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: mcdvines@bigpond.com

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 from C
Com efit
v
Tourism 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
Special Allocations
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
Calendar of Events

Actions:
Build up Local Government Contact List
Calendar of Events
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
Measure relevant
indicators

Community
(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?


Actions:
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

Visitor Centre
Co-ord. Planning Office
Model Conservation Projects
Re-use Projects
Heritage Trails
Interpretation Signage
Events and Festivals


Actions:
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


Actions:
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


Actions:
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


Actions:
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 industrys 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 : heritage@badanwarisan.org.my

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


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, J uly 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, J anuary 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,
J ewish 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, J uly 1997

Understanding The Partywalls, J uly 1997
Understanding The Timber Floors & Staircases, J uly 1997
Understanding The Doors, Windows & Vents, December 1997
Understanding The Ornamental Plasterworks, December 1997
Understanding The Mechanical & Electrical Services, J une 1998
Understanding The First Storey: Five-Footway & Front Facade, J une 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 J uly 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 J uly 2000, Beijing, China
Heritage Economics - Challenges for heritage conservation and sustainable development in the 21
st

Century, 4 J uly 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


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 & NGOs
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)
Special
events (film,
conferences,
performances
in historic
cities, etc.)
Special
Allocations
Etc.
State
Cultural
Heritage
Fund
(grant/loan)
Special
events (film,
conferences,
performances
in historic
cities, etc.)
Special
Allocations
Etc.
Local
Revenue Sources
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

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
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.

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
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.

Unorganised
wkers 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
R
e
v
i
e
w

E
v
a
l
u
a
t
i
o
n

7. Monitor
6. Implementation
5. Planning
4. Analysis
3. Documentation / Survey
2. Identification / Inventory

APPENDIX TWO

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