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.
2.
3.
4.
5.
Introduction
Model for Fiscal Management
Model for Sustainable Cultural

Heritage Tourism & Heritage
Resource Base
Model for Community

Education & Skills Training
Model for Building Community

Consensus
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
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
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
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
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
UNESCO Cultural Heritage Management & Tourism Workbook
11
16
22
Contents
CONTENTS (cont)
6.
Case Studies
7.
Preparing & Implementing a

Cultural Heritage Tourism
Strategy & Action Plan
8.
Evaluation & Monitoring of

Strategies & Action Plan
9.
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)
27
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
35
Sources of Information &

Contacts
Front cover illustrations four of the case study pilot sites included in the UNESCO program
Contents
FOREWORD
[By Richard Engelhardt]
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.
Page 1
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 nongovernment 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
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.
Page 3
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
FiscaMODEL
l Managem
1 ent
Fiscal Management
Captive Re-venue from
Tourism
for from
Captive
Revenue
ComTourism
munity Ben
for efit
MODEL 2
Investment by the Tourism
Industry
- TOURISM
SUSTAINABLE
Sustainable
cultural heritage
MARKETPLACE
resource base
CommMODEL
unity Educ
3 ation
&
Skills
Community
Education & Skills
Training to- enhance
local employment
Training
to enhance
local employment
Community Benefit
MODEL 4
Build Community Consensus
FORMULATE STRATEGIES &

ACTION PLANS
IMPLEMENT STRATEGIES
to Improve Benefits for all
Stakeholders
PROJECT INDICATORS (Specific measurable Results) ONGOING

CULTURAL TOURISM IMPACT (Assessment, Monitoring & Evaluation
Page 4
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.
OVERALL VISION
FINANCIAL PLANNING FRAMEWORK
INVESTIGATE SOURCES OF FUNDING
Revenue Capture through

Tourism
Direct
Revenue
Indirect
Revenue
Funding for Conservation &

Tourism
International
Government
National
State
Non $ Contributions
Non Government/
Private
Local
FINANCIAL MANAGEMENT FRAMEWORK

(Argun's notes)
ACTION PLAN ALLOCATING RESOURCES

implementation Expenditure Control
Page 5
2.2

Tourism
Notes on your project: use additional pages

as required
International Agencies
Actions:
International Development Banks (eg, World

Bank)
Set up contact lists for each agency
Institutions (e.g. Getty Grant Program)
List requirements for funding applications
World Monuments Fund
Ambassadors Special Fund
Country of Origin Funds
Other?
Name of relevant fund
Due date
Conditions of eligibility
Background material required
Government Agencies
Actions:
National
List of relevant funding sources
Cultural Heritage Fund (grant/loan)
Government Department
Special events (film, conferences,

performances in historic cities, etc.)
Contact list
Special Allocations
Special requirements
Other?
Calendar of Events
State
Actions:

Special Allocations
Other?
List of relevant funding sources
Government Department
Contact list
Special requirement
Calendar of Events
Local/Municipal
Actions:
Build up Local Government Contact List

Calendar of Events
Exemptions/ Waivers /Deductions
Task force membership
Combined Admission Ticket to Historic Sites
Relevant Local Government Regulations
Revenue from Devotees/ Pilgrims
Other?
Non Government/Private Sources
Actions:
Private Trusts / Donations
List of organisations
Sponsorships from companies
Contacts
Companies to approach
Consider lateral links for sponsorship
Other?
Page 6
2.3
Revenue Capture through Tourism
Notes on your project
Hotel Tax
Actions:
Site Entry Tax
Investigate tax/fee distribution process
Visitor Centre Fee
Negotiate percentage for cultural conservation
Service Tax
Other?
Develop programs to benefit from this revenue

source
2.4
Non Dollar Contributions
Actions:
Volunteer Organisation
Make contact with relevant groups
Heritage Owners Clubs
Develop information sheet/notes on projects to

distribute to organisations/people
School Children/Groups
Develop appropriate work programs/links
Heritage Trust Organisations
Check legal requirements for volunteers,

insurance liability, etc.
Develop links with groups working in tourism

and conservation to provide assistance with
education programs
Free Professional Advice (via NGO or others)
University Research Institute

Student Placements
Unemployment Schemes
Individual Contributions
2.5
Other?
Others
Actions:
Indirect Revenue
Develop unique, attractive local product
Sale of Goods & Services
Link Festivals and performances to sites
Festivals
Performing Arts
Temple Donations
Other?
Page 7
Section 2.0: Model For Fiscal Management

Further Notes
Page 8
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.
Page 9
HOI AN ENTRY TICKET
Front of ticket
Back of ticket
Page 10
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.
OVERALL VISION
Industry Advisory Group - Public/Private what is your tourism market?
Cultural Heritage
Resources/Infrastructure
Measure relevant
indicators
Analysis of existing legal

framework & municipal
ordinances (including
demolition control)
Identify Conservation
and Interpretation
Objectives and
Responsibilities
Community
(Urban)
Measure relevant indicators
carrying capacity of site
Development of
Policies which provide
Opportunities for
Enhanced Public and
Private Sector Activity
and Investment by the
Tourism Industry
(linked with poverty
alleviation)
STRATEGIES/ACTIONS
Tourism
Measure relevant
indicators
Supply/demand
Identify Tourism
Investment Opportunities
and Responsibilities
MONITORING,
EVALUATION AND
REVIEW
Page 11
3.2
Heritage
Resource
Base
Identification & Protection

Actions:
What are your cultural heritage assets and

resources?
Who are the key organisations?
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
3.3
Existing activities/venues
Visitor Centre
Tourism Promotion Office
What are the current tourist

resources in your city?
Government Departments and Agencies (local,

state and national)
Community and religious groups
Property owners and their representatives
Residents and tenants
Users and visitors
Actions:
Tourism Activities
activities
and
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
Page 12
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


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:
Visitor Centre
Establish a working group for assessing

investment opportunities
Clarify responsibilities
Co-ord. Planning Office
Model Conservation Projects
Establish viability of pilot projects select one

or more model projects and gain support for
these
Re-use Projects
Document project tasks and timelines
Heritage Trails
Interpretation Signage
Monitor pilot projects carefully, success is

essential
Events and Festivals
Page 13
Section 3.0: Model for Sustainable Cultural Heritage Tourism &

Heritage Resource Base
Further Notes
Page 14
3.6
Case Studies
Penang (Malaysia)
Vigan (Philippines)
[INVENTORY SHEET EXAMPLE]
Page 15
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
Commitment to Education/Skills Training
Community Stakeholders (particularly women & youth)

COMMUNITY CULTURE/KNOWLEDGE BANK
SUPPLY
What do we have now?
Assessment and forecast
of human resource
Human Resource
Development Plan
(Bridge gap between supply & demand
RESEARCH
DEMAND
What do we need now?
Assessment and forecast of
types of skills, knowledge,
attitude, quantity, time line
PARTNERSHIPS
(Educational institutions, International/national/local government, NGOS's & industry)
EDUCATION & TRAINING PROGRAMS
Themed Interpretation
Raising Awareness
Skills Training Apprenticeship
Academic Programs Curriculum Development
Technical Education Programs
Entrepreneurship
PROGRAM EVALUATION/COMMUNITY PRIDE
Cultural Tourism
Page 16
Cultural Tourism
4.2
Stakeholder Participation
Community Stakeholders
Actions:
Who is your community?
Establish a list of stakeholders
What are their skills?
Formulate workshops to determine:
What specific needs does the community

have?
Which are short term, which are long term?
4.3
Awareness Raising Mechanisms
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:
School Curriculum
Explore existing school resources
Gender Issues
Are there existing curriculum units which can

be adapted for local needs
Volunteerism
Environment and Heritage Awareness
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
4.4
Tourism Skills Training
Actions:
Arts and Crafts
Assess available tourism training programs
Performing arts
Hospitality
Gather information on local tourism skills and

talents and develop relationships with
artisans, chefs etc
Cuisine
Establish work experience opportunities
Communication skills
Ensure quality of product and maintenance of

appropriate training standards
Page 17
4.5
Academic Skills Training
Archaeology
Actions:
Conservation
Sociology
Assess available academic courses - where are

these available?
Geology
Analyse relevance of existing programs
Tourism
Are there on-line or distance learning

opportunities?
Cultural Studies
Economics
Can programs run case studies in the local

region thereby assisting your project?
Entrepreneurship
4.6
Technical Skills Training
Architecture
Engineering
Material Conservation
Computer Technology
Teacher Training
Environmental Science
4.7
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:
Cultural Tourism
Establish opportunities and priorities
Heritage Conservation
Liaise with potential employers
Page 18
Section 4.0: Model for Community Education & Skills Training

Further Notes
Page 19
4.8
Case Studies
Lijiang (China)
Kandy (Sri Lanka)
Page 20
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.
OVERALL VISION
Measure relevant indicators
Community Stakeholders
Community
Groups
Heritage
Lobby Groups
Public Sector
Commercial
Sector
Others
Establish Common
Ground (through
process of non partisan
mediation)
Create working
partnerships & shared
vision
Leadership for all
community groups
Formulate Vision for Sustainable

Cultural Tourism
Page 21
5.2
Involvement of Stakeholders
Government and Public Sector
Actions:
Commercial Sector
Heritage Groups
Locate all formal & informal stakeholder

groups
Community Groups
Establish appropriate spokespeople
Recognise conflicts and formulate appropriate

and acceptable compromises
5.3
Preparation of Heritage Vision
Involving all groups directly or indirectly
Outcome to be acceptable to all
5.4
Actions:
Run effective workshops/forums
Analyse language and approach
Work past 'motherhood' statements
Encourage positive participation
Role of Non-Partisan
Mediator/Facilitator
Actions:
Preferred qualities of mediator
Prominent and easily recognisable
Professional mediating skills
Cultural, intellectual & social credibility
Able to maintain focus on vision
Page 22
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.
Page 23
Section 5.0: Model for Building Community Consensus

Further Notes
Page 24
5.6
Case Studies
Levuka (Fiji)
Luang Prabang (Lao PDR)
Page 25
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
1
2004
4
2005
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.
Page 26
PREPARATION OF ACTION PLAN - POSSIBLE FORMAT
Vision Statement
Refer to Model workpages for possible actions
Strategies
Actions
Fiscal Strategy
Action 1
(Model 1)
Action 2
Action 3
Action 4
etc
Sustainable Tourism &

Heritage Resource Base
Action 1
Action 2
(Model 2)
Action 3
Action 4
etc
Community Education
& Skills Training
Action 1
Action 2
(Model 3)
Action 3
Action 4
etc
Community Consensus
Building
Action 1
Action 2
(Model 4)
Action 3
Action 4
etc
Page 27
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 selfanalytical 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.
Page 28
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$)
Sources of Income
2003
Amount
2004
%
Amount
2005
%
Amount
2006 (est)
%
Amount
1. Local taxes
2. Property taxes
3. Economic enterprise
4.
5.
Total
Municipal Expenditure (in US$)

Expenditure
2003
Amount
2004
%
Amount
2005
%
Amount
2006 (est)
%
Amount
1. Economic development
2. Tourism promotion
3. Cultural conservation
4. Social development
5. Infrastructure
6.
7.
Total
Page 29
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
Amount
Description of scheme
2004
%
Amount
2005
%
Amount
2006 (est)
%
Amount
1. Parking fee
2. Entrance fee
3. Hotel and restaurant tax
4. Municipal
services
tour
guiding
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)
Description of scheme
(2)
(3)
(4)
(5)
Total Amount
Collected
Amount
Retained by
Municipality
Amount Reinjected 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
Page 30
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
2003
Item
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.
Page 31
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.
Page 32
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
Page 33
9.0 SOURCES OF INFORMATION

Charters
The Australia ICOMOS Charter for the Conservation of Places of Cultural Significance (The Burra
Charter), 1979, rev 1999
The Illustrated Burra Charter First Edition 1992, currently being updated
The New Zealand ICOMOS Charter for the Conservation of Historic Places The Nara Document on
Authenticity (adopted March 1993)
Understanding The Burra Charter - A Simple Guide to the Principles of Heritage Conservation in
Australia (pamphlet 1996)
The Venice Charter, The International Charter for the Conservation and Restoration of Monuments
and Sites, 1964
Principles for the Conservation of Heritage Sites in China, the Getty Conservation Institute 2002,
available December 2002 on Australian Heritage Commission website
Nara Document on Authenticity 1994
International Cultural Tourism Charter - Managing Tourism at Places of Heritage Significance,

(adopted October 1999 by ICOMOS General Assembly)
Publications
Australian Heritage Commission, Successful Tourism at Heritage Places: A Guide for Tourism
Operators Heritage Managers and Communities, Canberra, July 2001
CRM: Cultural Resource Management Preservation in the Pacific Basin, US Department of the
Interior National Parks Service collection of articles focusing on preservation in Asia and the Pacific,
Volume 19, Number 3, 1996
Cultural Heritage Conservation in Urban Upgrading Case Study Ningbo, China, The World Bank,
May 1999
Heritage Habitat a source book of the Urban Conservation Movement in Asia and the Pacific,
compiled by Khoo Salma Nasution, published by the Asia and West Pacific Network for Urban
Conservation (AWPNUC) November 1997
Loh Lim, Lin Lee The Blue Mansion The Story of Mandarin Splendour Reborn, Penang 2002
The Heritage of Hong Kong, Hong Kong Antiquities and Monuments Office, January 1992
Historic Environment, Volume 15, Number 3, 'The Asian Connection', Australia ICOMOS, 2001
Kerr, J.S.: The Conservation Plan - A Guide to the Preparation of Conservation Plans for Places of
European Cultural Significance, National Trust of Australia (NSW) 1982
Logan, William S, Hanoi Biography of a City, University of New South Wales Press Ltd, Australia,
2000
McDougall K, & Pettman B, The Ohel Leah Synagogue, Hong Kong, Its History and Conservation,
Jewish Historical Society of Hong Kong, 2001
Facade Restoration Guidelines - URA Singapore Publication, available at www.ura.gov.sg
Sustainable Tourism and Cultural Heritage A review of development assessment and its potential to
provide sustainability, the Nordic World Heritage Office, November 1999
Twelve Tips on Caring for Old Buildings (pamphlet 1997) (Australia ICOMOS and National Trust of
Australia)
Urban Redevelopment Authority (URA), Singapore Publications

(can all be ordered at www.ura.gov.sg)
Conservation Handbook, URA Singapore Publication
Conservation Guidelines July 1995 Edition, URA Singapore Publication
Conservation Guidelines Technical Supplements, URA Singapore Publication

Understanding The Roofs, July 1997
Page 34
Understanding The Partywalls, July 1997

Understanding The Timber Floors & Staircases, July 1997
Understanding The Doors, Windows & Vents, December 1997
Understanding The Ornamental Plasterworks, December 1997
Understanding The Mechanical & Electrical Services, June 1998
Understanding The First Storey: Five-Footway & Front Facade, June 1998
Conservation Technical Leaflets, URA Singapore Publication
Home.Work.Play, Urban Redevelopment Authority, Singapore, 1999
Objectives, Principles and Standards for Preservation and Conservation, Urban Redevelopment
Authority Preservation of Monuments Board, Singapore, August 1993
Video Tape on 'Restoring the Singapore Shophouse', URA Singapore Publication
Vines, Elizabeth: Streetwise - a Practical Guide - for the Revitalisation of Commercial Heritage
Precincts and Traditional Main Streets in Australian Cities and Towns, National Trust of Australia
(NSW), Sept 1996
Conference Proceedings
Conserving Cultural Heritage for Sustainable Social, Economic and Tourism Development, Learning
from Bali Cultural Heritage Conservation and International Experiences, 9-14 July 2000, Bali,
Indonesia
Culture Counts Financing, Resources, and the Economics of Culture in Sustainable Development
proceedings of the Conference held in Florence, Italy, 4-7 October 1999 co-sponsored by the
Government of Italy and the World Bank in cooperation with UNESCO. First printing, February 2000
Cultural Heritage Management and Urban Development, Conference convened by the Government of
China, UNESCO and the World Bank, 5-7 July 2000, Beijing, China
Heritage Economics - Challenges for heritage conservation and sustainable development in the 21st
Century, 4 July 2000, Conference Proceedings Australian National University, Canberra; available
from Australian Heritage Commission website: www.environment.gov.au/heritage
Model Cities Urban Best Practices, Urban Redevelopment Authority, Singapore and Institute of
Policy Studies, Singapore, 2000
International Conference: Heritage and Education, Hong Kong, December 1997
UNESCO Best practices in Culture Heritage and Tourism Management - Full-text best practice
documents from the UNESCO tourism workshop held in Lijiang, China from 8-18 October 2001":
http://www.unescobkk.org/culture/lijiang-workshop/
UNESCO Conference/Workshop: Conserving the Past - An Asian Perspective of Authenticity in the

Consolidation, Restoration and Reconstruction of Historic Monuments and Sites which was held in Hoi
An, Viet Nam in February 2001: http://www.unescobkk.org/culture/vietnam-workshop2001/
UNESCO Cultural Heritage Management and Tourism Conference/Workshop for the enhancement
of stakeholder cooperation and tourism development and heritage preservation in Asia and the
Pacific, 8-16 April 2000, Bhaktapur, Nepal
UNESCO The Economics of Heritage, Conference/Workshop on the Adaptive Reuse of Historic

Properties in Asia and the Pacific 9-17 May 1999, Penang and Melaka, Malaysia
Page 35
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
Page 36
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.
Preconditions / Assumptions:
Accounting/taxation and
business management
expertise
Relevant policies / guidelines
Coordination systems
Revenue Capture through

Tourism
Domestic
International
Direct Revenue
Hotel Tax
Site Entry Tax
Visitor Centre
Fee
Service Tax
Etc.
Governmental
Indirect Revenue
Sale of Goods & Services
Festivals
Performing Arts
Temple Donations
Etc.
Cultural Heritage:
Identification & Assessment
Survey / Working Database
Ranking of Significance
Establishment of Relevant
Policies and Guidelines
CONSENSUS BUILT

Tourism
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.
Private
Private
Trusts /
Donations
Sponsorships
from
companies
Etc.
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.
Local
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.
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.
Host Community & NGOs

ACTION
Page 37
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 nature of the

host community
Establish the Nature of

current Tourism Activity
and Resources
Define the Host

Community Development
Strategy
Identify the Heritage and

Conservation
Stakeholders
Identify the potential role

of Tourism in the
Development Strategy
Identify the Tourism

Stakeholders
Identify Conservation and

Interpretation Objectives
Identify Opportunities for

Enhanced Public and
Private Sector Activity
and Investment by the
Tourism Industry
Identify Tourism
investment opportunities
and responsibilities
Establish Identified Activities

for Involvement of Tourism
Industry
Page 38
Visitor Centre
Co-ord. Planning Office
Model Conservation
Projects
Re-use Projects
Heritage Trails
Interpretation Signage
Events and Festivals
Public Domain Projects
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.
Women, Youth and

Other Stakeholders
Socio Economic
and Awareness
Skills
Assessment
Needs
Short Term Needs
Awareness
e.g.
School Curriculum
Gender Sensitivity
Volunteerism
Environment and
Heritage
Awareness
Long Term Needs
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
Employment and Entrepreneurship Opportunities
Cultural Tourism
e.g.
Hotels
Heritage Interpreters
Restaurants
Shops/Handycrafts
Transportations
Travel and Tourism
e.g.
Conservation and Related Industry
Custodians / Caretakers
Museums / Curators
Heritage Professionals
Designers
Risk Preparedness
Program Evaluation
Page 39
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.
Cultural Heritage is a Political Issue

The Challenge is to make Heritage Conservation a
Non Partisan Issue
Commercial Sector
Formal Sector
Banks
Property Developers
Corporate Sector
Hoteliers/Airliners etc.
Absentee Landlords
Tourism Industry
Corporate Sector
Informal Sector
Unorganised
Hawkers etc.
Organised
(Temp/Perm)
Taxi
Boat Man
Heritage Groups
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)
Public Sector
Local Government
Bureaucratic
National
Provincial
/Regional
Conservation Process
1. Definition
Evaluation
2. Identification / Inventory
3. Documentation / Survey
4. Analysis
5. Planning
6. Implementation
Political Structure
7. Monitor
Review
Governmental Depts.
Architecture
Urban Development
Environment
Culture
Tourism
Community
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
Users
Students
Tourists
Pilgrims etc.
Page 40
APPENDIX TWO
FURTHER NOTES:
Page 41
FURTHER NOTES:
Page 42
FURTHER NOTES:
Page 43
FURTHER NOTES:
Page 44
FURTHER NOTES:
Page 45

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Hoi An, Vietnam

MANUAL FOR TOURISM MANAGEMENT IN HERITAGE

NORDIC WORLD HERITAGE OFFICE

McDougall & Vines, Conservation and Heritage Consultants

Model for Fiscal Management

Model for Sustainable Cultural

Model for Community

Model for Building Community

Objectives of this Workbook

How to use this Workbook

Overall Model for Sustainable Cultural Heritage

Model for Fiscal Management (Model No. 1)

Funding for Conservation & Tourism

Revenue Capture through Tourism

Non Dollar Contributions

Model for Investment by the Tourism Industry

Heritage Resource Base - Identification &

Development of a Tourism Strategy

Tourism Investment Opportunities and

Model for Community Education & Skills

Awareness Raising Mechanisms

Tourism Skills Training

Academic Skills Training

Technical Skills Training

Model for Building Community Consensus

Role of New Partisan Mediator/Facilitator

Approaches for Building Community

UNESCO Cultural Heritage Management & Tourism Workbook

Preparing & Implementing a

Evaluation & Monitoring of

Kandy (Sri Lanka)

Luang Prabang (Lao PDR)

Evaluation & Monitoring Process

Indicators of Project's Success & Sustainability

Sources of Information &

UNESCO Cultural Heritage Management & Tourism Workbook

[By Richard Engelhardt]

UNESCO Cultural Heritage Management & Tourism Workbook

Throughout the Asia Pacific Region there are

UNESCO Cultural Heritage Management & Tourism Workbook

During the period 1997-2001 UNESCO, in

Hoi An, Vietnam, one of the eleven historic towns

UNESCO Cultural Heritage Management & Tourism Workbook

Objectives of this Workbook

This workbook aims to provide an easily used and

Model for fiscal management of heritage

Model for investment by the tourism

Model for community education and skills

Model for building community consensus

These models provide the basis for formulating

How to use this Workbook

This workbook has been designed to allow local

UNESCO Cultural Heritage Management & Tourism Workbook

Cultural Heritage Identification

FORMULATE STRATEGIES &

PROJECT INDICATORS (Specific measurable Results) ONGOING

UNESCO Cultural Heritage Management & Tourism Workbook

2.0 MODEL FOR FISCAL MANAGEMENT

Model for Resource Generating Mechanisms (Model No. 1)

FINANCIAL PLANNING FRAMEWORK

INVESTIGATE SOURCES OF FUNDING

Revenue Capture through

Funding for Conservation &