Unit 9: Responsible Tourism Good Practice For Cultural Heritage Sites In Vietnam

UNIT 9. RESPONSIBLE TOURISM GOOD PRACTICE FOR CULTURAL HERITAGE SITES IN VIETNAM

Picture source:http://commons.wikimedia.org/wiki/File:HoiAnOldQuarter.jpg

Unit outline

ObjectivesBy the end of the unit participants will be able to:• Understand the positive and negative impacts of tourism on

cultural heritage and the benefits of responsible tourism• Explain the importance of cultural heritage policy and planning• Explain how to involve stakeholders in heritage planning and

management• Identify ways to interpret and communicate cultural heritage

responsibly• Explain good practices in the implementation of strategies to

minimise tourism impacts on cultural heritage sites• Explain key principles in the development of responsible cultural

heritage products• Identify good practices in financing cultural heritage management

Topics1. Overview of cultural heritage

and tourism in Vietnam2. Cultural heritage site

planning for sustainability3. Responsible interpretation &

communication of cultural heritage values

4. Cultural heritage conservation & tourism impact management

5. Responsible cultural heritage product development

6. Sustainable financing for cultural heritage management

TOPIC 1. OVERVIEW OF CULTURAL HERITAGE AND TOURISM IN VIETNAM

UNIT 9. RESPONSIBLE TOURISM GOODPRACTICE FOR CULTURAL HERITAGE SITES IN VIETNAM

Picture source:http://www.flickr.com/photos/triller/5057891609/

Defining cultural heritage

Heritage - something inherited from the past and passed on to future generationsCultural heritage - often refers to masterpieces of artistic and historic value passed on over time

Picture source:http://en.wikipedia.org/wiki/File:Chua_Mot_Cot.jpg

How UNESCO classifies cultural heritage

TANGIBLE CULTURAL HERITAGEPhysical manifestations or symbols of

cultural expressions or traditions

INTANGIBLE CULTURAL HERITAGENon-physical manifestations of cultural

expressions and traditions of society

Picture source:http://en.wikipedia.org/wiki/File:%C4%90%E1%BB%93ng_K%E1%BB%B5_06.jpg

http://en.wikipedia.org/wiki/File:National_Museum_Vietnamese_History_47_(cropped).jpg

The importance of cultural heritage

981 LISTED HERITAGE SITES WORLDWIDE

77% CULTURAL HERITAGE

20%

NATURAL

HERITAGE

3% MIXED PROPERTIES

Vietnam’s World Heritage Sites

The Centre of Thang Long Citadel

My Son SanctuaryHoi An Ancient Town

Hue’s Culture Monument Complex

Great Wall of Ho Dynasty

CULTURAL HERITAGE

Phong Nha Ke Bang

Ha Long Bay

NATURALHERITAGE

Picture sources:http://en.wikipedia.org/wiki/H%E1%BB%99i_An

http://en.wikipedia.org/wiki/M%E1%BB%B9_S%C6%A1nhttp://en.wikipedia.org/wiki/Wikipedia:Featured_picture_candidates/A_Busy_Ha_Long_Bay

http://en.wikipedia.org/wiki/File:Phongnha17.jpghttp://en.wikipedia.org/wiki/File:Grave_khai_dinh.jpg

Number of heritage sites in Vietnam according to type

Historic and cultural sites

51.20%

Architecturalheritage sites

44.20%

Archeological sites1.30%

Significant landscapes3.30%

Vietnam’s heritage sites according to level of protection

7,500Nearly

PROVINCIAL LEVEL HERITAGE SITES

Over

3,000NATIONAL LEVEL HERITAGE SITES

The connection between cultural heritage and tourism

UNWTO:

of global tourism has a cultural motivation37% “…There has

been considerable growth of a

deeper level of engagement

with local culture over the past decade…”

EUROPEAN TRAVEL COMMISSION:

of travellers are strongly influenced by history and culture in their choice of holiday destination (and only 15% are not)

NATIONAL TRUST FOR HERITAGE PRESERVATION:

57%

What is cultural tourism?

A form of tourism connected with the

movement of people to satisfy cultural

motivations

Picture sources:http://www.flickr.com/photos/shankbone/3269789156/

http://en.wikipedia.org/wiki/File:Thang_Long_Water_Puppet_Theatre2.JPGhttp://www.flickr.com/photos/lawtonjm/4309006912/

http://en.wikipedia.org/wiki/File:Th%E1%BA%BF_Mi%E1%BA%BFu_(Hu%E1%BA%BF).jpg

Cultural tourism is just one of many forms of tourism

Picture sources:http://en.wikipedia.org/wiki/File:Elephant_safari.jpg;http://pt.wikipedia.org/wiki/Ficheiro:Rafting_em_Brotas.jpg; https://www.flickr.com/photos/lukema/8385805896/;

http://www.flickr.com/photos/sblackley/2987232840/; http://www.fotopedia.com/items/flickr-1254734424; https://www.flickr.com/photos/lukema/8385805896/; http://www.flickr.com/photos/vinothchandar/6099012489/

Religious tourism

Business travel

Cultural tourism

Mass tourism

Adventure tourism

Ecotourism

Benefits of cultural heritage tourism

Provides a cultural experience and enables

cultural exchange

Contributes to the preservation of built heritageContributes to the

revitalisation of traditional handicrafts and intangible

cultural heritage

Provides new employment opportunities and contributes to local economic development

Enhances the amenity of a

region

Builds community pride

Picture source:Pixabay, www.pixabay.com

Tourism in Vietnam is growing fast – can cultural heritage managers keep up?

2,000,0007,500,000

12,000,000

12,000,000

35,000,000

48,000,000

Y2000 Y2020Y2013

Domestic touristsInternational tourists

YESTERDAY

TOMORROW?

TODAY

Are Vietnam’s heritage destinations about to reach a critical threshold?

Exploration

Involvement

Development

Consolidation

Stagnation

(Rejuvenate)

(Stable)

(Decline)

Developmentthreshold

TIME

NU

MBER O

F VISITORS

MY SON SANCTUARY

HUE

HOI AN

HA LONG BAY

Conceptual diagram of stage of development for key

heritage sites in Vietnam

The challenges of cultural heritage tourism 1/2

DISPLACEMENTof local residents

Undermining of traditions

Cultural

identity lossCulturalcommodification

Culture-basedSOCIO-ECONOMIC

DIVIDE

Picture sources:www.pixabay.com

http://www.spectrumcare.org.nz/media/TP/362/TalkingPoint-Issue362.htmhttp://www.clipartlab.com/clipart_preview/cl3-agriculture.phphttp://soundtrackforthepeople.wordpress.com/tag/marketing/

The challenges of cultural heritage tourism 2/2

Loss of

authenticity

CONFLICTover land rights

Selectivedevelopment

to attractions and facilities

Damage

Picture sources:http://www.flickr.com/photos/archer10/4331192254/

www.pixabay.comhttp://www.clipartheaven.com/show/clipart/international/people_-_cartoons/asian_farmer-gif.html

http://www.clker.com/clipart-14267.html

Responsible tourism: Building a sustainable future for cultural heritage sites

Uses natural resources optimally whilst still

conserving the natural heritage and biodiversity

Respects and conserves socio-

cultural authenticity including built and

living cultural heritage and

traditional values

Ensures viable, long term economic benefits to all stakeholders including fair

distribution of benefits

The responsible tourism approach

ENVIRONMENT

SOCIAL ECONOMIC

SUSTAINABLETOURISM

1. BEACCOUNTABLE

3. TAKEACTION

2. HAVECAPACITY

RESPONSIBLETOURISM

We must accept that every decision and action we make

in our daily lives has an impact.

We must take responsibility for our actions and acquire the knowledge, skills and resources to make change.

Being responsible is not just an intent. It requires action. And that action must be

for good - based upon the law, our ethics and

morals.

More enjoyable experiences for

tourists

The benefits of responsible tourism in cultural heritage site management

Picture source:http://www.fotosearch.com/photos-images/tour-guide.html

http://www.restoration-people.com/restoration-people-news/Pixabay, www.pixabay.com

Empowers locals residents in

development process

Economic and employment for the community

Contributes to conservation of cultural (and natural) heritage

Key components for applying responsible tourism in cultural heritage site management

Cultural heritage site planning for sustainability

TOPIC 2 Responsible cultural heritage product development TOPIC 5

Responsible interpretation and communication of cultural heritage values

TOPIC 3

Cultural heritage conservation and

tourism impact management TOPIC 4

Sustainable financing for cultural heritage management TOPIC 6


TOPIC 2. CULTURAL HERITAGE SITE PLANNING FOR SUSTAINABILITY


Picture source:http://en.wikipedia.org/wiki/File:Ngomon2.jpg

What is the issue?

• Plans to protect cultural heritage are often not developed or alternatively not clear

• Cultural heritage plans are frequently not co-ordinated and integrated with other sectors

• Plans for economic growth are often prioritised before plans for heritage protection

Picture sources:http://www.flickr.com/photos/marfis75/404887342/

The role and importance of cultural heritage site management plans

• Guides day-to-day operation and on-going physical and interpretive features

• Balances maintaining / enhancing heritage integrity with generating sufficient visitor volume to meet income requirements

• Objectives: – Maintain the site’s sense of place and integrity– Preserve the site’s culturally significant

dimensions– Identify issues of management concern– Promote the role of all stakeholders to devise a

management strategy to allow the site to effectively meet a variety of challenges

Key considerations in responsible cultural heritage site management plans

• Product authenticity and quality

• Financial viability• Stakeholder

participation• Management of

negative impacts

Benefits of cultural heritage plans that follow responsible tourism principles

Reduces impacts on the local environment and

improves quality of life for local residents

Better ensures cultural heritage offers meet market trends and

opportunities

Better ensures the type of tourism developed brings income to local residents and benefits conservation

Better ensures cultural heritage sites achieve legal, social, business standards and goals

Provides all stakeholders with greater involvement

and power to inform cultural heritage site

development

CULTURAL HERITAGE SITE

PLANNING

1. Be guided by a comprehensive

cultural heritage site management plan

2. Embrace participation and build partnerships

3. Adopt a cross-sectoral and

regional approach

Principles of good practice in responsible cultural heritage site planning

Principle 1. Be guided by a comprehensive cultural heritage site management plan

• Well-planned cultural heritage sites can encourage investment and growth

• Such development cannot be achieved by traditional, uncoordinated planning

• Cultural heritage integrated planning helps manage different demands by linking cultural heritage protection with socio-economic and environmental development

Picture source:http://www.flickr.com/photos/33151788@N04/4556006631/

Good practices in developing cultural heritage plans

Sustainable Culturally, socially, ecologically and economicallyComprehensive Addresses all relevant issues for heritage tourism development

and managementCross-sectoral Integrates tourism with related sectors such as infrastructure,

education, labour, and natural resourcesParticipatory and inclusive

Involves all relevant stakeholders with specific consideration of local communities and the poor. Fair sharing of economic benefits.

Process oriented Continuous, flexible and includes feedback loops.Viable Realistic, financially viable and implementation oriented

Key steps in adopting a cultural heritage integrated management plan

PREPARATION OF CULTURAL

HERITAGE PLAN

ELABORATION – ADAPTATION

REVIEW – MONITORING

• Situation analysis• Development of plan objectives,

content and structure• Defining work plan

• Vision and objectives• Fields of action,

objectives, strategies, and issues

• Preparation of monitoring

• Developing monitoring indicator scheme

CONTINUALIMPROVEMENT

Key inclusions in a cultural heritage site integrated management plan

Introduction Describes the objectives and the purpose of the cultural heritage integrated management plan

Identifying issues Describes the status-quo of the cultural site: area overview, statement of significance and individual values / authenticity / integrity, dangers and threats, instruments for safeguarding, relevant stakeholders for conservation and development, and organisational / operational structures and procedures

Appraisal Describes the vision, thematic objectives, approaches, actions, etc. for the cultural site: overall vision and general objectives for the area, field of actions, objectives, strategies, and organisational and operational structures and procedures

Implementation & monitoring

Provides an action plan/ implementation plan, and steps for continuous monitoring and review

Integrate sustainability issues into planning: Socio-cultural 1/3

SOCI

O-C

ULT

URA

L IS

SUES

Preserving the visual integrity of a place Identifying, evaluating, assessing and documenting cultural heritage valuesConserving, restoring and maintaining authentic cultural heritage and preserving traditional usesPreserving intangible valuesRegulating new developments in the heritage site area and careful adaptation of buildings to new uses Traffic controlMobility / accessibility in cultural area for all generations / social groups Security of buildings Public space improvementCultural identity of community Authentic heritage interpretation (including communications & marketing)

OBJECTIVEPreserving and authentically promoting tangible and intangible cultural heritage values of a place the benefit of all.

Integrate sustainability issues into planning: Environmental 2/3

ENVI

RON

MEN

TAL

ISSU

ES Preventive and reactive measures for natural hazards and climate change Adaptation of cultural heritage to environmental needsImproving recreational and green areas in the old town Special climatic conditionsWeathering of historic urban fabric DrainageMicroclimate

OBJECTIVEAdaptation of the tangible cultural heritage to environ-mental requirements and minimising the negative impacts.

Integrate sustainability issues into planning: Economic 3/3

ECO

NO

MIC

ISSU

ES Employment in cultural centres / for inhabitantsVitality and viability (mix of economic activities; mix of shops)Accessibility Overall local needs Commercial signs in public space Balancing tourism offers with inhabitants’ needs

OBJECTIVEAttracting and retaining a mix of economic uses that meets the needs of the local community and visitors and respects the character of the historic centre.

Ground planning in best practice:The ICOMOS Charter

1 Conservation should provide for members of the host community and visitors to responsibly experience and understand that community's heritage and culture first hand. 4 Host communities and

indigenous peoples should be involved in planning for conservation and tourism.

2 The relationship between Heritage Places and Tourism is dynamic and may involve conflicting values. It should be managed in a sustainable way for present and future generations. 5 Tourism and conservation

activities should benefit the host community.

3 Conservation and Tourism Planning for Heritage Places should ensure that the Visitor Experience will be worthwhile, satisfying and enjoyable. 6 Tourism promotion

programmes should protect and enhance Natural and Cultural Heritage characteristics

Using the PUP methodology in cultural heritage site planning

• A consultative process with active participation of relevant stakeholders

• Facilitation by experts with strong knowledge and skills in managing participatory techniques

Phase 1. Planning

preparation

Phase 2. Planning for

heritage

Phase 3. Write up tourism

management plan

Phase 1. Planning preparation

• Initial stakeholder presentations and interviews1

• Organisation self-analysis2

• Planning framework3

• Terms of reference4• Prepare logistics for upcoming

planning activities5

Phase 2. Planning for heritage

• Develop interpretative framework

1

• Directory of touristic attractions2

• Zoning, sector and visitor profile3

• Tourism products4

• Monitoring5

• Regulation6

• Calendar of activities7

• Financial plan8

Phase 3. Write up cultural heritage management plan

• Draft the management plan1

• Present to key stakeholders for feedback2

• Finalise the management plan3

Principle 2. Embrace participation and partnerships in cultural heritage site planning

• Cultural heritage site planning typically involves stakeholders from the local to international level

• However all stakeholders often have different goals

• Fair and broad participation in cultural heritage site planning helps ensure all goals are achieved and that fewer negative impacts are felt

Stakeholder areas of interest in cultural heritage site planning

Community• Economic development• Recreational facilities• Preservation of social

values

Tourism industry• Tourism infrastructure• Visitor facilities• Heritage

interpretation• Profit

Site managers• Protection of heritage

sites and their presentation

• Facilities management• Visitor management

Build on stakeholder strengths

GOVERNMENT: Provision of destination infrastructure, visitor safety and security, favourable

policies and plans to promote socio-economic development, revenue capture and management,

destination marketing

PRIVATE SECTOR: Marketing of heritage site and destination, provision of goods and services to support tourism in heritage destination, advice,

guidance and support in product development and capacity building

LOCAL RESIDENTS: Influence decisions on management and use of heritage site, employment /

human resources on site, operation of tourism or cultural enterprises, input into cultural heritage research, planning and development., cultural

ambassadors and volunteers.

Development agencies: Technical assistance for physical development, financing of restoration /

research, cultural heritage capacity building

STAKEHOLDER AREAS OF INPUT FOR CONSIDERATION IN

PLANNING

Benefits of broad stakeholder participation and partnerships

• Saves time and money• Reduces delays or blockages in heritage

development• Clarifies religious and cultural values and helps

identify problem areas• Provides input regarding desired conditions and

standards• Fosters provision of human and financial resources

to assist development of cultural heritage sites

Tips for gaining stakeholder participation in cultural heritage site planning

Involve key stakeholders early on in the process (esp. in cultural mapping and identification of tourism development options)

Encourage broad co-operation through a multi-stakeholder steering committee that is actively involved in setting planning goals, objectives, strategies and activities

Foster ongoing stakeholder input in planning and development through regular public meetings, workshops and forums

1 23

Specific areas for community involvement in cultural heritage site planning

• Defining what the community would like to gain from tourism

• Identifying the type of tourism that would complement the local way of life

• Facilitating the implementation process

• Demonstrating how to manage heritage places to optimise positive impacts and avoid negative impacts

• Establishing linkages between communities and experts to build capacity, awareness and information exchange programmes

Legislation

Agency policies,

strategies

Regional plans, broad-scale land

management plans

Management plans for Cultural heritages

Subsidiary plans

Operational / action plans, work programmes

Principle 3. Adopt a cross-sectoral, regional approach in cultural heritage site planning

• The plan will not be sustainable unless it fits in with relevant higher level plans and policies

• Critical to review legislation / formal agreements designating the area and confirm their meaning

• These set the overriding purpose and goals of the management plan

Cultural heritage management plans fit here

Adopt a regional approach in heritage planning and management

• Cultural heritage sites are impacted upon by external decisions, activities

• CH management plans must consider impacts outside its boundaries

• Particularly important when other administrations manage outside areas

• For success, CH planning see itself as aiming to build more sustainable patterns of development in general


Three focus areas for regional integration

Integrate or link CH management plans with local development processes and the activities of other agencies and organisations working in the area.

Identify and address the aspirations and needs of the local communities around the cultural heritage sites (as well as those living in it) in the CH management plan

Incorporate regional stakeholders in the planning of cultural heritage site and compatible uses, and in educational, interpretive and community involvement programmes

1 23

TOPIC 3. RESPONSIBLE INTERPRETATION & COMMUNICATION OF CULTURAL HERITAGE VALUES


What is the issue?

• Cultural heritage sites often struggle to provide adequate communication and interpretation of cultural heritage values which can result in:– Reduced awareness of cultural heritage

importance and significance and limiting opportunities to enhance cross-cultural understanding

– Reduced support for action in cultural heritage conservation

– Increased culture commodification and objectification

• The end result is reduced visitor satisfaction, negative word of mouth promotion, and limited repeat visitation

The objectives of communication and interpretation in cultural heritage sites

COMMUNICATION

• To increase awareness about the resources and attractions in the cultural site

• To alter behaviour of visitors and residents in the cultural site

• To orient visitors to the cultural site• To explain about the community and

cultural site authority’s goals and objectives

INTERPRETATION

• To increase understanding about the role and importance of special species in the cultural site and issues in conservation

• To increase understanding about the role and importance of cultural elements and issues in conservation

• To increase understanding and respect for local culture and heritage and socio-cultural issues in sympathetic preservation and promotion

The benefits of responsible communication and interpretation of cultural heritage values

Creates a more positive visitor experience

Facilitates understanding and appreciation of heritage sites

Improves learning

Increases visitors’ respect and support for the local

people

Better represents the values of the local

community

Picture sources:Pixabay, www.pixabay.com

COMMUNICATION & INTERPRETATION

1. Inform and educate visitors

about the importance of the cultural heritage

site

2. Communicate messages

accurately and authentically

Principles of good practice in responsible communication and interpretation

Principle 1. Inform and educate visitors about the importance of the cultural heritage

• Providing simple information about the values and importance of the cultural heritage helps promote cross-cultural understanding and respect

• Communicating cultural significance can be achieved through signs, displays, brochures, and maps

• Visitor information centres / interpretation centres are also very effective

The ICOMOS’ 7 recommendations for effective heritage interpretation

1 ACCESS & UNDERSTANDING. Facilitate access for all. 5 SUSTAINABILITY. Implement effective

strategies for economic, environmental and social sustainability.

2 INFORMATION SOURCES. Ensure interpretation is scientifically based. 6 INCLUSIVENESS. Involve all

stakeholders in the development of interpretive programmes

3 CONTEXT AND SETTING. Relate interpretation to wider contexts and settings. 7 RESEARCH, TRAINING & EVALUATION.

Implement technical and professional standards in interpretation.

4 AUTHENTICITY. Respect traditional social functions.

Interpretation through signs and exhibits

• Interpretational signs and exhibits use stories and messages to inform visitors about places, objects or events

• Properly planned and designed interpretive programs relay a theme / message to visitors

• Common topics can include unique historical events, cultural traditions and practices, roles of men and women, livelihoods, cultural events, religious beliefs etc.

• Interpretation should incorporate 3 components: education, emotion, behaviour

Educational component

Emotional component

Behavioural component

Tips in effective interpretation

• Write to the target market

• Use everyday language

• Develop an interesting storyline

• Make presentations lively

• Use media and messages to engage emotions

• Get guides to customise tours to visitor needs

• Keep interpretive materials simple and colourful and easy to read

• Provide clear directions and instructions on trails

Examples of interpretive exhibits

3 principles for writing effective detailed interpretive signs

1 Deliver information using themes that are strong and provocative. 3 Structure theme into

topics easily identified by sub-headings.

2 Create titles that are eye-catching and interesting.

Examples of detailed interpretive signs

Eye catching title (theme)

Sub-headings (well structured) Good use

of images

Good practice tip: Interpretation should engage

1. Visitors enjoy activities requiring some

form of participation

2. People remember activities with

interactive elements

3. Make the experience more meaningful by enabling visitors to smell, taste, feel, explore, lift, push

4. Provide field guides, photographs of local events

or interesting people; or plant and animal specimens


Examples of engaging interpretive displays

Principle 2: Communicate messages accurately and authentically

• Poor communication of cultural heritage values can result in loss of meaning and significance and erosion of the integrity of the cultural heritage

• Communicating messages accurately and authentically promotes greater understanding and respect

Picture source:http://www.flickr.com/photos/mynameisharsha/4344995931/

Being authentic in communicating tourism experiences

• Communication of messages in cultural heritage marketing is often based upon selling “authentic experiences”

• While authenticity is perceived it should be displayed as accurately as possible to reflect the reality

• If messages are exaggerated in order to make them more attractive to consumers they will become disappointed when their expectations are not met

Picture source:http://www.dannydancers.com/events.htm

Avoid cultural commodification in communication

• Communication about the culture of local communities and cultural heritage sites should be respectful and accurate

• Commercialisation and commodification of the local culture should be avoided not only in the products sold but in the language used and messages communicated

• Cultural commercialisation and commodification may result in the loss of original meaning

• The involvement and determination of local people of how to interpret their culture is critical

4 examples of cultural commodification in tourism

Redeveloping places to make them more attractive for tourist consumption

Creating staged and reshaped traditional performances for tourists

Adaptive reuse of historical buildings without interpretation

Sale and / or reproduction of artefacts of cultural or spiritual significance as souvenirs

Picture sources:http://www.flickr.com/photos/rachelf2sea/6125215016/

http://en.wikipedia.org/wiki/File:Kangeelu_Kunita.jpg\http://www.flickr.com/photos/jeremylim/4263274405/sizes/m/in/photostream/

http://blog.mailasail.com/kanaloa/104

TOPIC 4. RESPONSIBLE TOURISM APPROACH TO VISITOR IMPACT MANAGEMENT


Picture source:http://en.wikipedia.org/wiki/Fall_of_the_monument_to_Lenin_in_Kiev

What is the issue?

• Physical / structural damage to cultural heritage assets

• Destruction or disturbance to the natural environment

• Social tension between visitors and local residents

• Safety and security of visitors at risk

• Poor planning and enforcement of rules and regulations on visitor behaviour

Picture source:http://www.flickr.com/photos/mikecogh/12172174654/

VISITOR IMPACT MANAGEMENT

1. Set and enforce zones

3. Influence visitor behaviour

2. Understand carrying capacity

and enforce limits of acceptable

change

Principles of good practice in visitor impact management in cultural heritage sites

Principle 1. Setting and enforcing zones in large and multi-stakeholder use heritage sites

• Allocate zones to geographical areas for specific levels and intensities of activities and of conservation

• Zones can also be implemented temporally or indicate other important attributes

• Formalise zones by developing and implementing policies that detail:– Use of cultural resources– Access– Facilities– Cultural heritage development– Maintenance and operations

Key attributes of sites that influence zoning plans

Physical attributes

Social attributesManagement attributes

Example of historic town zoning plan with important buildings and sites

Source: City of Bradford MDC 2006, Saltaire Conservation Area Appraisal, City of Bradford MDC, Bradford, UK

Conservation area boundary

Important trees

Key open spaces

Key view or vista

World Heritage site boundary

Listed buildings

Key unlisted building

Principle 2. Understand site carrying capacity and enforce limits of acceptable change

• Carrying capacity measures the level at which visitors can be accommodated

• Determines thresholds of change followed by setting of limits to the number of visitors

• Physical carrying capacity: Availability of space and

necessary resources

• Ecological carrying capacity: level of

ecosystem tolerance to human interference while maintaining

sustainable functioning

• Social carrying capacity: psychological and socio-cultural limits

of people in a space beyond which a decline

in the quality of the recreational experience

and user satisfaction

Some examples of how carrying capacity can not be best solution for managing impacts

One destructive tourist might cause more damage than 50 conscientious visitors

Some cultural heritage site areas can handle less use than areas with more resilient physical or social attributes

Just a handful of tourists in a community might be responsible for most of the litter

Some communities may accept larger groups of tourists while others reject them

In some cases a single visitor at an archaeological site might be seen as too many, while for others, hundreds of visitors would not diminish the quality of the experience

Visitors to a ruin site may be limited to 100 at a time, while in an isolated area some visitors may be stealing priceless souvenirs

The carrying capacity of a cultural village tour may be set at 100, but that will not prevent some visitors from disturbing residents as they approach to take photographs or create disturbing noise

Source: Pedersen, A. 2002, Managing Tourism at World Heritage Sites: a Practical Manual for World Heritage Site Managers, UNESCO World Heritage Centre, Paris, France

Other considerations carrying capacity does not effectively account for

• Impacts on aesthetic qualities, social systems and the ability to support active uses

• Incremental or differing rates of impact in different parts of a cultural heritage site system

• Differing values of users about the importance of cultural heritage sites and systems

Managing impacts through limits of acceptable change

• Focuses on the resources that need protection and not the people that visit them

• Recognises the need for a subjective determination of states of change

• Sets limits of acceptable resource interaction or use which, when close to being reached, trigger management interventions to prevent or mitigate damage

Limits of acceptable change requires setting standards

• LAC standards are established on the basis of stakeholder and management needs, and follow legal and Convention guidelines

• Management objectives should lead to measurable impact standards reflecting the desired conditions

• Sustainability indicators should be set by a multi-stakeholder committee and reflect environmental, social or economic issues

Example of environmental and economic sustainability indicators in tourism

ENVIRONMENTAL Number of threatened or extinct species as percentage of all known speciesPerceived value of forest resources to tourismNumber of days tourists spend on nature tourism activities out of total number of days Number of hotels with environmental policyEnvironmental awareness campaigns conducted Number hotels recycling 25% or more of their waste productsDemand/supply ratio for waterNumber of hotels with 50% or more of total toilets as dual flush% of energy consumption from renewable resources

ECONOMIC Average wage rates in tourism jobs rural/ urbanNumber of local people employed in tourism (men and women)Revenues generated by tourism as % of all revenues generated in the community% of visitors who overnight in local tourist accommodation% of hotels with a majority local staff% of GDP provided by tourismChange in number of visitor arrivals Average tourist length of stay New tourism businesses as a percentage of all new businesses

Example of social and management sustainability indicators in tourism

SOCIAL % of tourism operators who provide day care to employees with children % of tourism operators who have commitments regarding equal gender opportunityWomen/men as a % of all tourism employment % women/men employees sent on training programmesSatisfaction with volume of tourists visiting the destination

MANAGEMENT PERFORMANCE

Sustainability Management Plan existsAll personnel receive periodic sustainability management training% of purchases of services and goods from local providers % of purchases that are fair trade purchases Number of facilities built using local material Code of conduct developed with local community% of women and local minority employees

Tips for shortlisting indicators

RELEVANCE

COMPARABILITYCREDIBILITY

CLARITY

FEASIBILITY

Of the indicator to the selected issue

Of the information and reliability for users of the data And

understand-ability to users

Of obtaining and analysing the information

Over time and across jurisdictions or regions

80

The key steps in developing and implementing limits of acceptable change

Step 1• Identify area concerns

and issues

Step 2• Define and describe

management objectives

Step 3• Select indicators of

resources and social conditions

Step 4• Inventory present

resources and social conditions

Step 5• Specify standards for

resources and social indicators

Step 6 • Identify alternatives

Step 7• Identify management

actions for each alternative

Step 8• Evaluate and select an

alternative

Step 9• Implement actions and

monitor conditions

Principle 3. Influence visitor behaviour

• Based on implementing regulations, incentives, penalties, systems, and information to change visitor behaviour

• Types of measures can be categorised according to whether they aim to reduce the volume of visitors or alternatively reduce the behaviour of visitors

• These measures can then be further group according to whether they are “hard” measures” or “soft” measures

HARD MEASURES SOFT MEASURES

MAN

AGE

VISI

TOR

NU

MBE

RSM

ANAG

E IN

APPR

OPR

IATE

BEH

AVIO

UR

Limit group sizes; Impose quotas for certain sites / trails; Close trails or sites

according to season or time of day

Reduce or disperse visitors through entrance fee systems

for sites and times

Establish leagally binding regulations for businesses

and visitor use of resources; Enforce use of guides; Install staff to monitor and manage

visitor behaviour

Provide visitor information on rules of entry (do’s and

don’ts); Strategic placement (or omission) of key services

and facilities

VISITOR MANAGEMENT

Source: The International Council on Monuments and Sites

Minimising impacts by reducing tourism volume

Access

Number of visitors

Length of stay

Tour group size

Skills and / or equipment

Extent of facilities

Timing

Barriers


Minimising impacts by changing tourism behaviour

Types of activities

Frequency of use

Impact appraisals

TravelConditions of use

Park rangers

Guides

Information and education

Qualifications and standards

Communicate tourism codes of conduct

• Voluntary principles and practices that visitors are requested to follow

• Codes of conduct can be developed to both limit negative impacts of tourism activities and also enhance positive impacts

• Codes of conduct must be well-communicated in order to be effective


Example of a visitor code of conduct 1/2

Source: VNAT, Do’s and Don'ts in Vietnam for Community-based Tourists, VNAT, Vietnam

Example of a visitor code of conduct 2/2

Source: VNAT, Do’s and Don'ts in Vietnam for Community-based Tourists, VNAT, Vietnam

Good practice in developing effective tourism codes of conduct

Sustainability. Do the criteria consider the environment, economy and people?

Equity. Do the criteria reflect the interests of everyone?

Efficiency & effectiveness. Are the criteria practical and follow best practice in sustainable management?

Relevance. Do the criteria directly connect to the destination’s own sustainability goals?

Managing visitor impacts is also about managing visitor safety

Recreation

Personal injury

Potential claims and pay outs


Guidelines for the risk management process

Is the process working effectively to identify and manage risks? - Develop a list of risks associated with an area or activity; Develop checklists to use when inspecting the area; Inspect the area and talk to visitors; Record all risks identified

Have the control measures eliminated or reduced the risks to an acceptable level? Have the control measures introduced any new risks? - Gather information about each risk identified; Think about the likelihood of an event (e.g. frequency of exposure to risk and probability that an accident will occur); Assess probable consequences (number of people at risk and likely severity of an injury); Use exposure, probability and consequence to calculate level or risk

Determine control measures - Eliminate risk; Transfer risk; Reduce risk probability; Reduce risk impact; Accept risk

Assess effectiveness of control measures - Review proposed measures; Apply control measures; Monitor effectiveness through regular assessments and documentation

1. IDENTIFY THE RISKSIdentify all risks associated with an area or activity

2. ASSESS THE RISKSAssess the level of each risk

3. MANAGE THE RISKSDecide on and use the appropriate control measures

4. MONITOR & REVIEWMonitor residual risks and review

Source: Eagles, P., McCool, S. & Haynes, C. 2002, Sustainable Tourism in Protected Areas: Guidelines for Planning and Management, IUCN, Gland, Switzerland & Cambridge, UK

TOPIC 5. RESPONSIBLE CULTURAL HERITAGE PRODUCT DEVELOPMENT


Picture source:www.pixabay.com

What is the issue?

• Successful cultural heritage tourism attractions need to directly link with the values, needs and preferences of the target market

• Cultural heritage products must also benefit the local community and other stakeholders to ensure support and sustainability

• Developing cultural heritage products responsibly ensures development uses available resources sustainably, identifies links to viable market opportunities, and ensures the satisfaction and benefit of the local community

Picture source:http://www.flickr.com/photos/dalbera/6614178827/

Benefits of responsible cultural heritage product development

Better meets market demand making cultural heritage ventures more

competitive

Uses cultural heritage resources that provide

economic benefits to the local community

Minimises negative economic, environmental

and social impacts

Involves all stakeholders including the local people

in decision-making

Fosters more enjoyable and meaningful

experiences for tourists

Defining cultural heritage tourism products

NARROW DEFINITIONWhat the tourist “buys”

WIDER DEFINITIONThe combination of what the

tourist does at the cultural heritage site and the services used

How the UNEP defines tourism products

Experiential factor Emotional factor Physical factor

Characteristics of responsible cultural heritage tourism products

• Responsible cultural heritage tourism products are the goods and services that form tourism experiences and are specifically designed to be:– Environmentally, socially, culturally and

economically sustainable– Educational– Promote local participation

CULTURAL HERITAGE PRODUCT

DEVELOPMENT

1. Ensure cultural heritage products are commercially

viable and linked to markets

2. Ensure sustainability of selected cultural

heritage products

3. Ensure cultural heritage product development has defined strategies

and actions

Principles of good practice in responsible cultural heritage product development

Principle 1: Ensure cultural heritage products are commercially viable and linked to markets

• Simply developing a tourism product does not mean that visitors will come

• Following a good product development process helps ensure the business, product, or service can compete effectively and make a profit

Development of tourism related products and experiences requires:

• Understanding existing supply and future demand for products

• Market research on visitor needs and satisfaction, product development gaps and opportunities

• Understanding the types of experiences that a visitor market seeks

• Assuring the value and sustainability of the tourism project

Ensuring viable responsible cultural heritage products by meeting market needs

• Market visitation volume

• Market size• Market trends and

interests

Market growth

• Reason for travel• Kinds of

experiences desired

Motivations & needs

• Means of travel• Length of stay• Level of flexibility

Travel patterns

• Level of money spent by visitor types

• Value to local development

Spend

• Greatest interest in the destination

• Connect with development objectives

Sustainability

Using a market analysis to help understand tourism market features

Characteristics Motivations Expectations Potential products

Forms & means of travel

Reasons for travel choices

Expectations of facilities, services, amenities etc

SEGMENT TYPE CHARACTERISTICS MOTIVATIONS EXPECTATIONS

Holidayers International

1st timers International

2nd timers + crowd avoiders

International

On holiday Domestic

Phuot Domestic

Day trippers Domestic

Example of typical tourist market segments and characteristics in Vietnam

SEGMENT TYPE CHARACTERISTICS MOTIVATIONS EXPECTATIONSHolidayers International

short-haulTraveling in organized groups or with family and friends. Shorter trips, few destinations.

Relaxation, entertainment, visiting main attractions, shopping.

Superior food and accommodation,

Mixing businesses with pleasure

International short-haul

Individual and independent business travellers adding some tourism activities to their trip.

Entertainment, visiting main attractions, relaxation.

Quality services and products. Ease of travel.

1st timers International long-haul

Individual or group travel for 1 week or more, utilizing a variety of travel means and many destinations.

Visiting main attractions, cultural and natural features.

Good food, adequate accommodation, fair prices, variety.

2nd timers + crowd avoiders

International long-haul

Individual or small group travel – usually self-organized for 1 week or more, usually spending more time in fewer destinations.

Authentic experiences and specific activities (i.e. trekking, caving).

Adequate accommodation, good food and services, authenticity and personal experiences.

On holiday Domestic Travel as a family, during national holidays and annual holiday periods

Relaxation, entertainment, visiting main attractions.

Good food, adequate accommodation, shopping opportunities, fair prices.

Phuot Domestic Independent or small group travel, often by motorbike.

Seeking alternative activities and non-touristic locations.

Adequate accommodation and food, cheap prices, authenticity.

Day trippers Domestic Independent travel by families and friends in private vehicles for 1 day, usually on weekends or national holidays.

Relaxation, entertainment, visiting main attractions.

Good food, good services, ease of travel.

What is tourism product-market matching?

• Connecting the characteristics, motivations and expectations of market segments with suitable tourism products

• To ensure sustainability, products should also be matched with development opportunities and objectives of the host destination

Tourism product•Entertainment and relaxation•Culture•Nature•Adventure•Education

Tourism market•Characteristics•Motivations•Expectations

Product-market matching conceptual diagram

PRODUCT A

PRODUCT B

PRODUCT C

PRODUCT E

PRODUCT D

PRODUCT F

PRODUCT G

PRODUCTIPRODUCT

H MARKETSEGMENT 1

MARKETSEGMENT 2

MARKETSEGMENT 3

MARKETSEGMENT 4

PHUOT

INTERNATIONAL TOUR GROUP

INTERNATIONAL BACKPACKER

CASINO

WALKING TRAIL

BEACH

HERBAL PRODUCTS

LOCAL FOOD

Which markets would you match to these products in Vietnam?

PHUOT

INTERNATIONAL TOUR GROUP

INTERNATIONAL BACKPACKER

CASINO

WALKING TRAIL

BEACH

HERBAL PRODUCTS

Why are these markets linked

to these products? LOCAL FOOD

Matching markets and products in Vietnam

Tourism market segments in Vietnam matched to product types

ENTERTAINMENT

RELAXATION

CULTURE

NATURE

ADVENTURE

LEARNING

DOMESTIC Day trippers from Hanoi Holidayers Phuot INTERNATIONAL Holidayers Mixing business with pleasure First timers Second timers + Crowd avoiders

PRODUCT TYPE

MAR

KET

SEG

MEN

T

Principle 2. Ensure cultural heritage products are sustainable

• Responsible cultural heritage products must meet the needs and wants of consumers, business and government, and other stakeholders

• There must also be available human resources with sufficient capacity

Is it good for us?

others

Do I want it?

consumers

Can I sell it?

Business / Government

Stakeholder criteria for cultural heritage products

1. Contains defining features

2. Contains core features

3. Considers market

4. Is commercially

viable

5. Is sustainable

6. Provides local benefits

7. Available human

resources

CONSUMER REQUIREMENTS

OTHER STAKEHOLDERREQUIREMENTS

BUSINESS & GOVERNMENTREQUIREMENTS

ADDITIONALREQUIREMENT

Assessment criteria to determine if product meets defining feature requirements

REQUIREMENT ASSESSMENT CRITERIAAuthentic How genuine and representative of the region is the product

Distinct How unique and special is the product

Variety Is there a good mix of attractions, activities, services?

Seasonal factors Weather, too crowded during the busy season, etc.

Product function Flagship, Hub, or Supporting Product, fit with regional product clusters and circuits

consumers

Assessment criteria to determine if product meets core feature requirements

REQUIREMENT ASSESSMENT CRITERIAAccessibility How easy is it for tourists to get to the site

Attractions Quality of main attractions that routs are coming for

Activities What other activities can the tourists do at the site

Main services What are the required tourism services available (e.g. accommodation, food service)

consumers

Example of assessment criteria to determine if product meets market requirements

REQUIREMENT ASSESSMENT CRITERIAKey target markets Easily identifiable key markets to target

Market size Sufficient to generate benefits and remain viable

Market trends and influence

Are target markets likely to expand or influence other markets

business

Assessment criteria to determine if product meets commercial viability requirements

REQUIREMENT ASSESSMENT CRITERIAMarket-based planning Tourism products are developed and managed strategically

based on specific markets and trendsPrivate sector engagement

The private sector is involved, including healthy local enterprises

Supportive regulatory context

Regulations on business development and operations are favourable

Necessary supporting resources

Available local human resources, and necessary infrastructure

business

Assessment criteria to determine if product meets sustainability requirements

REQUIREMENT ASSESSMENT CRITERIAEconomic Tourism economy provides equitable and attractive earning

opportunitiesEnvironmental Natural environment is protected and enhanced

Socio-cultural Local customs and cultures are respected and supported

Institutionalisation Support of government policies, plans and programs

Sector functioning Sector stakeholders able to function in appropriate roles to ensure effective and ongoing operations

others

Assessment criteria to determine if product meets local benefit requirements

REQUIREMENT ASSESSMENT CRITERIAEquitable sharing of benefits

Tourism is seen as a fair and welcomed addition to local livelihood improvement

Local involvement / ownership

Hosting communities have open, and effective mechanisms for engagement, including management roles, in the tourism sector

Poverty reduction To what degree are more disadvantaged groups (poor, women, disabled, minorities) receiving benefits

others

Assessment criteria to determine if product meets human resource requirements

REQUIREMENT ASSESSMENT CRITERIAPublic sector Management and staff responsible for tourism or relevant

sectorsBusinesses sector Business either directly involved or supporting tourism in a

locationLocal communities People residing in tourism locations who stand to benefit from

the tourism sector

Assessing product performance against sustainability criteria

Scoring the degree a product achieves the various evaluation criteria can help to understand its level of sustainability and viability. An example is below:SCORE DEFINITION RESPONSE

0 = Not applicable This issue is not needed or relevant to the site No action required

1 = Very weak Complete inadequate leading to disastrous results.

Intensive and comprehensive focused support.

2 = Weak Not adequate. Needs improvement to contribute to and effective or responsible product.

Focused support of key aspects for improvement. Strengthening what is already working.

3 = Adequate Functioning adequately, but could be better in some key aspects.

Focused support of key aspects for improvement. Strengthening what is already working if needed.

4 = Strong Functioning adequately, but could be better in some minor aspects.

Minor improvement on specific areas if needed.

5 = Best practice A model example that is highly effective, innovative and exemplary.

Show case and replicate.

Review findings and identify potential development responses

• Based upon the results of the sustainability assessment development responses will become clearer.

• Development responses may vary according to strategic aims• Below are some examples of development responses:

Improve viability of key products

Encourage partnerships with the private sector

Enhance local benefits

Support the establishment of community-level management

organisations

Improve accessibility

Request and lobby for government funding for rapid

road improvement

ASPECT COMMENT RATINGPerspective 1: What the Consumer Want (“Do I want this product?”)I. Core Product FeaturesAccessibility How easy is it for tourists to get to the site 2. Attractions Quality of main attractions that routs are coming for 3. Activities What other activities can the tourists do at the site 4. Main Services What are the required tourism services available 5. Supporting Services What additional services are there to make it more convenient for tourists? Summary Comments: TotalII. Defining Product Features: (Characteristics)1. Authentic How genuine and representative of the region is the product 2. Distinct How unique and special is the product 3. Variety Is there a good mix of attractions, activities, services? 4. Seasonal Factors Weather, too crowded during the busy season, etc. 5.Product Function Flagship, Hub, or Supporting Product, fit with product clusters and circuits 6.Lifecycle Stage The product’s point of development (e.g. emerging, established etc) Summary Comments: Total

Product assessment score card 1/2

ASPECT COMMENT RATING

Perspective 2: What Businesses Want (“Can I sell this product?”)III. Market Considerations: 1. Key target markets Easily identifiable key targets to target. 2. Market size Sufficient to generate benefits and remain viable. 3. Market trends and influence Are target markets likely to expand or influence other markets. Summary Comments: TotalIV. Commercial Viability: 1. Market-based planning Tourism products developed and managed based on markets and trends 2. Private sector engagement The private is involved, including healthy local enterprises. 3. Supportive regulatory context Regulations on business development and operations are favourable. 4. Supporting resources Available local human resources, and necessary infrastructure. Summary Comments: Total

Product assessment score card 2/2ASPECT COMMENT RATING

Perspective 3: What the Other Stakeholders Want (“Is it good for us?”)V. Sustainability: 1. Economic Tourism economy provides equitable and attractive earning opportunities. 2. Environmental Natural environment is protected and enhanced. 3. Socio-cultural Local customs and cultures are respected and support-ed. 4. Institutionalization Support of government policies, plans and programs. 5. Sector functioning Sector stakeholders can function in appropriate roles for good operations. Summary Comments: TotalVI. Local Benefits: 1. Equitable sharing of benefits Tourism seen as a fair and welcomed addition to local livelihoods 2. Local involvement/ ownership Community has good mechanisms for tourism engagement & management 3. Poverty reduction Disadvantaged groups (poor, women, disabled, minorities) receive benefits Summary Comments: Total

ASPECT COMMENT RATING

Perspective 4: Human Resources: Availability, Capacity and Needs VII. Human Resource Development: (Current capacity and needs) 1. Public Sector Management and staff responsible for tourism or relevant sectors 2. Businesses Sector Business either directly involved or supporting tourism in a location 3. Local communities Local communities stand to benefit from the tourism sector Summary Comments: Total

OVERALL SCORE: TOTAL

Principle 3. Ensure cultural heritage product development has defined strategies and actions

A. Define the responsible cultural heritage product development vision, goals and objectives

B. Identify and prioritise responsible cultural heritage product development ideas

C. Design responsible cultural heritage product development interventions

D. Develop responsible cultural heritage product development action plan

Strategy activities

Action planactivities

A. Define the responsible cultural heritage product development vision, goals and

objectives• Vision: Reflects the broad aims

and purpose of tourism development

• Goals: A clear, agreed set of aspirations to work towards

• Objectives: Specific targets that when reached, will achieve the goals

Example of a vision, goals, and objectives

Example vision statement:• “To develop competitive and sustainable

tourism products that contribute to the improvement of local livelihoods”

Example development goals: • To increase the amount of spending by

tourists in the destination• To improve the performance and

profitability of local tourism businesses• To increasing investment in tourism• To reduce the impact of tourism on the

local environment and resources

Example development objectives:• To increase full time employment in

tourism in the local area by 15% by 2015• To increase average daily spend of

international visitors in the local area by 5% by 2020

• To increase average annual visitation to cultural villages by 10% by 2015

B. Identify and prioritise responsible cultural heritage product development ideas

Key considerations include the degree to which intervention ideas help achieve:1. Commercial viability goals:

The commercial viability and realistic development potential of the products

2. Sustainability goals: The degree to which local environmental, social and economic benefits will be created

3. Sectoral goals: Strengthening infrastructure & communications; Improving promotion in key markets; Improving visitor information & interpretation; Improving quality standards; Improving safety & security

Commercial viability test

Sustainability test

Sectoral test

PRODUCTDEVELOPMENT

OPTION

Prioritisation considerations:Targeting development impacts

• The number of people in poverty who will be reached by the action

• The likely increase in income per person reached

• Any non-financial benefits that could reach the poor

• The ability of the action to reach the particular target segment of those in poverty

• The extent to which measurement of the action’s impact is possible

• The speed and visibility of impact

• The sustainability of results• The extent to which the action

will enhance knowledge and can be replicated

Prioritisation considerations: Practicality

• The cost of the initiative?• The possible funding and other

resources available?• The relevance to agreed policies

and commitments?• The availability of people with

sufficient capacity to carry it out?• The chance of success and the risk

implications?

C. Design responsible cultural heritage product development interventions

• Starting point - review development goals, outputs of the product-market matching analysis and the product assessment activities

• Approaches to consider when designing interventions can include:

Working with products that are generating high

volumes of spending

Working with products which may already be

delivering a high proportion of spending

to the poor

Fostering, supporting and encouraging growth and participation of the

poor

Taking a pragmatic approach

Finally, ensure the interventions selected consider the following two questions:

What can be done with the resources

available? What are the interests and commitment of the different stakeholders?

Principles for preparing a responsible cultural heritage product development strategy

• Emphasise stakeholder involvement• Based on principles of sustainable tourism:

RESPONSIBLE TOURISM PRODUCT DEVELOPMENT STRATEGY

Economically viable and

competitive

Socially equitable and

culturally sensitive

Environmentally responsible

D. Develop the responsible cultural heritage product development action plan

• Clearly sets out what is being done, when, by whom, and resource commitments

• Should be able to function as a stand-alone resource

• General principles:– Ensure participation– Duration appropriate for the

destination– Specify actions for all key

stakeholders

Who?

What?

When?

Resources?

Guiding principles for securing resources for implementing action plans

• Use the project action plan as a tool• Use a joint partnership budget or fund individually• Allow time for resource mobilisation• Identify mechanisms for receiving funding• Be flexible in financial planning• Look to the future

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Action plan templateACTIVITY 1 RESULT TIMING RESPONSIBILITY RESOURCESSub-activity 1 Sub-activity 2 Sub-activity 3 Sub-activity 4

ACTIVITY 2 RESULT TIMING RESPONSIBILITY RESOURCESSub-activity 1 Sub-activity 2 Sub-activity 3 Sub-activity 4

ACTIVITY 3 RESULT TIMING RESPONSIBILITY RESOURCESSub-activity 1 Sub-activity 2…

TOPIC 6. SUSTAINABLE FINANCING FOR CULTURAL HERITAGE MANAGEMENT


Picture source:http://commons.wikimedia.org/wiki/File:At_Hue_Citadel4..JPG

What is the issue?

• Around the world securing adequate finance for cultural heritage sites is a struggle yet essential

• In Vietnam most cultural heritage sites receive a small budget from the Government

• Supplementary cultural heritage revenue raising activities to support Government funding for cultural heritage sites

• Support to the local economy and help improve the socio-economic well-being of the local residents.

The role and importance of sustainable financing for cultural heritage management

• Better enable the implementation of prioritised cultural heritage management activities and the achievement of cultural heritage objectives

• Provide increased stability and confidence in forward budgeting

• Reduce the financial strain on provincial and national budgets.

Typical economic model of tourism in cultural heritage sites

Government funding

Entrancefees

Return of income over

budget

Departure &hotel taxes

Business &sales tax

Employment &income tax

Employment & wages

Licences &user fees

Infrastructure & management

costs

Employment & wages

Paymentsfor goods &

services

TouristsNational government –Local government

Businesses

Local communities

Cultural heritages

Source: Font, X., Cochrane, J., and Tapper, R. 2004, Tourism for Protected Area Financing: Understanding tourism revenues for effective management plans, Leeds Metropolitan University, Leeds, UK

RESPONSIBLE FINANCING

1. Review financing

mechanisms to identify

opportunities

2. Implement innovative fund

raising strategies

3. Support the local economy

Three principles of good practice in responsible financing of cultural heritage sites

Principle 1: Review financing mechanisms to identify opportunities

• Existing funding and revenue making structures and systems may be inefficient or ineffective providing

• Analysing current financing systems can sometimes reveal opportunities to cut costs or increase revenue.


Four areas to look for financial opportunities

1 FINANCIAL PLANNING Consistencies / inconsistencies with government financial planning timeframes. Ensure up to date. Specification / allocation of funding requirements. 3 BOARDS

Role and responsibilities. Financial autonomy.

2 REVENUE GENERATION Range of user charges. Account for inflation, current day costs, changes in disposable income, increasing demand. Examine opportunities for non-tourism charges. 4 INVESTMENT

Range of existing incentives. Examine opportunities to implement new or increase existing incentives.

Source: PARC Project 2006, Policy Brief: Building Viet Nam’s National Protected Areas System – policy and institutional innovations required for progress, Creating Protected Areas for Resource

Conservation using Landscape Ecology (PARC) Project, Government of Viet Nam, (FPD) / UNOPS, UNDP, IUCN, Ha Noi, Vietnam

Principle 2: Implement innovative fund raising strategies

• Reducing reliance on government funding by generating revenue from additional fund raising strategies is an increasing worldwide trend

• To be most effective a range of strategies should be pursued to target different stakeholders and generate the maximum amount of revenue

• Strategies may include entrance fees, concessions and leases, taxes and donations

Entrance fees

Fees charged to visitors to enter the CH CHALLENGES

• Inefficient fee collection resulting in losses of entrance fee revenue

• Scarce human resources for fee collection / reducing conservation activities

• Corruption / bribery

CHARACTERISTICS

• Fees charged to visitors to enter the CH• Most effective in high visitation CHs or where

unique cultural exhibition items can be found• Rate should aim to cover capital and operating

costs, reflect quality of service and product offering, and market demand / willingness to pay

• Visitors pay more if they know the money will be used to enhance the experience or conserve culture

• Tiered pricing can maximise revenue

Source: Font, X., Cochrane, J., & Tapper, R. 2004, Tourism for Protected Area Financing: Understanding tourism revenues for effective management plans, Leeds Metropolitan University, Leeds, UK

Permits, leases and licences

Contracts between CHs and businesses allowing them to operate a commercial activity in exchange for a fee CHALLENGES

• Unsuccessful businesses = less revenue

• Business not respecting contractual obligations

• Business not controlling visitor behaviour

• Profit made by business = income lost by CH

CHARACTERISTICS

• Private sector more critical due to limited government funding

• Examples: tour guiding, accommodation, restaurants, transportation

• Requires good control• CH benefit: business has the knowledge,

experience, equipment etc• Business benefit: access to attractive location,

limited competition


Direct commercial operation

CH authority provides commercial goods and services CHALLENGES

• Human resources, knowledge, skills, financial resources

• Ensuring businesses are not owned by CH personnel who receive all the profits and no benefit to the CH

CHARACTERISTICS

• Can cover same activities as private sector• Increasing revenue through the sale of additional

goods and services such as souvenirs, food and beverages and in-house tours.

• Can be wholly-state owner or Public-Private Partnership (PPP) / joint venture

• Ensures all / more money is obtained by the CH• Should include local labour and goods / services


Taxes

Charges on goods and services that generate funds for the government and can be used to support CH management CHALLENGES

• Not popular with locals or visitors

• Ensuring money goes back into conservation

• Costs of managing the system

• Hard to manage “small” taxes (same administration as larger taxes)

CHARACTERISTICS

• Allows for generating funds nationally and on a long-term basis and to use the funds to suit needs

• Examples: Local tax on users of a cultural heritage or use of equipment, bed levies on accommodation

• Accessing tax concessions for conservation works/donations where possible


Donations

Gifts of money, goods or services, offered free of charge to support CHs

CHALLENGES

• Requires good communication to visitors by guides and print material etc

• Good transparency and accountability in management and use of money

CHARACTERISTICS

• Can use trust funds to hold and manage the donations• Providing opportunities for visitors to donate directly

to restoration projects including cash, ‘in-kind’ gifts, and labour

• Can encourage businesses to donate a small % of sales to support a CH project (e.g. restoration of monuments, collection of cultural exhibition items)

• Can use donation boxes• Fund raising through projects or events such as cultural

festivals


Principle 3: Support the local economy

• Responsible tourism requires socio-economic benefits are received by the local people

• If local communities only see the cost of the CH and no benefits, they are unlikely to support CH management or tourism


Understanding the local communities’ views of tourism in cultural heritage sites

Create incomeCreate employmentCreate opportunities for

local businessesAssist community

developmentProtect cultureAccess to better services

Helping build a stronger local economy in cultural heritage destinations

Source: Eagles, P., McCool, S. & Haynes, C. 2002, Sustainable Tourism in Protected Areas: Guidelines for Planning and Management, IUCN, Gland, Switzerland and Cambridge, UK

Employing local community members as

heritage site staffs

Engaging the local community in the

cultural heritage site supply chain

Providing advice and support on how to improve the quality of local goods and

services

Helping the local community to

institutionalise its tourism service

providers

Establishing clear mechanisms for the use of fees paid by

the tourists

Implementing financial

management training for locally managed cultural

heritage sites Bundling the price of

a locally made handicraft product

into cultural heritage tour fees.

Xin trân trọng cảm ơn!Thank you!