals

5. No. of locals employed in traditional performing arts

6. No. of locals involved in volunteer programs of heritage conservation

7. No. of locals employed in heritage conservation schemes Participation in Heritage Education

• Is heritage taught at school? What school/s and at what levels of education?

• Are there any schemes to involve students in heritage conservation? If so, describe the different schemes and how effective the schemes are

• Are there any community heritage education projects? If so, describe the projects and their impact on the community.

7.2.6 Other Indicators • For each activity implemented under the site re-formulated action plan, provide other indicators of

success (or failure), either by using figures and/or percentages (increase or decrease).

• In case the result of the implementation of an activity cannot be quantified, provide a qualitative description of the outcome.

Example: Activity: Reduce noise pollution within the historic district of Vigan

Indicators: a) Number of motorised tricycles reduced from 2,500 in 999 to 1,200 in 2002.

b) One street in the centre of the historic core of Vigan was pedestrianized in 2001.


7.3 Project Impact 7.3.1 Assess the overall assessment of your project on your local community in the following

areas: • Fiscal Strategy (Model 1)

• Sustainable Cultural Heritage Tourism & Heritage Resource Base (Model 2)

• Community Education & Skills Training (Model 3)

• Community Consensus Building (Model 4)

7.3.2 Record Changes that have been made to Municipal Ordinances Record Changes that have been made to Municipal Ordinances and other legal frameworks to enforce the protection and appropriate management of the cultural heritage resource base. This will include demolition control, appropriate planning ordinances which incorporate conservation provisions and inclusion of appropriate land use activities.


8.0 USEFUL CONTACTS

Localise with Asian Reference - ask UNESCO Office and Participants AESOP Business Volunteers Ltd - www.aesop.org.au Ausheritage – www.ausheritage.org.au Australia ICOMOS: http://www.icomos.org/australia/ Australia - New South Wales Heritage Office: www.heritage.nsw.gov.au Australian Heritage Commission - www.ahc.gov.au Badan Warisan Malaysia : [email protected] Penang Heritage Trust: http://www.pht.org.my/ SACON International - www.saconinternational.com.au UNESCO 5th Floor Darakarn Building, 920 Sukhumvit Road, Bangkok 10110 Thailand Telephone: (66 2) 391 0577 ext. 501-504 Fax: (66 2) 391 0866 Website: www.unescobkk.org/culture/

• The 2003 UNESCO Asia-Pacific Heritage Awards For information about previous winners and current information: http://www.unescobkk.org/culture/heritageawards/

• UNESCO-Ahpada Seal of Excellence Awards for Handicraft Products from Southeast Asia: http://www.unescobkk.org/culture/craftseal/

• Leap Online! - UNESCO's on-line discussion group for cultural heritage at http://www.unescobkk.org/leaponline/

World Bank – www.worldbank.org


http://www.aesop.org.au/

http://www.ausheritage.org.au/

http://www.icomos.org/australia/

http://www.heritage.nsw.gov.au/

http://www.ahc.gov.au/

mailto:[email protected]

http://www.pht.org.my/

http://www.saconinternational.com.au/

http://www.unescobkk.org/culture/heritageawards/

http://www.unescobkk.org/culture/craftseal/

http://www.unescobkk.org/culture/craftseal/

http://www.unescobkk.org/leaponline/

http://www.worldbank.org/

9.0 SOURCES OF INFORMATION

Charters • The Australia ICOMOS Charter for the Conservation of Places of Cultural Significance (The Burra

Charter), 1979, rev 1999

• The Illustrated Burra Charter First Edition 1992, currently being updated

• The New Zealand ICOMOS Charter for the Conservation of Historic Places The Nara Document on Authenticity (adopted March 1993)

• Understanding The Burra Charter - A Simple Guide to the Principles of Heritage Conservation in Australia (pamphlet 1996)

•

•

•

•

The Venice Charter, The International Charter for the Conservation and Restoration of Monuments and Sites, 1964

Principles for the Conservation of Heritage Sites in China, the Getty Conservation Institute 2002, available December 2002 on Australian Heritage Commission website

Nara Document on Authenticity 1994

International Cultural Tourism Charter - Managing Tourism at Places of Heritage Significance, (adopted October 1999 by ICOMOS General Assembly)

Publications • Australian Heritage Commission, Successful Tourism at Heritage Places: A Guide for Tourism

Operators Heritage Managers and Communities, Canberra, July 2001

• CRM: Cultural Resource Management – Preservation in the Pacific Basin, US Department of the Interior National Parks Service – collection of articles focusing on preservation in Asia and the Pacific, Volume 19, Number 3, 1996

• Cultural Heritage Conservation in Urban Upgrading – Case Study Ningbo, China, The World Bank, May 1999

• Heritage Habitat – a source book of the Urban Conservation Movement in Asia and the Pacific, compiled by Khoo Salma Nasution, published by the Asia and West Pacific Network for Urban Conservation (AWPNUC) November 1997

• Loh –Lim, Lin Lee The Blue Mansion – The Story of Mandarin Splendour Reborn, Penang 2002

• The Heritage of Hong Kong, Hong Kong Antiquities and Monuments Office, January 1992

• Historic Environment, Volume 15, Number 3, 'The Asian Connection', Australia ICOMOS, 2001

• Kerr, J.S.: The Conservation Plan - A Guide to the Preparation of Conservation Plans for Places of European Cultural Significance, National Trust of Australia (NSW) 1982

• Logan, William S, Hanoi Biography of a City, University of New South Wales Press Ltd, Australia, 2000

• McDougall K, & Pettman B, The Ohel Leah Synagogue, Hong Kong, Its History and Conservation, Jewish Historical Society of Hong Kong, 2001

• Facade Restoration Guidelines - URA Singapore Publication, available at www.ura.gov.sg

• Sustainable Tourism and Cultural Heritage – A review of development assessment and its potential to provide sustainability, the Nordic World Heritage Office, November 1999

• Twelve Tips on Caring for Old Buildings (pamphlet 1997) (Australia ICOMOS and National Trust of Australia)

• Urban Redevelopment Authority (URA), Singapore Publications (can all be ordered at www.ura.gov.sg)

• Conservation Handbook, URA Singapore Publication • Conservation Guidelines July 1995 Edition, URA Singapore Publication • Conservation Guidelines Technical Supplements, URA Singapore Publication

• Understanding The Roofs, July 1997


• Understanding The Partywalls, July 1997 • Understanding The Timber Floors & Staircases, July 1997 • Understanding The Doors, Windows & Vents, December 1997 • Understanding The Ornamental Plasterworks, December 1997 • Understanding The Mechanical & Electrical Services, June 1998 • Understanding The First Storey: Five-Footway & Front Facade, June 1998

• Conservation Technical Leaflets, URA Singapore Publication • Home.Work.Play, Urban Redevelopment Authority, Singapore, 1999 • Objectives, Principles and Standards for Preservation and Conservation, Urban Redevelopment

Authority Preservation of Monuments Board, Singapore, August 1993 • Video Tape on 'Restoring the Singapore Shophouse', URA Singapore Publication

• Vines, Elizabeth: Streetwise - a Practical Guide - for the Revitalisation of Commercial Heritage Precincts and Traditional Main Streets in Australian Cities and Towns, National Trust of Australia (NSW), Sept 1996

Conference Proceedings • Conserving Cultural Heritage for Sustainable Social, Economic and Tourism Development, Learning

from Bali Cultural Heritage Conservation and International Experiences, 9-14 July 2000, Bali, Indonesia

• Culture Counts – Financing, Resources, and the Economics of Culture in Sustainable Development – proceedings of the Conference held in Florence, Italy, 4-7 October 1999 co-sponsored by the Government of Italy and the World Bank in cooperation with UNESCO. First printing, February 2000

• Cultural Heritage Management and Urban Development, Conference convened by the Government of China, UNESCO and the World Bank, 5-7 July 2000, Beijing, China

• Heritage Economics - Challenges for heritage conservation and sustainable development in the 21st Century, 4 July 2000, Conference Proceedings Australian National University, Canberra; available from Australian Heritage Commission website: www.environment.gov.au/heritage

• Model Cities – Urban Best Practices, Urban Redevelopment Authority, Singapore and Institute of Policy Studies, Singapore, 2000

• International Conference: Heritage and Education, Hong Kong, December 1997

• UNESCO Best practices in Culture Heritage and Tourism Management - Full-text best practice documents from the UNESCO tourism workshop held in Lijiang, China from 8-18 October 2001": http://www.unescobkk.org/culture/lijiang-workshop/

• UNESCO Conference/Workshop: Conserving the Past - An Asian Perspective of Authenticity in the Consolidation, Restoration and Reconstruction of Historic Monuments and Sites which was held in Hoi An, Viet Nam in February 2001: http://www.unescobkk.org/culture/vietnam-workshop2001/

• UNESCO Cultural Heritage Management and Tourism –Conference/Workshop for the enhancement of stakeholder cooperation and tourism development and heritage preservation in Asia and the Pacific, 8-16 April 2000, Bhaktapur, Nepal

• UNESCO The Economics of Heritage, Conference/Workshop on the Adaptive Reuse of Historic Properties in Asia and the Pacific 9-17 May 1999, Penang and Melaka, Malaysia


http://www.unescobkk.org/culture/lijiang-workshop/

http://www.unescobkk.org/culture/vietnam-workshop2001/

APPENDIX ONE

MODELS AS DEVELOPED IN LIJIANG, OCTOBER 2002

Model 1 Model for Fiscal Management Model 2 Model for Sustainable Cultural Tourism Model 3 Model for Education & Skills Training Model 4 Model For Building Community Consensus


MODEL 1 MODEL FOR FISCAL MANAGEMENT Models for fiscal management of heritage conservation, maintenance and development at a municipal level - achieved through overview of current income generating mechanisms and identification and utilisation of new opportunities.

Non $ Contributions • Volunteer

Organisation • Heritage Owners’

Clubs • Free Professional

Advise (via NGO or others)

• School Children/Groups

• Heritage Trust Organisations

• University Research Institute

• Student Placements • Unemployment

Schemes • Individual

Contributions • Etc.

CONSENSUS BUILT

Funding for Conservation & Tourism

Revenue Capture through Tourism

Domestic International

Direct Revenue • Hotel Tax • Site Entry Tax • Visitor Centre

Fee • Service Tax • Etc.

Host Community & NGO’s

ACTION

Preconditions / Assumptions: • Accounting/taxation and

business management expertise

• Relevant policies / guidelines • Coordination systems

Cultural Heritage: Identification & Assessment • Survey / Working Database

Governmental

Indirect Revenue • Sale of Goods & Services • Festivals • Performing Arts • Temple Donations • Etc.

Private• Private

Trusts / Donations

• Sponsorships from companies

• Etc.

International• International

Development Banks (e.g. World Bank)

• Institutions (e.g. Getty Grant Program)

• World Monuments Fund

• Ambassadors’ Special Fund

• Country of Origin Funds

• Etc.

National • Cultural

Heritage Fund (grant/loan)



• Etc.

State • Cultural

Heritage Fund (grant/loan)



• Etc.

Local Revenue Sources

• Cultural Heritage Fund (grant/loan) • Special events (film, conferences,

performances in historic cities, etc.) • Exemptions/ Waivers /Deductions • Combined Admission Ticket to Historic Sites • Revenue from Devotees/ Pilgrims • Etc.

Allocation Objectives • Business Opportunities for Disenfranchised

(elderly, poor, youth, handicapped etc.) • Regulation of Business Locations • Equitable Distribution of Business Income • Etc.

• Establishment of Relevant Policies and Guidelines

• Ranking of Significance


MODEL 2 MODEL FOR SUSTAINABLE CULTURAL TOURISM Models for investment by the tourism industry in the sustainability of the culture heritage resource base - achieved through education of tourism operators on the value of culture heritage and by formulating means by which the tourism industry can contribute to preservation activities.

Establish what and who are the Heritage

Resources

Identify the Heritage and Conservation Stakeholders

Identify Conservation and Interpretation Objectives

and Responsibilities

Identify Tourism investment opportunities

and responsibilities

Identify the Tourism Stakeholders

Define the Host Community Development

Strategy

Establish the Nature of current Tourism Activity

and Resources

Identify the nature of the host community

Establish Identified Activities for Involvement of Tourism Industry • Visitor Centre • Tourism Promotion Office • Co-ord. Planning Office • Model Conservation

Projects • Re-use Projects • Heritage Trails • Interpretation Signage • Events and Festivals • Public Domain Projects

Identify Opportunities for Enhanced Public and Private Sector Activity and Investment by the

Tourism Industry

Identify the potential role of Tourism in the

Development Strategy


MODEL 3 MODEL FOR EDUCATION & SKILLS TRAINING Models for community education and skills training leading to employment in the heritage conservation and culture tourism sector, with an emphasis on opportunities for women and youth - achieved by identifying equipment applications and training needs and by designing programs to meet these needs.

Heritage Conservation

and Awareness

Assessment

Skills

Short Term Needs Long Term Needs

Awareness e.g. • School Curriculum • Gender Sensitivity • Volunteerism • Environment and

Heritage Awareness

Employment and Entrepreneurship Opportunities

Program Evaluation

Socio Economic

Needs

Heritage Conservation e.g. • Conservation and Related Industry • Custodians / Caretakers • Museums / Curators • Heritage Professionals • Designers • Risk Preparedness

Cultural Tourism e.g. • Hotels • Heritage Interpreters • Restaurants • Shops/Handycrafts • Transportations • Travel and Tourism

Skill Training e.g. • Arts and Crafts • Performing arts • Hospitality • Cuisine • Communication

skills

Academic e.g. • Archaeology • Restore • Sociology • Geology • Tourism • Cultural Studies • Economics • Entrepreneurship

Technical e.g. • Architecture • Engineering • Material

Conservation • Computer

Technology • Teacher Training • Environmental

Science

Women, Youth and Other Stakeholders


MODEL 4 MODEL FOR BUILDING COMMUNITY CONSENSUS Models for conflict resolution among tourism promoters property developers and heritage conservationists - achieved by encouraging group participation in the formulation of case studies and activity implementation, and by providing a structural venue where all stakeholders can raise and discuss their situations and concerns.

Unorganisedwkers etc.• Ha

Organised(Temp/Perm) • Taxi • Boat Man

Formal Sector • Banks • Property Developers • Corporate Sector • Hoteliers/Airliners etc.• Absentee Landlords • Tourism Industry • Corporate Sector

Informal Sector

Commercial Sector

National Provincial /Regional

Local Government

Public Sector

Bureaucratic

Political Structure

Governmental Depts. • Architecture • Urban Development • Environment • Culture • Tourism

Heritage Groups

‘Non Partisan Issue’

Cultural Heritage is a Political Issue

The Challenge is to make Heritage Conservation a

Non Partisan Mediator • Prominent Personalities (i.e. head of

institutions) • Public Figures (who have a mass

appeal) • Cultural Mentors • Community Representatives • Acquired Leadership (representatives of

the marginalised, youth, gender based)

Residents

• Historic building owners • Non-Historic building

owners within heritage zones

• Religious Institutions/ Trusts

• Community subgroups (based on social/ race/ ethnic/ caste etc.)

• Occupation • Gender youth etc

Community

Users• Students • Tourists • Pilgrims etc.

Conservation Process

1. Definition

Review

Eval

uatio

n

7. Monitor

6. Implementation

5. Planning

4. Analysis

3. Documentation / Survey

2. Identification / Inventory


APPENDIX TWO

FURTHER NOTES:


FURTHER NOTES:


Manual for Tourism Management

Documents

Transcript of Manual for Tourism Management