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

UNIT 9. RESPONSIBLE TOURISM GOOD PRACTICE
FOR CULTURAL HERITAGE SITES IN VIETNAM
Picture source:
http://commons.wikimedia.org/wiki/File:HoiAnOldQuarter.jpg

Unit outline
Objectives
By the end of the unit participants will be able to:
• Understand the positive and negative impacts of tourism on
cultural heritage and the benefits of responsible tourism
• Explain the importance of cultural heritage policy and planning
• Explain how to involve stakeholders in heritage planning and
management
• Identify ways to interpret and communicate cultural heritage
responsibly
• Explain good practices in the implementation of strategies to
minimise tourism impacts on cultural heritage sites
• Explain key principles in the development of responsible cultural
heritage products
• Identify good practices in financing cultural heritage management
Topics
1. Overview of cultural heritage
and tourism in Vietnam
2. Cultural heritage site
planning for sustainability
3. Responsible interpretation &
communication of cultural
heritage values
4. Cultural heritage conservation
& tourism impact
management
5. Responsible cultural heritage
product development
6. Sustainable financing for
cultural heritage management

TOPIC 1. OVERVIEW OF CULTURAL
HERITAGE AND TOURISM IN VIETNAM
UNIT 9. RESPONSIBLE TOURISM GOOD
PRACTICE FOR CULTURAL HERITAGE SITES IN VIETNAM
Picture source:
http://www.flickr.com/photos/triller/5057891609/

Defining cultural heritage
Heritage - something
inherited from the past
and passed on to future
generations
Cultural heritage - often
refers to masterpieces of
artistic and historic value
passed on over time
Picture source:
http://en.wikipedia.org/wiki/File:Chua_Mot_Cot.jpg

How UNESCO classifies cultural heritage
TANGIBLE CULTURAL HERITAGE
Physical manifestations or symbols of
cultural expressions or traditions
INTANGIBLE CULTURAL HERITAGE
Non-physical manifestations of cultural
expressions and traditions of society
Picture source:
http://en.wikipedia.org/wiki/File:%C4%90%E1%BB%93ng_K%E1%BB%B5_06.jpg
http://en.wikipedia.org/wiki/File:National_Museum_Vietnamese_History_47_(cropped).jpg

The importance of cultural heritage
3% MIXED PROPERTIES

Vietnam’s World Heritage Sites
The Centre of Thang Long Citadel
CULTURAL HERITAGE
NATURAL
HERITAGE
Picture sources:
http://en.wikipedia.org/wiki/H%E1%BB%99i_An
http://en.wikipedia.org/wiki/M%E1%BB%B9_S%C6%A1n
http://en.wikipedia.org/wiki/Wikipedia:Featured_picture_candidates/A_Busy_Ha_Long_Bay
http://en.wikipedia.org/wiki/File:Phongnha17.jpg
http://en.wikipedia.org/wiki/File:Grave_khai_dinh.jpg

Number of heritage sites in Vietnam according
to type
Historic and
cultural sites
51.20%
Architectural
heritage sites
44.20%
Archeological sites
1.30%
Significant
landscapes
3.30%

Vietnam’s heritage sites according to level of
protection
7,500
Nearly
PROVINCIAL LEVEL HERITAGE
SITES
Over
3,000NATIONAL LEVEL
HERITAGE SITES

The connection between cultural heritage and
tourism
UNWTO:
of global tourism has a
cultural motivation
37% “…There has
been
considerable
growth of a
deeper level of
engagement
with local
culture over the
past decade…”
EUROPEAN TRAVEL
COMMISSION:
of travellers are strongly
influenced by history and
culture in their choice of
holiday destination (and
only 15% are not)
NATIONAL TRUST FOR HERITAGE PRESERVATION:
57%

What is cultural tourism?
A form of tourism
connected with the
movement of people
to satisfy cultural
motivations
Picture sources:
http://www.flickr.com/photos/shankbone/3269789156/
http://en.wikipedia.org/wiki/File:Thang_Long_Water_Puppet_Theatre2.JPG
http://www.flickr.com/photos/lawtonjm/4309006912/
http://en.wikipedia.org/wiki/File:Th%E1%BA%BF_Mi%E1%BA%BFu_(Hu%E1%BA%BF).jpg

Cultural tourism is just one of many forms of
tourism
Picture sources:
http://en.wikipedia.org/wiki/File:Elephant_safari.jpg;http://pt.wikipedia.org/wiki/Ficheiro:Rafting_em_Brotas.jpg; https://www.flickr.com/photos/lukema/8385805896/;
http://www.flickr.com/photos/sblackley/2987232840/; http://www.fotopedia.com/items/flickr-1254734424; https://www.flickr.com/photos/lukema/8385805896/;
http://www.flickr.com/photos/vinothchandar/6099012489/
Religious
tourism
Business
travel
Cultural
tourism
Mass
tourism
Adventure
tourism
Ecotourism

Benefits of cultural heritage tourism
Provides a cultural
experience and enables
cultural exchange
Contributes to the
preservation of
built heritageContributes to the
revitalisation of traditional
handicrafts and intangible
cultural heritage
Provides new employment
opportunities and contributes to
local economic development
Enhances the
amenity of a
region
Builds community
pride
Picture source:
Pixabay, www.pixabay.com

Tourism in Vietnam is growing fast – can
cultural heritage managers keep up?
2,000,000 7,500,000 12,000,00012,000,000
35,000,000
48,000,000
Y2000 Y2020Y2013
Domestic tourists
International tourists
YESTERDAY
TOMORROW?
TODAY

Are Vietnam’s heritage destinations about to
reach a critical threshold?
Exploration
Involvement
Development
Consolidation
Stagnation
(Rejuvenate)
(Stable)
(Decline)
Development
threshold
TIME
NUMBEROFVISITORS
MY SON SANCTUARY
HUE
HOI AN
HA LONG BAY
Conceptual diagram of
stage of development for
key heritage sites in Vietnam

The challenges of cultural heritage tourism 1/2
DISPLACEMEN
Tof local residents
Undermining
of traditions
Cultural
identity lossCultural
commodification
Culture-based
SOCIO-ECONOMIC
DIVIDE
Picture sources:
www.pixabay.com
http://www.spectrumcare.org.nz/media/TP/362/TalkingPoint-Issue362.htm
http://www.clipartlab.com/clipart_preview/cl3-agriculture.php
http://soundtrackforthepeople.wordpress.com/tag/marketing/

The challenges of cultural heritage tourism 2/2
Loss of
authenticity
CONFLICT
over land rights
Selective
development
to attractions
and facilities
Damage
Picture sources:
http://www.flickr.com/photos/archer10/4331192254/
www.pixabay.com
http://www.clipartheaven.com/show/clipart/international/people_-_cartoons/asian_farmer-gif.html
http://www.clker.com/clipart-14267.html

Responsible tourism: Building a sustainable
future for cultural heritage sites
Uses natural resources
optimally whilst still
conserving the natural
heritage and biodiversity
Respects and
conserves socio-
cultural authenticity
including built and
living cultural
heritage and
traditional values
Ensures viable, long
term economic
benefits to all
stakeholders
including fair
distribution of
benefits

The responsible tourism approach
ENVIRONMENT
SOCIAL ECONOMIC
SUSTAINABLE
TOURISM
1. BE
ACCOUNTABLE
3. TAKE
ACTION
2. HAVE
CAPACITY
RESPONSIBLE
TOURISM
We must accept that every
decision and action we make
in our daily lives has an
impact.
We must take
responsibility
for our actions
and acquire the
knowledge,
skills and
resources to
make change.
Being responsible is
not just an intent. It
requires action. And
that action must be
for good - based upon
the law, our ethics and
morals.

More enjoyable
experiences for
tourists
The benefits of responsible tourism in cultural
heritage site management
Picture source:
http://www.fotosearch.com/photos-images/tour-guide.html
http://www.restoration-people.com/restoration-people-news/
Empowers locals
residents in
development process
Economic and
employment for
the community
Contributes to conservation of
cultural (and natural) heritage

Key components for applying responsible
tourism in cultural heritage site management
Cultural heritage site
planning for sustainability
TOPIC 2
Responsible cultural
heritage product
development TOPIC 5
Responsible interpretation
and communication of
cultural heritage values
TOPIC 3
Cultural heritage
conservation and
tourism impact
management TOPIC 4
Sustainable financing
for cultural heritage
management TOPIC 6
Picture source:

TOPIC 2. CULTURAL HERITAGE SITE
PLANNING FOR SUSTAINABILITY
Picture source:
http://en.wikipedia.org/wiki/File:Ngomon2.jpg

What is the issue?
• Plans to protect cultural
heritage are often not
developed or alternatively not
clear
• Cultural heritage plans are
frequently not co-ordinated
and integrated with other
sectors
• Plans for economic growth are
often prioritised before plans
for heritage protection
Picture sources:
http://www.flickr.com/photos/marfis75/404887342/

The role and importance of cultural heritage
site management plans
• Guides day-to-day operation and on-going
physical and interpretive features
• Balances maintaining / enhancing heritage
integrity with generating sufficient visitor
volume to meet income requirements
• Objectives:
– Maintain the site’s sense of place and integrity
– Preserve the site’s culturally significant
dimensions
– Identify issues of management concern
– Promote the role of all stakeholders to devise a
management strategy to allow the site to
effectively meet a variety of challenges
Key considerations
in responsible
cultural heritage site
management plans
• Product
authenticity and
quality
• Financial viability
• Stakeholder
participation
• Management of
negative impacts

Benefits of cultural heritage plans that follow
responsible tourism principles
Reduces impacts on the
local environment and
improves quality of life for
local residents
Better ensures cultural
heritage oﬀers meet
market trends and
opportunities
Better ensures the type of
tourism developed brings
income to local residents
and beneﬁts conservation
Better ensures cultural
heritage sites achieve
legal, social, business
standards and goals
Provides all stakeholders
with greater involvement
and power to inform
development

CULTURAL
HERITAGE SITE
PLANNING
1. Be guided by a
comprehensive
management plan
2. Embrace
participation and
build partnerships
3. Adopt a cross-
sectoral and
regional approach
Principles of good practice in responsible
cultural heritage site planning

Principle 1. Be guided by a comprehensive
cultural heritage site management plan
• Well-planned cultural heritage
sites can encourage investment
and growth
• Such development cannot be
achieved by traditional,
uncoordinated planning
• Cultural heritage integrated planning helps
manage different demands by linking cultural
heritage protection with socio-economic and
environmental development
Picture source:
http://www.flickr.com/photos/33151788@N04/4556006631/

Good practices in developing cultural heritage
plans
Sustainable Culturally, socially, ecologically and economically
Comprehensive
Addresses all relevant issues for heritage tourism development
and management
Cross-sectoral
Integrates tourism with related sectors such as infrastructure,
education, labour, and natural resources
Participatory and
inclusive
Involves all relevant stakeholders with specific consideration of
local communities and the poor. Fair sharing of economic
benefits.
Process oriented Continuous, flexible and includes feedback loops.
Viable Realistic, financially viable and implementation oriented

Key steps in adopting a cultural heritage
integrated management plan
PREPARATION
OF CULTURAL
HERITAGE PLAN
ELABORATION –
ADAPTATION
REVIEW –
MONITORING
• Situation analysis
• Development of plan objectives,
content and structure
• Defining work plan
• Vision and objectives
• Fields of action,
objectives, strategies,
and issues
• Preparation of
monitoring
• Developing
monitoring indicator
scheme
CONTINUAL
IMPROVEMENT

Key inclusions in a cultural heritage site
integrated management plan
Introduction Describes the objectives and the purpose of the cultural heritage integrated
management plan
Identifying issues Describes the status-quo of the cultural site: area overview, statement of
significance and individual values / authenticity / integrity, dangers and
threats, instruments for safeguarding, relevant stakeholders for conservation
and development, and organisational / operational structures and procedures
Appraisal Describes the vision, thematic objectives, approaches, actions, etc. for the
cultural site: overall vision and general objectives for the area, field of
actions, objectives, strategies, and
organisational and operational structures and procedures
Implementation
& monitoring
Provides an action plan/ implementation plan, and steps for continuous
monitoring and review

Integrate sustainability issues into planning:
Socio-cultural 1/3
SOCIO-CULTURALISSUES
Preserving the visual integrity of a place
Identifying, evaluating, assessing and documenting
cultural heritage values
Conserving, restoring and maintaining authentic
cultural heritage and preserving traditional uses
Preserving intangible values
Regulating new developments in the heritage site
area and careful adaptation of buildings to new uses
Traffic control
Mobility / accessibility in cultural area for all
generations / social groups
Security of buildings
Public space improvement
Cultural identity of community
Authentic heritage interpretation (including
communications & marketing)
OBJECTIVE
Preserving and
authentically
promoting tangible
and intangible
cultural heritage
values of a place
the benefit of all.

Environmental 2/3
ENVIRONMENTALISSUES
Preventive and reactive measures
for natural hazards and climate
change
Adaptation of cultural heritage to
environmental needs
Improving recreational and green
areas in the old town
Special climatic conditions
Weathering of historic urban fabric
Drainage
Microclimate
OBJECTIVE
Adaptation of the
tangible cultural
heritage to environ-
mental
requirements and
minimising the
negative impacts.

Economic 3/3
ECONOMICISSUES
Employment in cultural centres /
for inhabitants
Vitality and viability (mix of
economic activities; mix of
shops)
Accessibility
Overall local needs
Commercial signs in public space
Balancing tourism offers with
inhabitants’ needs
OBJECTIVE
Attracting and
retaining a mix of
economic uses that
meets the needs of
the local
community and
visitors and
respects the
character of the
historic centre.

Ground planning in best practice:
The ICOMOS Charter
1
Conservation should provide for members of
the host community and visitors to responsibly
experience and understand that community's
heritage and culture first hand. 4
Host communities and
indigenous peoples should
be involved in planning for
conservation and tourism.
2
The relationship between Heritage Places and
Tourism is dynamic and may involve conflicting
values. It should be managed in a sustainable
way for present and future generations. 5 Tourism and conservation
activities should benefit the
host community.
3
Conservation and Tourism Planning for
Heritage Places should ensure that the Visitor
Experience will be worthwhile, satisfying and
enjoyable. 6
Tourism promotion
programmes should protect
and enhance Natural and
Cultural Heritage
characteristics

Using the PUP methodology in cultural heritage
site planning
• A consultative process with active
participation of relevant stakeholders
• Facilitation by experts with strong knowledge
and skills in managing participatory
techniques
Phase 1.
Planning
preparation
Phase 2.
Planning for
heritage
Phase 3. Write
up tourism
management
plan

Phase 1. Planning preparation
• Initial stakeholder presentations
and interviews1
• Organisation self-analysis2
• Planning framework3
• Terms of reference4
• Prepare logistics for upcoming
planning activities5

Phase 2. Planning for heritage
• Develop
interpretative
framework
1
• Directory of
touristic attractions2
• Zoning, sector and
visitor profile3
• Tourism products4
• Monitoring5
• Regulation6
• Calendar of
activities7
• Financial plan8

Phase 3. Write up cultural heritage
management plan
• Draft the management
plan1
• Present to key
stakeholders for feedback2
• Finalise the management
plan3

Principle 2. Embrace participation and
partnerships in cultural heritage site planning
• Cultural heritage site planning typically
involves stakeholders from the local to
international level
• However all stakeholders often have different
goals
• Fair and broad participation in cultural
heritage site planning helps ensure all goals
are achieved and that fewer negative impacts
are felt

Stakeholder areas of interest in cultural
heritage site planning
Community
• Economic development
• Recreational facilities
• Preservation of social
values
Tourism industry
• Tourism infrastructure
• Visitor facilities
• Heritage
interpretation
• Profit
Site managers
• Protection of heritage
sites and their
presentation
• Facilities management
• Visitor management

Build on stakeholder strengths
GOVERNMENT: Provision of destination
infrastructure, visitor safety and security, favourable
policies and plans to promote socio-economic
development, revenue capture and management,
destination marketing
PRIVATE SECTOR: Marketing of heritage site and
destination, provision of goods and services to
support tourism in heritage destination, advice,
guidance and support in product development and
capacity building
LOCAL RESIDENTS: Influence decisions on
management and use of heritage site, employment /
human resources on site, operation of tourism or
cultural enterprises, input into cultural heritage
research, planning and development., cultural
ambassadors and volunteers.
Development agencies: Technical assistance for
physical development, financing of restoration /
research, cultural heritage capacity building
STAKEHOLDER AREAS OF
INPUT FOR CONSIDERATION IN
PLANNING

Benefits of broad stakeholder participation and
partnerships
• Saves time and money
• Reduces delays or blockages in heritage
development
• Clarifies religious and cultural values and helps
identify problem areas
• Provides input regarding desired conditions and
standards
• Fosters provision of human and financial resources
to assist development of cultural heritage sites

Tips for gaining stakeholder participation in
Involve key
stakeholders early on
in the process (esp. in
cultural mapping and
identification of
tourism development
options)
Encourage broad co-
operation through a
multi-stakeholder
steering committee that
is actively involved in
setting planning goals,
objectives, strategies
and activities
Foster ongoing
stakeholder input in
planning and
development through
regular public
meetings, workshops
and forums

Specific areas for community involvement in
• Defining what the community
would like to gain from
tourism
• Identifying the type of
tourism that would
complement the local way of
life
• Facilitating the
implementation process
• Demonstrating how to
manage heritage places to
optimise positive impacts and
avoid negative impacts
• Establishing linkages between
communities and experts to
build capacity, awareness and
information exchange
programmes

Legislation
Agency
policies,
strategies
Regional plans,
broad-scale land
management plans
Management plans for
Cultural heritages
Subsidiary plans
Operational / action plans, work
programmes
Principle 3. Adopt a cross-sectoral, regional
approach in cultural heritage site planning
• The plan will not be sustainable
unless it fits in with relevant
higher level plans and policies
• Critical to review legislation /
formal agreements
designating the area and
confirm their meaning
• These set the overriding
purpose and goals of
the management
plan
Cultural heritage
management
plans fit here

Adopt a regional approach in heritage planning
and management
• Cultural heritage sites are impacted
upon by external decisions, activities
• CH management plans must
consider impacts outside its
boundaries
• Particularly important when
other administrations manage
outside areas
• For success, CH planning see
itself as aiming to build more
sustainable patterns of development in
general
Picture source:

Three focus areas for regional integration
Integrate or link CH
management plans with
local development
processes and the activities
of other agencies and
organisations working in
the area.
Identify and address the
aspirations and needs of
the local communities
around the cultural
heritage sites (as well as
those living in it) in the CH
management plan
Incorporate regional
stakeholders in the planning
of cultural heritage site and
compatible uses, and in
educational, interpretive and
community involvement
programmes

TOPIC 3. RESPONSIBLE INTERPRETATION &
COMMUNICATION OF CULTURAL HERITAGE VALUES

What is the issue?
• Cultural heritage sites often struggle to
provide adequate communication and
interpretation of cultural heritage values
which can result in:
– Reduced awareness of cultural heritage
importance and significance and limiting
opportunities to enhance cross-cultural
understanding
– Reduced support for action in cultural
heritage conservation
– Increased culture commodification and
objectification
• The end result is reduced visitor
satisfaction, negative word of mouth
promotion, and limited repeat visitation

The objectives of communication and
interpretation in cultural heritage sites
COMMUNICATION
• To increase awareness about the
resources and attractions in the
cultural site
• To alter behaviour of visitors and
residents in the cultural site
• To orient visitors to the cultural site
• To explain about the community and
cultural site authority’s goals and
objectives
INTERPRETATION
• To increase understanding about the
role and importance of special
species in the cultural site and issues
in conservation
• To increase understanding about the
role and importance of cultural
elements and issues in conservation
• To increase understanding and
respect for local culture and heritage
and socio-cultural issues in
sympathetic preservation and
promotion

The benefits of responsible communication and
interpretation of cultural heritage values
Creates a more positive
visitor experience
Facilitates understanding
and appreciation of
heritage sites
Improves learning
Increases visitors’ respect
and support for the local
people
Better represents the
values of the local
community
Picture sources:

COMMUNICATION
& INTERPRETATION
1. Inform and
educate visitors
about the
importance of the
cultural heritage
site
2. Communicate
messages
accurately and
authentically
communication and interpretation

Principle 1. Inform and educate visitors about
the importance of the cultural heritage
• Providing simple information
about the values and
importance of the cultural
heritage helps promote
cross-cultural understanding
and respect
• Communicating cultural
significance can be achieved
through signs, displays,
brochures, and maps
• Visitor information centres /
interpretation centres are also very effective

The ICOMOS’ 7 recommendations for effective
heritage interpretation
1 ACCESS & UNDERSTANDING.
Facilitate access for all. 5
SUSTAINABILITY. Implement effective
strategies for economic, environmental
and social sustainability.
2
INFORMATION SOURCES.
Ensure interpretation is
scientifically based. 6
INCLUSIVENESS. Involve all
stakeholders in the development of
interpretive programmes
3
CONTEXT AND SETTING.
Relate interpretation to wider
contexts and settings. 7
RESEARCH, TRAINING & EVALUATION.
Implement technical and professional
standards in interpretation.
4 AUTHENTICITY. Respect
traditional social functions.

Interpretation through signs and exhibits
• Interpretational signs and exhibits use
stories and messages to inform visitors
about places, objects or events
• Properly planned and designed
interpretive programs relay a theme /
message to visitors
• Common topics can include unique
historical events, cultural traditions and
practices, roles of men and women,
livelihoods, cultural events, religious
beliefs etc.
• Interpretation should incorporate 3
components: education, emotion,
behaviour
Educational component
Emotional component
Behavioural component

Tips in effective interpretation
• Write to the target
market
• Use everyday
language
• Develop an interesting
storyline
• Make presentations
lively
• Use media and messages
to engage emotions
•Get guides to customise tours
to visitor needs
•Keep interpretive materials
simple and colourful and easy
to read
•Provide clear directions and
instructions on trails

Examples of interpretive exhibits

3 principles for writing effective detailed
interpretive signs
1
Deliver information
using themes that are
strong and
provocative. 3
Structure theme into
topics easily
identified by sub-
headings.
2Create titles that are
eye-catching and
interesting.

Examples of detailed interpretive signs
Eye catching
title (theme)
Sub-headings
(well structured) Good use
of images

Good practice tip:
Interpretation should engage
1. Visitors enjoy
activities requiring some
form of participation
2. People remember
activities with
interactive elements
3. Make the experience
more meaningful by
enabling visitors to smell,
taste, feel, explore, lift, push
4. Provide field guides,
photographs of local events
or interesting people; or
plant and animal specimens
Picture source:

Examples of engaging interpretive displays

Principle 2: Communicate messages accurately
and authentically
• Poor communication of
cultural heritage values can
result in loss of meaning and
significance and erosion of
the integrity of the cultural
heritage
• Communicating messages
accurately and authentically
promotes greater
understanding and respect
Picture source:
http://www.flickr.com/photos/mynameisharsha/4344995931/

Being authentic in communicating tourism
experiences
• Communication of messages in
cultural heritage marketing is
often based upon selling
“authentic experiences”
• While authenticity is perceived it
should be displayed as accurately
as possible to reflect the reality
• If messages are exaggerated in
order to make them more
attractive to consumers they will
become disappointed when their
expectations are not met
Picture source:
http://www.dannydancers.com/events.htm

Avoid cultural commodification in
communication
• Communication about the culture of local
communities and cultural heritage sites should be
respectful and accurate
• Commercialisation and commodification of the
local culture should be avoided not only in the
products sold but in the language used and
messages communicated
• Cultural commercialisation and commodification
may result in the loss of original meaning
• The involvement and determination of local
people of how to interpret their culture is critical

4 examples of cultural commodification in
tourism
Redeveloping places to make them more
attractive for tourist consumption
Creating staged and reshaped traditional
performances for tourists
Adaptive reuse of historical buildings
without interpretation
Sale and / or reproduction of artefacts of
cultural or spiritual significance as souvenirs
Picture sources:
http://www.flickr.com/photos/rachelf2sea/6125215016/
http://en.wikipedia.org/wiki/File:Kangeelu_Kunita.jpg
http://www.flickr.com/photos/jeremylim/4263274405/sizes/m/in/photostream/
http://blog.mailasail.com/kanaloa/104

TOPIC 4. RESPONSIBLE TOURISM APPROACH
TO VISITOR IMPACT MANAGEMENT
Picture source:
http://en.wikipedia.org/wiki/Fall_of_the_monument_to_Lenin_in_Kiev

What is the issue?
• Physical / structural damage to
cultural heritage assets
• Destruction or disturbance to the
natural environment
• Social tension between visitors
and local residents
• Safety and security of visitors at
risk
• Poor planning and enforcement of
rules and regulations on visitor
behaviour
Picture source:
http://www.flickr.com/photos/mikecogh/12172174654/

VISITOR IMPACT
MANAGEMENT
1. Set and
enforce zones
3. Influence visitor
behaviour
2. Understand
carrying capacity
and enforce limits
of acceptable
change
Principles of good practice in visitor impact
management in cultural heritage sites

Principle 1. Setting and enforcing zones in large
and multi-stakeholder use heritage sites
• Allocate zones to geographical areas
for specific levels and intensities of
activities and of conservation
• Zones can also be implemented
temporally or indicate other
important attributes
• Formalise zones by developing and
implementing policies that detail:
– Use of cultural resources
– Access
– Facilities
– Cultural heritage development
– Maintenance and operations

Key attributes of sites that influence zoning
plans
Physical attributes
Social attributes
Management
attributes

Example of historic town zoning plan with
important buildings and sites
Source: City of Bradford MDC 2006, Saltaire Conservation Area Appraisal, City of Bradford MDC, Bradford, UK
Conservation area
boundary
Important trees
Key open spaces
Key view or vista
World Heritage site
boundary
Listed buildings
Key unlisted building

Principle 2. Understand site carrying capacity
and enforce limits of acceptable change
• Carrying capacity
measures the level at
which visitors can be
accommodated
• Determines thresholds
of change followed by
setting of limits to the
number of visitors
• Physical carrying capacity:
Availability of space and
necessary resources
• Ecological carrying
capacity: level of
ecosystem tolerance to
human interference
while maintaining
sustainable functioning
• Social carrying
capacity: psychological
and socio-cultural limits
of people in a space
beyond which a decline
in the quality of the
recreational experience
and user satisfaction

Some examples of how carrying capacity can
not be best solution for managing impacts
One destructive tourist might cause more
damage than 50 conscientious visitors
Some cultural heritage site areas can
handle less use than areas with more
resilient physical or social attributes
Just a handful of tourists in a community
might be responsible for most of the litter
Some communities may accept larger
groups of tourists while others reject them
In some cases a single visitor at an
archaeological site might be seen as too
many, while for others, hundreds of
visitors would not diminish the quality of
the experience
Visitors to a ruin site may be limited to 100
at a time, while in an isolated area some
visitors may be stealing priceless souvenirs
The carrying capacity of a cultural village
tour may be set at 100, but that will not
prevent some visitors from disturbing
residents as they approach to take
photographs or create disturbing noise
Source: Pedersen, A. 2002, Managing Tourism at World Heritage Sites: a Practical Manual
for World Heritage Site Managers, UNESCO World Heritage Centre, Paris, France

Other considerations carrying capacity does not
effectively account for
• Impacts on aesthetic qualities, social systems
and the ability to support active uses
• Incremental or differing rates of impact in
different parts of a cultural heritage site
system
• Differing values of users about the importance
of cultural heritage sites and systems

Managing impacts through limits of acceptable
change
• Focuses on the resources that need protection
and not the people that visit them
• Recognises the need for a subjective
determination of states of change
• Sets limits of acceptable resource interaction
or use which, when close to being reached,
trigger management interventions to prevent
or mitigate damage

Limits of acceptable change requires setting
standards
• LAC standards are established on the basis of
stakeholder and management needs, and
follow legal and Convention guidelines
• Management objectives should lead to
measurable impact standards reflecting the
desired conditions
• Sustainability indicators should be set by a
multi-stakeholder committee and reflect
environmental, social or economic issues

Example of environmental and economic
sustainability indicators in tourism
ENVIRONMENTAL Number of threatened or extinct species as percentage of all known species
Perceived value of forest resources to tourism
Number of days tourists spend on nature tourism activities out of total number of days
Number of hotels with environmental policy
Environmental awareness campaigns conducted
Number hotels recycling 25% or more of their waste products
Demand/supply ratio for water
Number of hotels with 50% or more of total toilets as dual flush
% of energy consumption from renewable resources
ECONOMIC Average wage rates in tourism jobs rural/ urban
Number of local people employed in tourism (men and women)
Revenues generated by tourism as % of all revenues generated in the community
% of visitors who overnight in local tourist accommodation
% of hotels with a majority local staff
% of GDP provided by tourism
Change in number of visitor arrivals
Average tourist length of stay
New tourism businesses as a percentage of all new businesses

Example of social and management
sustainability indicators in tourism
SOCIAL % of tourism operators who provide day care to employees with children
% of tourism operators who have commitments regarding equal gender opportunity
Women/men as a % of all tourism employment
% women/men employees sent on training programmes
Satisfaction with volume of tourists visiting the destination
MANAGEMENT
PERFORMANCE
Sustainability Management Plan exists
All personnel receive periodic sustainability management training
% of purchases of services and goods from local providers
% of purchases that are fair trade purchases
Number of facilities built using local material
Code of conduct developed with local community
% of women and local minority employees

Tips for shortlisting indicators
RELEVANCE
COMPARABILITYCREDIBILITY
CLARITY
FEASIBILITY
Of the indicator to
the selected issue
Of the
information
and reliability
for users of the
data And
understand-
ability to users
Of obtaining and
analysing the
information
Over time and
across
jurisdictions or
regions

80
The key steps in developing and implementing
limits of acceptable change
Step 1
• Identify area concerns
and issues
Step 2
• Define and describe
management objectives
Step 3
• Select indicators of
resources and social
conditions
Step 4
• Inventory present
conditions
Step 5
• Specify standards for
indicators
Step 6 • Identify alternatives
Step 7
• Identify management
actions for each
alternative
Step 8
• Evaluate and select an
alternative
Step 9
• Implement actions and
monitor conditions

Principle 3. Influence visitor behaviour
• Based on implementing
regulations, incentives, penalties,
systems, and information to
change visitor behaviour
• Types of measures can be
categorised according to whether
they aim to reduce the volume of
visitors or alternatively reduce
the behaviour of visitors
• These measures can then be
further group according to
whether they are “hard”
measures” or “soft” measures
HARD MEASURES SOFT MEASURES
MANAGEVISITOR
NUMBERS
MANAGEINAPPROPRIATE
BEHAVIOUR
Limit group sizes; Impose
quotas for certain sites /
trails; Close trails or sites
according to season or time
of day
Reduce or disperse visitors
through entrance fee
systems for sites and times
Establish leagally binding
regulations for businesses
and visitor use of resources;
Enforce use of guides; Install
staff to monitor and manage
visitor behaviour
Provide visitor information
on rules of entry (do’s and
don’ts); Strategic placement
(or omission) of key services
and facilities
VISITOR
MANAGEMENT
Source: The International Council on Monuments and Sites

Minimising impacts by reducing tourism
volume
Access
Number of
visitors
Length of stay
Tour group
size
Skills and / or
equipment
Extent of
facilities
Timing
Barriers
Picture source:

Minimising impacts by changing tourism
behaviour
Types of
activities
Frequency
of use
Impact
appraisals
Travel
Conditions
of use
Park rangers
Guides
Information
and education
Qualifications
and standards

Communicate tourism codes of conduct
• Voluntary principles and
practices that visitors are
requested to follow
• Codes of conduct can be
developed to both limit
negative impacts of tourism
activities and also enhance
positive impacts
• Codes of conduct must be well-
communicated in order to be
effective
Picture source:

Example of a visitor code of conduct 1/2
Source: VNAT, Do’s and Don'ts in Vietnam for Community-based Tourists, VNAT, Vietnam

Example of a visitor code of conduct 2/2
Source: VNAT, Do’s and Don'ts in Vietnam for Community-based Tourists, VNAT, Vietnam

Good practice in developing effective
tourism codes of conduct
Sustainability. Do the criteria consider
the environment, economy and
people?
Equity. Do the criteria reflect the
interests of everyone?
Efficiency & effectiveness. Are the
criteria practical and follow best
practice in sustainable management?
Relevance. Do the criteria directly
connect to the destination’s own
sustainability goals?

Managing visitor impacts is also about
managing visitor safety
Recreation
Personal
injury
Potential
claims and
pay outs
Picture source:

Guidelines for the risk management process
Is the process working effectively to identify and manage risks? - Develop a list of risks
associated with an area or activity; Develop checklists to use when inspecting the area;
Inspect the area and talk to visitors; Record all risks identified
Have the control measures eliminated or reduced the risks to an acceptable level? Have
the control measures introduced any new risks? - Gather information about each risk
identified; Think about the likelihood of an event (e.g. frequency of exposure to risk and
probability that an accident will occur); Assess probable consequences (number of
people at risk and likely severity of an injury); Use exposure, probability and
consequence to calculate level or risk
Determine control measures - Eliminate risk; Transfer risk; Reduce risk probability;
Reduce risk impact; Accept risk
Assess effectiveness of control measures - Review proposed measures; Apply control
measures; Monitor effectiveness through regular assessments and documentation
1. IDENTIFY THE RISKS
Identify all risks associated with an
area or activity
2. ASSESS THE RISKS
Assess the level of each risk
3. MANAGE THE RISKS
Decide on and use the appropriate
control measures
4. MONITOR & REVIEW
Monitor residual risks and review
Source: Eagles, P., McCool, S. & Haynes, C. 2002, Sustainable Tourism in Protected Areas: Guidelines for Planning and Management, IUCN, Gland, Switzerland & Cambridge, UK

TOPIC 5. RESPONSIBLE CULTURAL
HERITAGE PRODUCT DEVELOPMENT
Picture source:
www.pixabay.com

What is the issue?
• Successful cultural heritage
tourism attractions need to
directly link with the values,
needs and preferences of the
target market
• Cultural heritage products must
also benefit the local community
and other stakeholders to ensure
support and sustainability
• Developing cultural heritage products responsibly
ensures development uses available resources
sustainably, identifies links to viable market
opportunities, and ensures the satisfaction and
benefit of the local community
Picture source:
http://www.flickr.com/photos/dalbera/6614178827/

Benefits of responsible cultural heritage
product development
Better meets market
demand making cultural
heritage ventures more
competitive
Uses cultural heritage
resources that provide
economic benefits to the
local community
Minimises negative
economic, environmental
and social impacts
Involves all stakeholders
including the local people
in decision-making
Fosters more enjoyable
and meaningful
experiences for tourists

Defining cultural heritage tourism products
NARROW DEFINITION
What the tourist “buys”
WIDER DEFINITION
The combination of what the
tourist does at the cultural
heritage site and the services used

How the UNEP defines tourism products
Experiential factor Emotional factor Physical factor

Characteristics of responsible cultural heritage
tourism products
• Responsible cultural heritage tourism
products are the goods and services that form
tourism experiences and are specifically
designed to be:
– Environmentally, socially, culturally and
economically sustainable
– Educational
– Promote local participation

CULTURAL
HERITAGE
PRODUCT
DEVELOPMENT
1. Ensure cultural
heritage products
are commercially
viable and linked to
markets
2. Ensure
sustainability of
selected cultural
heritage products
3. Ensure cultural
heritage product
development has
defined strategies
and actions
cultural heritage product development

Principle 1: Ensure cultural heritage products
are commercially viable and linked to markets
• Simply developing a
tourism product does not
mean that visitors will
come
• Following a good product
development process
helps ensure the business,
product, or service can
compete effectively and
make a profit
Development of tourism related
products and experiences
requires:
• Understanding existing supply
and future demand for
products
• Market research on visitor
needs and satisfaction,
product development gaps
and opportunities
• Understanding the types of
experiences that a visitor
market seeks
• Assuring the value and
sustainability of the tourism
project

Ensuring viable responsible cultural heritage
products by meeting market needs
• Market visitation
volume
• Market size
• Market trends and
interests
Market
growth
• Reason for travel
• Kinds of
experiences
desired
Motivations
& needs
• Means of travel
• Length of stay
• Level of flexibility
Travel
patterns
• Level of money
spent by visitor
types
• Value to local
development
Spend
• Greatest interest
in the destination
• Connect with
development
objectives
Sustainability

Using a market analysis to help understand
tourism market features
Characteristics Motivations Expectations
Potential
products
Forms & means of
travel
Reasons for travel
choices
Expectations of
facilities, services,
amenities etc

SEGMENT TYPE CHARACTERISTICS MOTIVATIONS EXPECTATIONS
Holidayers International
1st timers International
2nd timers +
crowd avoiders
International
On holiday Domestic
Phuot Domestic
Day trippers Domestic

Example of typical tourist market segments and
characteristics in Vietnam
SEGMENT TYPE CHARACTERISTICS MOTIVATIONS EXPECTATIONS
Holidayers International
short-haul
Traveling in organized groups or with family
and friends. Shorter trips, few destinations.
Relaxation, entertainment,
visiting main attractions,
shopping.
Superior food and
accommodation,
Mixing
businesses
with pleasure
International
short-haul
Individual and independent business travellers
adding some tourism activities to their trip.
Entertainment, visiting
main attractions,
relaxation.
Quality services and
products. Ease of travel.
1st timers International
long-haul
Individual or group travel for 1 week or more,
utilizing a variety of travel means and many
destinations.
Visiting main attractions,
cultural and natural
features.
Good food, adequate
accommodation, fair prices,
variety.
2nd timers +
crowd
avoiders
International
long-haul
Individual or small group travel – usually self-
organized for 1 week or more, usually
spending more time in fewer destinations.
Authentic experiences and
specific activities (i.e.
trekking, caving).
Adequate accommodation,
good food and services,
authenticity and personal
experiences.
On holiday Domestic Travel as a family, during national holidays and
annual holiday periods
visiting main attractions.
Good food, adequate
accommodation, shopping
opportunities, fair prices.
Phuot Domestic Independent or small group travel, often by
motorbike.
Seeking alternative
activities and non-touristic
locations.
Adequate accommodation
and food, cheap prices,
authenticity.
Day trippers Domestic Independent travel by families and friends in
private vehicles for 1 day, usually on
weekends or national holidays.
visiting main attractions.
Good food, good services,
ease of travel.

What is tourism product-market matching?
• Connecting the
characteristics,
motivations and
expectations of market
segments with suitable
tourism products
• To ensure sustainability,
products should also be
matched with
development
opportunities and
objectives of the host
destination
Tourism product
•Entertainment and relaxation
•Culture
•Nature
•Adventure
•Education
Tourism market
•Characteristics
•Motivations
•Expectations

Product-market matching conceptual diagram
PRODUCT
A
PRODUCT
B
PRODUCT
C
PRODUCT
E
PRODUCT
D
PRODUCT
F
PRODUCT
G
PRODUCT
I
PRODUCT
H MARKET
SEGMENT 1
MARKET
SEGMENT 2
MARKET
SEGMENT 3
MARKET
SEGMENT 4

Which markets would you match
to these products in Vietnam?

Why are these
markets linked
to these
products?
Matching markets and products in Vietnam

Tourism market segments in Vietnam matched
to product types
ENTERTAINMENT
RELAXATION
CULTURE
NATURE
ADVENTURE
LEARNING
DOMESTIC
Day trippers from Hanoi  
Holidayers    
Phuot   
INTERNATIONAL
Holidayers     
Mixing business with pleasure   
First timers   
Second timers + Crowd avoiders    
PRODUCT TYPE
MARKETSEGMENT

Principle 2. Ensure cultural heritage products
are sustainable
• Responsible cultural
heritage products
must meet the needs
and wants of
consumers, business
and government, and
other stakeholders
• There must also be
available human
resources with
sufficient capacity
Is it good
for us?
others
Do I
want it?
consumers
Can I
sell it?
Business /
Government

Stakeholder criteria for cultural heritage
products
1. Contains
defining
features
2. Contains
core features
3. Considers
market
4. Is
commercially
viable
5. Is
sustainable
6. Provides
local benefits
7. Available
human
resources
CONSUMER
REQUIREMENTS
OTHER STAKEHOLDER
REQUIREMENTS
BUSINESS &
GOVERNMENT
REQUIREMENTS
ADDITIONAL
REQUIREMENT

Assessment criteria to determine if product
meets defining feature requirements
REQUIREMENT ASSESSMENT CRITERIA
Authentic How genuine and representative of the region is the product
Distinct How unique and special is the product
Variety Is there a good mix of attractions, activities, services?
Seasonal factors Weather, too crowded during the busy season, etc.
Product function Flagship, Hub, or Supporting Product, fit with regional product
clusters and circuits
consumers

meets core feature requirements
Accessibility How easy is it for tourists to get to the site
Attractions Quality of main attractions that routs are coming for
Activities What other activities can the tourists do at the site
Main services What are the required tourism services available (e.g.
accommodation, food service)
consumers

Example of assessment criteria to determine if
product meets market requirements
Key target markets Easily identifiable key markets to target
Market size Sufficient to generate benefits and remain viable
Market trends and
influence
Are target markets likely to expand or influence other markets
business

meets commercial viability requirements
Market-based
planning
Tourism products are developed and managed strategically
based on specific markets and trends
Private sector
engagement
The private sector is involved, including healthy local
enterprises
Supportive regulatory
context
Regulations on business development and operations are
favourable
Necessary supporting
resources
Available local human resources, and necessary infrastructure
business

meets sustainability requirements
Economic Tourism economy provides equitable and attractive earning
opportunities
Environmental Natural environment is protected and enhanced
Socio-cultural Local customs and cultures are respected and supported
Institutionalisation Support of government policies, plans and programs
Sector functioning Sector stakeholders able to function in appropriate roles to
ensure effective and ongoing operations
others

meets local benefit requirements
Equitable sharing of
benefits
Tourism is seen as a fair and welcomed addition to local
livelihood improvement
Local involvement /
ownership
Hosting communities have open, and effective mechanisms
for engagement, including management roles, in the tourism
sector
Poverty reduction To what degree are more disadvantaged groups (poor,
women, disabled, minorities) receiving benefits
others

meets human resource requirements
Public sector Management and staff responsible for tourism or relevant
sectors
Businesses sector Business either directly involved or supporting tourism in a
location
Local communities People residing in tourism locations who stand to benefit from
the tourism sector

Assessing product performance against
sustainability criteria
Scoring the degree a product achieves the various evaluation criteria can help
to understand its level of sustainability and viability. An example is below:
SCORE DEFINITION RESPONSE
0 = Not applicable This issue is not needed or relevant to the site No action required
1 = Very weak Complete inadequate leading to disastrous
results.
Intensive and comprehensive focused
support.
2 = Weak Not adequate. Needs improvement to
contribute to and effective or responsible
product.
Focused support of key aspects for
improvement. Strengthening what is already
working.
3 = Adequate Functioning adequately, but could be better
in some key aspects.
Focused support of key aspects for
improvement. Strengthening what is already
working if needed.
4 = Strong Functioning adequately, but could be better
in some minor aspects.
Minor improvement on specific areas if
needed.
5 = Best practice A model example that is highly effective,
innovative and exemplary.
Show case and replicate.

Review findings and identify potential
development responses
• Based upon the results of the sustainability assessment
development responses will become clearer.
• Development responses may vary according to strategic aims
• Below are some examples of development responses:
Improve viability of key
products
Encourage partnerships with
the private sector
Enhance local benefits
Support the establishment of
community-level management
organisations
Improve accessibility
Request and lobby for
government funding for rapid
road improvement

ASPECT COMMENT RATING
Perspective 1: What the Consumer Want (“Do I want this product?”)
I. Core Product Features
Accessibility How easy is it for tourists to get to the site
2. Attractions Quality of main attractions that routs are coming for
3. Activities What other activities can the tourists do at the site
4. Main Services What are the required tourism services available
5. Supporting Services What additional services are there to make it more convenient for tourists?
Summary Comments: Total
II. Defining Product Features: (Characteristics)
1. Authentic How genuine and representative of the region is the product
2. Distinct How unique and special is the product
3. Variety Is there a good mix of attractions, activities, services?
4. Seasonal Factors Weather, too crowded during the busy season, etc.
5.Product Function Flagship, Hub, or Supporting Product, fit with product clusters and circuits
6.Lifecycle Stage The product’s point of development (e.g. emerging, established etc)
Product assessment score card 1/2
Perspective 2: What Businesses Want (“Can I sell this product?”)
III. Market Considerations:
1. Key target markets Easily identifiable key targets to target.
2. Market size Sufficient to generate benefits and remain viable.
3. Market trends and influence Are target markets likely to expand or influence other markets.
IV. Commercial Viability:
1. Market-based planning Tourism products developed and managed based on markets and trends
2. Private sector engagement The private is involved, including healthy local enterprises.
3. Supportive regulatory context Regulations on business development and operations are favourable.
4. Supporting resources Available local human resources, and necessary infrastructure.

Product assessment score card 2/2
Perspective 3: What the Other Stakeholders Want (“Is it good for us?”)
V. Sustainability:
1. Economic Tourism economy provides equitable and attractive earning opportunities.
2. Environmental Natural environment is protected and enhanced.
3. Socio-cultural Local customs and cultures are respected and support-ed.
4. Institutionalization Support of government policies, plans and programs.
5. Sector functioning Sector stakeholders can function in appropriate roles for good operations.
VI. Local Benefits:
1. Equitable sharing of benefits Tourism seen as a fair and welcomed addition to local livelihoods
2. Local involvement/ ownership Community has good mechanisms for tourism engagement & management
3. Poverty reduction Disadvantaged groups (poor, women, disabled, minorities) receive benefits
Perspective 4: Human Resources: Availability, Capacity and Needs
VII. Human Resource Development: (Current capacity and needs)
1. Public Sector Management and staff responsible for tourism or relevant sectors
2. Businesses Sector Business either directly involved or supporting tourism in a location
3. Local communities Local communities stand to benefit from the tourism sector
OVERALL SCORE: TOTAL

Principle 3. Ensure cultural heritage product
development has defined strategies and actions
A. Define the responsible cultural
heritage product development
vision, goals and objectives
B. Identify and prioritise responsible
cultural heritage product
development ideas
C. Design responsible cultural
interventions
D. Develop responsible cultural
action plan
Strategy
activities
Action plan
activities

A. Define the responsible cultural heritage
product development vision, goals and
objectives
• Vision: Reflects the broad aims
and purpose of tourism
development
• Goals: A clear, agreed set of
aspirations to work towards
• Objectives: Specific targets that
when reached, will achieve the
goals

Example of a vision, goals, and objectives
Example vision statement:
• “To develop competitive and sustainable
tourism products that contribute to the
improvement of local livelihoods”
Example development goals:
• To increase the amount of spending by
tourists in the destination
• To improve the performance and
profitability of local tourism businesses
• To increasing investment in tourism
• To reduce the impact of tourism on the
local environment and resources
Example development objectives:
• To increase full time employment in
tourism in the local area by 15% by 2015
• To increase average daily spend of
international visitors in the local area by
5% by 2020
• To increase average annual visitation to
cultural villages by 10% by 2015

B. Identify and prioritise responsible
cultural heritage product development ideas
Key considerations include the degree to
which intervention ideas help achieve:
1. Commercial viability goals:
The commercial viability and realistic
development potential of the products
2. Sustainability goals:
The degree to which local environmental,
social and economic benefits will be
created
3. Sectoral goals:
Strengthening infrastructure &
communications; Improving promotion in
key markets; Improving visitor information
& interpretation; Improving quality
standards; Improving safety & security
Commercial
viability test
Sustainability
test
Sectoral test
PRODUCT
DEVELOPMENT
OPTION

Prioritisation considerations:
Targeting development impacts
• The number of people in poverty
who will be reached by the
action

• The likely increase in income per
person reached
• Any non-financial benefits that
could reach the poor
• The ability of the action to reach
the particular target segment of
those in poverty

• The extent to which
measurement of the action’s
impact is possible

• The speed and visibility of
impact
• The sustainability of results
• The extent to which the action
will enhance knowledge and can
be replicated


Prioritisation considerations:
Practicality
• The cost of the initiative?
• The possible funding and other
resources available?
• The relevance to agreed policies
and commitments?
• The availability of people with
sufficient capacity to carry it out?
• The chance of success and the risk
implications?

C. Design responsible cultural heritage product
development interventions
• Starting point - review development goals, outputs of
the product-market matching analysis and the
product assessment activities
• Approaches to consider when designing
interventions can include:
Working with products
that are generating high
volumes of spending
Working with products
which may already be
delivering a high
proportion of spending
to the poor
Fostering, supporting
and encouraging
growth and
participation of the
poor

Taking a pragmatic approach
Finally, ensure the interventions selected
consider the following two questions:
What can be done
with the resources
available?
What are the interests
and commitment of the
different stakeholders?

Principles for preparing a responsible cultural
heritage product development strategy
• Emphasise stakeholder involvement
• Based on principles of sustainable tourism:
RESPONSIBLE TOURISM
PRODUCT DEVELOPMENT STRATEGY
Economically
viable and
competitive
Socially
equitable and
culturally
sensitive
Environmentally
responsible

D. Develop the responsible cultural heritage
product development action plan
• Clearly sets out what is
being done, when, by whom,
and resource commitments
• Should be able to function as
a stand-alone resource
• General principles:
– Ensure participation
– Duration appropriate for the
destination
– Specify actions for all key
stakeholders
Who?
What?
When?
Resources?

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

Action plan template
ACTIVITY 1 RESULT TIMING RESPONSIBILITY RESOURCES
Sub-activity 1
Sub-activity 2
Sub-activity 3
Sub-activity 4
Sub-activity 1
Sub-activity 2
Sub-activity 3
Sub-activity 4
Sub-activity 1
Sub-activity 2
…

TOPIC 6. SUSTAINABLE FINANCING FOR
CULTURAL HERITAGE MANAGEMENT
Picture source:
http://commons.wikimedia.org/wiki/File:At_Hue_Citadel4..JPG

What is the issue?
• Around the world securing adequate finance for
cultural heritage sites is a struggle yet essential
• In Vietnam most cultural heritage sites
receive a small budget from the
Government
• Supplementary cultural heritage revenue
raising activities to support Government
funding for cultural heritage sites
• Support to the local economy and help improve the
socio-economic well-being of the local residents.

The role and importance of sustainable
financing for cultural heritage management
• Better enable the implementation of
prioritised cultural heritage
management activities and the
achievement of cultural heritage
objectives
• Provide increased stability and
confidence in forward budgeting
• Reduce the financial strain on
provincial and national budgets.

Typical economic model of tourism in cultural
heritage sites
Government
funding
Entrance
fees
Return of
income over
budget
Departure &
hotel taxes
Business &
sales tax
Employment &
income tax
Employment
& wages
Licences &
user fees
Infrastructure
& management
costs
Employment
& wages
Payments
for goods &
services
Tourists
National government –
Local government
Businesses
Local communities
Cultural heritages
Source: Font, X., Cochrane, J., and Tapper, R. 2004, Tourism for Protected Area Financing: Understanding tourism
revenues for effective management plans, Leeds Metropolitan University, Leeds, UK

RESPONSIBLE
FINANCING
1. Review
financing
mechanisms to
identify
opportunities
2. Implement
innovative fund
raising
strategies
3. Support the
local economy
Three principles of good practice in responsible
financing of cultural heritage sites

Principle 1: Review financing mechanisms to
identify opportunities
• Existing funding and revenue
making structures and systems
may be inefficient or
ineffective providing
• Analysing current financing
systems can sometimes reveal
opportunities to cut costs or
increase revenue.
Picture source:

Four areas to look for financial opportunities
1
FINANCIAL PLANNING
Consistencies / inconsistencies
with government financial
planning timeframes. Ensure up to
date. Specification / allocation of
funding requirements.
3BOARDS
Role and responsibilities. Financial
autonomy.
2
REVENUE GENERATION
Range of user charges. Account for
inflation, current day costs,
changes in disposable income,
increasing demand. Examine
opportunities for non-tourism
charges. 4INVESTMENT
Range of existing incentives.
Examine opportunities to implement
new or increase existing incentives.
Source: PARC Project 2006, Policy Brief: Building Viet Nam’s National ProtectedAreas System – policy and institutional innovations requiredfor progress, Creating
Protected Areas for Resource Conservation using Landscape Ecology (PARC) Project, Government of Viet Nam, (FPD) / UNOPS, UNDP, IUCN, Ha Noi, Vietnam

Principle 2: Implement innovative fund raising
strategies
• Reducing reliance on
government funding by
generating revenue from
additional fund raising strategies
is an increasing worldwide trend
• To be most effective a range of
strategies should be pursued to
target different stakeholders and
generate the maximum amount
of revenue
• Strategies may include entrance
fees, concessions and leases,
taxes and donations

Entrance fees
Fees charged to visitors to enter the CH CHALLENGES
• Inefficient fee
collection resulting
in losses of
entrance fee
revenue
• Scarce human
resources for fee
collection /
reducing
conservation
activities
• Corruption /
bribery
CHARACTERISTICS
• Fees charged to visitors to enter the CH
• Most effective in high visitation CHs or where
unique cultural exhibition items can be found
• Rate should aim to cover capital and operating
costs, reflect quality of service and product offering,
and market demand / willingness to pay
• Visitors pay more if they know the money will be
used to enhance the experience or conserve culture
• Tiered pricing can maximise revenue
Source: Font, X., Cochrane, J., & Tapper, R. 2004, Tourism for Protected Area Financing: Understanding
tourism revenues for effective management plans, Leeds Metropolitan University, Leeds, UK

Permits, leases and licences
Contracts between CHs and businesses allowing them to
operate a commercial activity in exchange for a fee
CHALLENGES
• Unsuccessful
businesses = less
revenue
• Business not
respecting
contractual
obligations
• Business not
controlling visitor
behaviour
• Profit made by
business = income
lost by CH
CHARACTERISTICS
• Private sector more critical due to limited
government funding
• Examples: tour guiding, accommodation,
restaurants, transportation
• Requires good control
• CH benefit: business has the knowledge,
experience, equipment etc
• Business benefit: access to attractive location,
limited competition

Direct commercial operation
CH authority provides commercial goods and services CHALLENGES
• Human resources,
knowledge, skills,
financial resources
• Ensuring
businesses are not
owned by CH
personnel who
receive all the
profits and no
benefit to the CH
CHARACTERISTICS
• Can cover same activities as private sector
• Increasing revenue through the sale of additional
goods and services such as souvenirs, food and
beverages and in-house tours.
• Can be wholly-state owner or Public-Private
Partnership (PPP) / joint venture
• Ensures all / more money is obtained by the CH
• Should include local labour and goods / services

Taxes
Charges on goods and services that generate funds for the
government and can be used to support CH management CHALLENGES
• Not popular with
locals or visitors
• Ensuring money
goes back into
conservation
• Costs of managing
the system
• Hard to manage
“small” taxes
(same
administration as
larger taxes)
CHARACTERISTICS
• Allows for generating funds nationally and on a
long-term basis and to use the funds to suit needs
• Examples: Local tax on users of a cultural heritage or
use of equipment, bed levies on accommodation
• Accessing tax concessions for conservation
works/donations where possible

Donations
Gifts of money, goods or services, offered free of charge
to support CHs
CHALLENGES
• Requires good
communication to
visitors by guides
and print material
etc
• Good transparency
and accountability
in management
and use of money
CHARACTERISTICS
• Can use trust funds to hold and manage the donations
• Providing opportunities for visitors to donate directly
to restoration projects including cash, ‘in-kind’ gifts,
and labour
• Can encourage businesses to donate a small % of sales
to support a CH project (e.g. restoration of
monuments, collection of cultural exhibition items)
• Can use donation boxes
• Fund raising through projects or events such as cultural
festivals

Principle 3: Support the local economy
• Responsible tourism
requires socio-economic
benefits are received by the
local people
• If local communities only
see the cost of the CH and
no benefits, they are
unlikely to support CH
management or tourism
Picture source:

Understanding the local communities’ views of
tourism in cultural heritage sites
Create income
Create employment
Create opportunities for
local businesses
Assist community
development
Protect culture
Access to better services

Helping build a stronger local economy in
cultural heritage destinations
Source: Eagles, P., McCool, S. & Haynes, C. 2002, Sustainable Tourism in Protected Areas: Guidelines for Planning and Management, IUCN, Gland, Switzerland and Cambridge, UK
Employing local
community
members as
heritage site staffs
Engaging the local
community in the
supply chain
Providing advice and
support on how to
improve the quality
of local goods and
services
Helping the local
community to
institutionalise its
tourism service
providers
Establishing clear
mechanisms for the
use of fees paid by
the tourists
Implementing
financial
management
training for locally
managed cultural
heritage sites
Bundling the price
of a locally made
handicraft product
into cultural
heritage tour fees.

Xin trân trọng cảm ơn!
Thank you!

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

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