UNESCO Toolkit PDFs Guide 2C
UNESCO Toolkit PDFs Guide 2C
UNESCO Toolkit PDFs Guide 2C
Guide 2
Developing a strategy for progressive change
Welcome to the UNESCO World Heritage
Sustainable Tourism Toolkit
Sustainable planning and management of tourism is one of the most pressing challenges
concerning the future of the World Heritage Convention today and is the focus of the
UNESCO World Heritage and Sustainable Tourism Programme.
These ‘How To’ guides for World Heritage Site managers and other key stakeholders will
enable a growing number of World Heritage Site communities to make positive changes
to the way they pro-actively manage tourism.
These easily accessible ‘How To’ guides are focused on best These resources are a valuable asset to site managers
practice approaches to sustainable economic development in particular, who often lack the tools and know-how to
through tourism. The first of their kind, the ‘How To’ effectively manage and maximise tourism benefits, while
resources offer direction and guidance to managers of World minimising its negative impacts.
Heritage tourism destinations and other stakeholders to help
identify the most suitable solutions for circumstances in their Our series of guides have been structured as a step-by-step
local environments and aid in developing general know-how process for site managers.
for the management of each destination.
Guides 1-4 establish the basic foundations for sustainable
The ‘How To’ guides bring best practice knowledge to the full tourism (these are coloured yellow).
WH community, so that site managers, tourism professionals, Guides 5-10 are tailored to more specific issues, which will
conservation professionals, and communities around the have greater relevance at some sites than at others (these
world understand the possibilities of sustainable tourism and are coloured orange). We recommend that site managers
what key issues have already been achieved. explore each guide, however, as sustainable tourism is a
holistic process, addressing all issues in a strategic manner.
Strategic Foundations
The goal is to stimulate local solutions in communities We understand the complex range of different societies in
through capacity-building in best practice. With the immense which World Heritage sites exist, and the many challenges
scale and variation of World Heritage Properties around the site managers face on a daily basis. While the intention is to
globe, coupled with scarce human and financial resources, encourage each site to undertake most, or at least many, of
this is now more important than ever. Site managers and the tasks included in the guides, considering them together
other stakeholders in the tourism sector must have access all at once may seem daunting and even impossible.
to these types of innovative sustainability tools in order to
develop and formulate their own successful results. We have developed this tool as a source of guidance and
inspiration. It is a menu of ideas from which you, the user,
Ideally, site managers and other users will begin to navigate may choose to put into practice, helping your World Heritage
through this system by learning basic ideas and guidance. site become more sustainable for its current and future
The system then enables the user to delve deeper into any visitors.
given subject that falls in line with their local interests, needs,
and aspirations. Getting to know these ‘How To’ guides will move your site
towards better self-management and sustainability rather
Our objective for these guidance resources is to enable than demand a level of sophistication that might simply be
the growth and success of an entire community of World unattainable for some World Heritage sites. We would urge
Heritage Properties, making positive changes to their local all site managers to read through these resources thoroughly
surroundings and pro-actively managing tourism in their and begin to think about what positive steps can be taken to
areas. In parallel, by establishing this community, we aim to implement these changes. Again, we remind each user that
facilitate knowledge exchange of the most progressive ideas, results will differ for each site, and the circumstances of the
and encourage their implementation and evolution. local environment and community must always be taken into
consideration.
The driving ethic for the ‘How To’ guides is to explain
critically important ideas for sustainable tourism in World Sustainability is a complex system to navigate. Please feel
Heritage sites in a clear and concise manner, conveying the free to ask any questions regarding the information provided
key knowledge and processes in a reading time of under 20 in the ‘How To’ guides, or send us your feedback. We are here
minutes per idea. Our goal is to make implementing the ideas to help.
of sustainable tourism easier to understand and put into
practice for all parties involved.
Guide 2: Developing a strategy for progressive change
This guide will tell you how to develop a strategy for your destination that complements
both the sensitive nature of a heritage site, as well as the task of sustainable and profitiable
tourism.
Destinations are more than just the sum of their parts, Start by listing the key stakeholders in the destination
and changing the strategy of a destination requires as a whole – this includes the tourism sector, conservation
the active support and commitment from a range specialists, community representatives, and other groups or
of stakeholders. There must be an appreciation and individuals involved in economic, community, environmental
anticipation of the domino effect, as certain changes may management, and heritage protection activities. This need not
have unforeseen consequences. With that in mind, there be an extra expense. All you need is some time and effort,
must also be contingency measures in place, as well as a pen, and a sheet of paper. There is no excuse for not doing
a degree of flexibility in the plan chosen. this. When you have made your list, you can start a simple
mapping analysis of stakeholders’ roles, responsibilities, and
To secure stakeholder ‘buy-in’ and understanding, it is resources.
crucial that there is a destination management
strategy for making tourism more sustainable. This Prioritise the list in order to target your resources. While
realisation is critical to both the success of the plan and inclusiveness, respect, and listening are the key words in these
the on-going viability of the World Heritage site, itself. guides, prioritising your resources is also crucial for strategy
development. Some stakeholders will warrant some detailed
face-to-face time, others however, can be handled as part
of a wider collective forum or consultation.
This case study on Angkor represents some of the key ‘Managing heritage at Angkor requires managing
threats and concerns World Heritage sites across the world tourism’ (Tourism Management Plan 2012-2020)
may also have to deal with and manage. When Angkor was
first inscribed in 1992, it was immediately placed on the The involved parties recognised that unless management
List of World Heritage in Danger due to threat from conflict dramatically changed to meet the contemporary needs of
between Cambodia and Vietnam. It was only removed Ankgor and its population, the site would be damaged beyond
from this List in 2004, and, although domestic conflict recovery. It has also been recognised that tourism represents
was no longer a threat to the site, a number of new issues both an economic necessity and the biggest threat to the
endangering the site had become apparent. longevity of Angkor, so it was decided a comprehensive tourism
strategy must be developed in order to minimise threat and
Angkor is an extensive site, which in recent years, has been improve the long-term viability of Ankgor as both a destination
visited by over three million international and domestic and a place for people to live. In response to this, the ‘Angkor
tourists per year. The impact of so many visitors is one World Heritage Area Tourism Management Plan, 2012–2020’
of the key threats Angkor has been attempting to manage (TMP) under the Angkor Heritage Management Framework
since its inscription. However, numbers have only continued (HMF) project was developed.
to steadily increase. Furthermore, Angkor is also an inhabited
landscape, a fact that has presented difficulties for those Strategic priorities
parties wishing to present an environment that fits a certain
view of the World Heritage site and how it should look, rather Dealing with the rapidly increasing numbers of tourists who
What
than did they
the reality do?
of a contemporary and lived-in setting. visit Angkor.
Reducing negative impacts of tourism (previously understood
Another difficulty comes from the location of Angkor being primarily in terms of conservation at the expense of all else).
in Siem Reap, one of the poorest provinces in Cambodia. This Improving tourist understanding of the local uses of Angkor,
creates a set of circumstances that makes local residents both as an inhabited area and as a place of continued religious
more inclined to place emphasis and importance on the significance.
basic and immediate economical potential of Angkor rather
Creating a more cohesive tourism industry that adheres to
than any longer term value and developmental potential it
particular practice and standards.
holds for the region. The comparative wealth of those who
visit Angkor is also a draw for those living in other regions of Providing better opportunities and financial return for local
Cambodia; it has been estimated that almost half of residents.
those working in the accommodation sector are not Siem
Reap residents but seasonal workers who travel there to
cash in on tourism.
Maintaining tourism was deemed fundamental – Adaptation measures have been developed and water supply
a UNESCO-funded marketing campaign promoted the Park planning now accounts for the consumption of fresh
as a tourist destination, and a new visitor centre was water by the lake and marsh. Freshwater inflow from the
built. Local schemes trained Park guides and raised dams upstream and exchanges of salted water with the sea
awareness of the sensitive nature of Ichkeul National Park, downstream is regulated, and a tailored scientific monitoring
and protection measures were implemented around the programme has also been implemented
Park itself, restricting human access while working towards
restoring the equilibrium of the wetlands.
What was tough?
Strategic priorities Funding had to be established before any of the
positive changes could be initiated. Furthermore, the
Educating local population and tourists about the sensitive active promotion of the National Park as a tourism destination
nature of the wetland ecosystem. has come about through the cooperation between the Park
Involving local communities in the management of the World authorities and tour operators, travel agents, and the Tunisian
Heritage site. National Tourist Organisation – these relationships had to be
developed.
Eliminating or minimising other practices and conditions that
negatively affect the site, including hunting, grazing, and air
pollution.
Restoring the natural equilibrium of the wetlands, specifically
the necessary water levels, salinity, and flora.
Attracting tourists, and implementing a sustainably strategy
that does not negatively affect the eco-system of the Park.
How did they get buy-in? What lessons can others take from this?
The value of the site as a tourist destination was The OUV of many World Heritage sites, particularly natural
recognised, along with the realization that the negative sites, is derived from their unique habitat and the wildlife
effect of the dam affected the value of the Park and the local it attracts. However, these conditions are fragile and
community. Regaining and increasing the attention of require a specific balance of conditions that depend on
tourists was recognised as necessary for the future of the minimal human impact. This renders their attractiveness as
site, and the increase in tourism has generated income which, tourist destinations problematic, and in order to maintain
in addition to contributing to to the maintenance of the Park’s the conditions that are valued, the inevitable impact of any
infrastructure, feeds into the local economy. human visitation must be kept to the minimum.
The Ichkeul National Park was on the Danger List for ten
What are the results? years before being removed in 2006. Positive change does
Ichkeul National Park was taken off the Heritage in not happen over night! But Ichkeul National Park shows
Danger List in 2006, after being on the List for over ten that with hard work, a clear vision, and the inclusion of the
years. Tourist numbers have doubled (approx. 50,000 per local community, positive change can be implemented with
annum), but the impact of increased visitation is kept even the most delicate of sites visited sustainably by tens of
low as general access to the marshes and the lake is restricted thousands of tourists.
to special circuits with observation towers and look-out points.
Approved routes are well-marked, and trained local guides for
tourists ensure the protection of the marshes from negative
tourism pressures.