Tourism Management at

UNESCO World Heritage Sites

Volume 3

Local Communities’ Involvement and

Sustainable Tourism

Local Communities’ Involvement in Managing World

Heritage Sites

Silvia Aulet, Dolors Vidal-Casellas,

Neus Crous-Costa
Universitat de Girona (Girona, Spain)
Tourism Management at World Heritage Sites Local Communities’ Involvement and…
Vol. 3

© 2021. This work is licensed under the Creative Commons Attribution-NonCommercial-ShareAlike 4.0
International License. To view a copy of this license, visit http://creativecommons.org/licenses/by-nc-
sa/4.0/.

Attribution-NonCommercial-ShareAlike 4.0 International (CC BY-NC-SA 4.0)

You are free to:

Share — copy and redistribute the material in any medium or format

Adapt — remix, transform, and build upon the material

The licensor cannot revoke these freedoms as long as you follow the license
terms.

Under the following terms:

Attribution — You must give appropriate credit, provide a link to the

license, and indicate if changes were made. You may do so in any
reasonable manner, but not in any way that suggests the licensor
endorses you or your use.

NonCommercial — You may not use the material for commercial

purposes.

ShareAlike — If you remix, transform, or build upon the material, you

must distribute your contributions under the same license as the original.

No additional restrictions — You may not apply legal terms or technological

measures that legally restrict others from doing anything the license permits.

UNESCO UNITWIN Network “Culture Tourism and Development” 1

Tourism Management at World Heritage Sites Local Communities’ Involvement and…
Vol. 3

SUMMARY
Management of World Heritage Sites faces different challenges, one being finding a balance between
preservation and use of heritage, and how to engage different stakeholders to guarantee the social
sustainability of heritage. This chapter will tackle how to involve local communities in heritage
management related to the Sustainable Development Goals.
Local communities are key stakeholders that should engage in tourism policies and heritage
management. Local communities are closely related to heritage, as it is part of their identity; apart
from the universal values recognized by the 1972 World Heritage Convention, local values have to be
recognized and promoted. Empowerment of local communities is key to guaranteeing the sustainable
development, not only of heritage, but also of the whole region around it.

UNESCO UNITWIN Network “Culture Tourism and Development” 2

Tourism Management at World Heritage Sites Local Communities’ Involvement and…
Vol. 3

INTRODUCTION
All human activities generate positive or negative impacts on the environment in which they take
place. These can refer to environmental issues, economic issues and/or socio-cultural aspects. In this
chapter, the focus will be on the importance of involving local communities in the development of
tourism in World Heritage Sites, especially concerning socio-cultural impacts.
It should be clear that the impacts of tourism are global. It is very difficult to isolate one from the other
as they are often related to each other. For example, climate change is a consequence of bad practices
not only environmental but derived from the economic model of capitalism. The Sustainable
Development Goals1 (SDGs) approved by the United Nations represent a way forward for a sustainable
future for all. They interrelate with one another and incorporate global challenges such as poverty,
inequality, climate, environmental degradation, prosperity, peace and justice. Pigem's (2010) vision of
sustainability is also holistic, the essence of sustainability is the fact that everything is related to
everything else, and therefore sustainability cannot be a simple speciality. The real change must come
from the socio-cultural dimension, making people more aware of the issues related to sustainability;
this is also part of the role of academia.
Sustainable development cannot be achieved if actions are taken in the field of environmental policies
only: a deeper change in the socio-cultural values of the population is needed. Therefore, talking about
the importance of involving the local population in the tourism development of World Heritage Sites
affects sustainable development. Without this change, the path to sustainability is difficult.
Some authors relate the global ecological crisis as a reflection of a deeper spiritual crisis.
"First of all, the crisis itself is not an ecological crisis. This is not an environmental crisis in
the first place. It is, first, a crisis related to the way we think ... This means that before we
can effectively deal with the ecological problem we have to change our image of the world,
and that, in turn, means that we need to change our image of ourselves."
(Sherrard, P. Quoted in Pigem, 2010, p. 45)

The basic principles which have inspired this text are three, the Universal Declaration of Human
Rights2, the Global Code of Ethics for Tourism3 and the International Cultural Tourism Charter4.
Article 27 of the Universal Declaration of Human Rights states:
“(1) Everyone has the right freely to participate in the cultural life of the community, to
enjoy the arts and to share in scientific advancement and its benefits. […]”
(Universal Declaration of Human Rights, 1948, art. 27)

The International Cultural Tourism Charter was promoted by ICOMOS in 1999. Especially important are
principles 4 and 5. The first asks for the involvement of local communities in managing and planning
the tourist development of destinations:
“They should be involved in establishing goals, strategies, policies and protocols for the
identification, conservation, management, presentation and interpretation of their
heritage resources, cultural practices and contemporary cultural expressions, in the
tourism context.”

1
https://sdgs.un.org/goals
2
https://www.un.org/en/universal-declaration-human-rights/
3
https://www.unwto.org/global-code-of-ethics-for-tourism
4
https://www.icomos.org/en/newsletters-archives/179-articles-en-francais/ressources/charters-and-
standards/162-international-cultural-tourism-charter

UNESCO UNITWIN Network “Culture Tourism and Development” 3

Tourism Management at World Heritage Sites Local Communities’ Involvement and…
Vol. 3

(International Cultural Tourism Charter, 1999, prin. 4.1)

Aside from being part of the management and planning of the activities, the host community should
benefit from tourism, as reflected in principle 5. Tourism benefits should have an equitable
distribution: they can be economic, social and cultural and should favor local communities at all levels.
Principle 5 also refers to heritage management and conservation programs that should promote
training for local people to enhance their skills, provide educational opportunities for the host
community and to promote knowledge and respect to heritage involving local communities.
In the same year (1999) the UNWTO approved the Global Ethics Code for Tourism. Article 5 is very
similar to principle 5 of the Cultural Tourism Charter, reinforcing the importance of thinking about local
communities when developing tourism activities. It refers to tourism policies as a tool to raise the
standard of living of populations and to integrate local communities in the economic and social fabric.
Involving local communities in tourism management of World Heritage Sites is not only about
sustainable development or sustainable tourism. Responsible tourism and community-based tourism
should be also mentioned.
According to The 2002 Cape Town Declaration on Responsible Tourism in Destinations5, responsible
tourism is any form of tourism that can be consumed more responsibly, meaning that tourism activities
should involve local people in decision-making processes while minimizing negative, social, economic
and environmental impacts and maximizing positives ones. Responsible tourism should be inclusive in
all senses and provide enjoyable experiences for both locals and visitors through meaningful
exchanges.
The basis of responsible tourism should be applied when defining management plans for World
Heritage Sites. It should also be related to the idea of community-based tourism, not only affecting
World Heritage Sites but also the regions or tourist destinations were they are located.
Community-based tourism refers to a model of tourism development where local communities (e.g.,
family groups, rural communities, cooperatives) organize to manage tourism activities and integrate
them as a complementary activity to the traditional ones (Varumo, 2016). If this applies to the tourism
sector, it should be also applied to tourism planning and managing and heritage management.
Local Communities, the Key to Sustainable Development
Heritage belongs to local communities and is a social construction closely related to local identities.
Both natural and cultural heritage have values related to social practices, religious beliefs, economic
activities performed by local communities. They are an important part of the construction of the
storytelling of sites.
Heritage represents the historical memory of the community. The formation of identity is the result of
the individual's desire to forge their own image and the desire to inscribe it positively in a social
environment. Cultural identity is related to territorial development processes since identity acquires
different perspectives depending on whether the territories are on the path of growth or decline. In
general, in developing territories, identity fosters positive, attractive images among members of the
community (Anheier & Raj Isar, 2011). Here the relationship between tourism and heritage becomes
very important. Tourism is an important agent of local development; therefore, it favors the creation
of a positive image of collective identity, which has an impact promoting the conservation and
preservation of heritage.
Thus, the notion of heritage is key for culture and development since it contributes to the revaluation
of cultures and identities, becoming a link to transmit experiences, aptitudes, competencies, abilities,

5
https://responsibletourismpartnership.org/cape-town-declaration-on-responsible-tourism/

UNESCO UNITWIN Network “Culture Tourism and Development” 4

Tourism Management at World Heritage Sites Local Communities’ Involvement and…
Vol. 3

knowledge between generations. Furthermore, cultural heritage has great potential as a tool for
accessing cultural diversity.
In this context, heritage acquires a series of values: social, cultural, ecological and spirituals values.
While OUVs play a great role, in the case of World Heritage Sites, they have to be combined with the
values and meaning that heritage has for local communities. These values must be taken into account
and transmitted to visitors, who must respect and behave appropriately to preserve them. Take, for
example, religious sites. Part of the sites inscribed in the World Heritage List are religious buildings or
are related to religious manifestations. Even if visitors do not share the same religious traditions, they
must be aware of the sacredness of the sites and respect them. Otherwise, local communities may
oppose to tourist development and this may cause conflicts.
Tourism generates socio-cultural impacts on a site and its environment:

Positive Impacts Negative Impacts

• Improvement of the facilities of the • Social differences between visitors and
destination residents
• Recovery and conservation of cultural • Negative impact of the demonstration
values effect
• Preservation and rehabilitation of • Impacts of mass tourism (diffusion of
monuments, buildings, historic sites… stereotyped images)
• Revitalization of local traditions: art • Extreme commodification of local
crafts, folklore, festivals, gastronomy... traditions (banalization and
• Positive impact of the demonstration acculturation)
effect
• Increase of tolerance (peacebuilding)
Table 1. Socio-cultural impacts of tourism. (Source: Adapted from UNWTO, 2013)

It is important to keep in mind that tourism, if well-managed, can make local communities aware of
and value their heritage. The empowerment of local communities and the concept of resilience are
important in this context.
Empowerment is known as the process by which an individual, community or social group is endowed
with a set of tools to increase their strength, improve their capacities and increase their potential, all
to improve their social, political, economic, psychological or spiritual situation (Cole, 2006). In this
context, empowering local communities means giving to these communities the confidence and
security they need to develop their abilities and potential and to participate in the decision-making
processes regarding their territory, their culture and heritage.
Another key concept is that of resilience, referring to the capacity of local communities to persist,
adapt and transform in the face of expected change, moving towards an environmentally friendly
world, humanly interconnected and truly sustainable (Magis, 2010). The concept of resilience is
becoming increasingly a more fundamental part of the study and practice of sustainability.
For promoting the engagement of local communities, World Heritage Sites must apply a Participatory
Management Model. This model is based on a circular conception of four phases that are repeated
over time. The aim is to establish a management plan for World Heritage Sites following the needs and
approaches of all the stakeholders involved.

UNESCO UNITWIN Network “Culture Tourism and Development” 5

Tourism Management at World Heritage Sites Local Communities’ Involvement and…
Vol. 3

Figure 1. Benefits of the participatory model in heritage management. (Source: Holuj, 2019)

PARTICIPATORY MANAGEMENT MODEL: STEPS TOWARDS SUSTAINABLE DEVELOPMENT

The first step of the Participatory Management Model is the identification and approach of the actors
involved, especially when regarding local communities.
The main groups of stakeholders should be site managers, the local community, local businesses and
companies related to culture (e.g. tour guides or cultural promoters), local businesses and companies
related to tourism (e.g. restaurants, accommodation, transports, promotional entities), public
institutions (related to both culture and tourism). They all should be invited to participate in the
definition of the management plan, especially regarding its main objectives, how the local community
can use its heritage, the conditions of access to heritage sites or the development of training plans,
and finally the storytelling or the narrative of the site (regarding the values that should be transmitted).
It is important to listen to all the voices and try to reach a common agreement among all stakeholders.
The second step is a revision of all the existing documents and legal instruments (laws, reports, plans),
especially the existing management plan and how it can be improved or better adapted.
The following step is the diagnosis. To carry it out, it is important to collect as much data as possible
from all stakeholders. This is one of the most difficult parts of the process, as getting local communities
involved can be hard.
Different methods can be used to promote stakeholders’ participation, depending on:
• The number of participants (the number of stakeholders identified and the number of
participants desired);
• The time available to develop all the process;
• The goals, depending on the moment or stage of the process.
It is interesting to combine several methods according to the type of stakeholders involved. Apart from
the methods used, a key figure is that of the facilitator, being someone that can play the role of linking
local communities and heritage managers. This role can be played by leaders of the community
(elders, spiritual leaders, representative of local associations). Some of the methods can be:
• Interviews with relevant members of the community or leaders, for example, site managers,
religious representatives, schoolteachers;

UNESCO UNITWIN Network “Culture Tourism and Development” 6

Tourism Management at World Heritage Sites Local Communities’ Involvement and…
Vol. 3

• Focus group with representatives of some of the different groups of stakeholders. All the
participants in the focus group can be from the same group of stakeholders or different groups
can be mixed to see their interactions. For example, one can have a group with people involved
in tourism companies and another one of people involved in heritage industries or organize a
mixed focus group;
• Suggestion boxes put in strategic places to get feedback from locals and visitors;
• Questionnaires (face-to-face, by post, online);
• Competition of ideas;
• Public events, where some of the ideas or topics can be presented and that combine information
with more playful activities that can help to create cohesion among the members.
The diagnosis should take into consideration the elements that the European Expert Network on
Culture (EENC) in 2015 recommended in the document Participatory governance of cultural heritage6.
The model is based on two axes: the relation between the individual and the collective perspective of
heritage and the relation between knowledge and emotion. From an individual perspective, each
stakeholder will try to benefit as much as possible from heritage and local development, and this has
to match with the need of the whole community.
From the perspective of the collectivity or community, heritage has a value that needs knowledge to
be properly developed (e.g. a World Heritage Site’s OUVs), but also an emotional value for local
communities. Management plans should take into consideration the four dimensions of needs.

Figure 2. Model for analyzing different stakeholder’s needs and values. (Source: Lagerqvist, 2011,
quoted in EENC report 2015)

After the diagnosis, the last stage are proposals and recommendations, in order to define the
guidelines and the management model.
Some of the proposals should be related to the organizational structure, proposing the creation of
flexible management tools. For example, in the case of the Historic Centre of Santa Ana de los Ríos de
Cuenca7 in Ecuador, several activities took place in order to promote the participation of citizens to

6
https://op.europa.eu/en/publication-detail/-/publication/b8837a15-437c-11e8-a9f4-01aa75ed71a1
7
https://whc.unesco.org/en/list/863/

UNESCO UNITWIN Network “Culture Tourism and Development” 7

Tourism Management at World Heritage Sites Local Communities’ Involvement and…
Vol. 3

understand the dynamics of the relations between heritage and community. They include the
organization of workshops with the community in social meeting spaces, a photography contest or a
painting contest with the participation of children from public and private institutions.
Other recommendations or guidelines should focus on the way the local community can access and
use heritage. For example, in the case of Catalan Romanesque Churches of the Vall de Boí8 all locals
were allowed to enter the churches for free and at any time, while visitors paid an access fee.
Additionally, some of the churches keep regular masses and special celebrations ( weddings, funerals)
accessible only to locals.
This system must give voice to all agents and guarantee the visibility of the weakest ones. The needs
of all of them need to be taken into account and management models that satisfy everyone proposed.

INNOVATION AND COMMUNITY: CHALLENGES AND OPPORTUNITIES

Participatory approaches in managing World Heritage Sites should foster sustainability. The main
challenges are related to how World Heritage Sites can improve local sustainability especially thinking
on SDGs.

ESTABLISH EDUCATIONAL PROGRAMS OPENED TO BOTH TOURISTS AND LOCALS, AIMING AT IMPROVING
EDUCATION AND TRAINING PROGRAMS (GOAL 4)
A large part of UNESCO's budget is allocated to training programs, not specifically to heritage ones.
Heritage managers should decide on the educational or training programs that best fit in the
management strategy. These programs can range from educational, awareness-raising and outreach
programs to capacity-building activities in the area of heritage protection, management skills, means
of transmitting knowledge, communication campaigns, just to name a few.
Educational programs that aim to promote heritage values can be proposed for visitors, including
tourists, locals and scholars. However, there can be educational programs to teach skills to local
communities, so that they can be involved and take part as a tourist and cultural stakeholder of the
destination. For example, in the case of community-based tourism it is fundamental to offer training
programs to the local community so that they can develop their own tourism companies.

PROMOTE GENDER EQUALITY AND REDUCE INEQUALITIES (GOALS 5 AND 10)

Participatory methods should be open to anyone. Managers and promoters of this process should
especially care about the participation of women in all the phases, beginning with the decision-making
and planning and ending as part of the employees or beneficiaries of tourism activities.
In many places, women are the ones in charge of transmitting values to children and are the
“guardians” of tradition and heritage. They should be an important part of the process and they should
have the chance to participate and be involved.

PROVIDE DECENT WORK AND ECONOMIC GROWTH (GOAL 8)

It is well known that tourism development can create employment. It is especially important that the
jobs created provide economic growth to local communities, which participate in this growth not only
by benefitting from it, but also by being employed and accessing management positions.
The costs of uncontrolled tourism development can be, among others, the modification of local
traditions and culture to suit the tastes of tourists; the acculturation or the establishment of a new
form of colonialism based on tourism income dependence and the diffusion and permanence of

8
https://whc.unesco.org/en/list/988/

UNESCO UNITWIN Network “Culture Tourism and Development” 8

Tourism Management at World Heritage Sites Local Communities’ Involvement and…
Vol. 3

stereotyped images. The excessive pressure from the influx of visitors can lead to antisocial behavior
and conflicts.
In many places, tourism develops around heritage. Especially in World Heritage Sites, it is important to
keep in mind the importance of involving local communities in all processes to avoid or minimize
negative impacts.

PROMOTE PEACE AND JUSTICE (GOAL 16)

Involving local communities and promoting sustainable development through World Heritage Site
management should aspire to lead to a more peaceful and just society. The main objective of UNESCO
is to build peace through international cooperation in Education, the Sciences and Culture.
“Since wars begin in the minds of men and women, it is in the minds of men and women
that the defences of peace must be constructed.”
(Constitution of the United Nations Educational, Scientific and Cultural Organization9,
1945 and onwards)

An important challenge is promoting a just tourism system that can help local communities protect
and preserve their World Heritage Sites. A more just society leads to peace. The aspiration for peace
should seek the implementation of fundamental values in human being such as autonomy, charity,
freedom, equality, justice, forgiveness, commitment or recognition of the other. Peace could be
defined as:
"The nonviolent regulation of the conflict (personal, socio-political, environmental) to
positively build justice or a New International Order that implies analytical, critical,
creative and global awareness."
(Rodríguez Rojo, 1995, p.46. Translated by the author from Spanish)

Peace can be understood from three dimensions: in the peaceful, harmonious relationship of man with
himself and with others, in the relation intra and inter groups, institutions, peoples, states (at the level
of social structures) and in the harmonious relation of man with nature.
Tourism can play a fundamental role as a tool for establishing ties with oneself and with others to
contribute to the development of peace. According to Irina Bokova (Director-General of UNESCO)10,
the protection of culture and heritage is a humanitarian and security imperative that also paves the
path towards resilience, reconciliation and peace.

9
https://unesdoc.unesco.org/ark:/48223/pf0000261751.page=6
10
http://www.unesco.org/new/en/syria-crisis-response/regional-response/single-
view/news/protect_heritage_now_for_resilience_and_peace/

UNESCO UNITWIN Network “Culture Tourism and Development” 9

Tourism Management at World Heritage Sites Local Communities’ Involvement and…
Vol. 3

REFERENCES
Akbar, I., Yang, Z., Mazbayev, O., Seken, A., & Udahogora, M. (2020). Local residents’ Participation in
tourism at a world heritage site and limitations: A case of aksu-jabagly natural world heritage
site, Kazakhstan. Geojournal of Tourism and Geosites, 28(1), 35-41.
https://doi.org/10.30892/gtg.28103-450
Cole, S. (2006). Information and empowerment: The keys to achieving sustainable tourism. Journal of
sustainable tourism, 14(6), 629-644. https://doi.org/10.2167/jost607.0
Hołuj, D. (2019). The Institution of Community Custodians of Heritage Sites as an Element of Historic
Asset Protection System. The Case of Poland. Journal of Settlements and Spatial Planning, 10,
143-156. 10.24193/JSSP.2019.2.07
Jimura, T. (2011). The impact of world heritage site designation on local communities - A case study of
Ogimachi, Shirakawa-mura, Japan. Tourism Management, 32(2), 288–296.
https://doi.org/10.1016/j.tourman.2010.02.005
Magis, K. (2010). Community resilience: An indicator of social sustainability. Society and Natural
Resources, 23(5), 401-416. https://doi.org/10.1080/08941920903305674
Nasrolahi, A., Roux, J.-M., Ghasvarian Jahromi, L., & Khalili, M. (2019). Assessment of Local People
Opinion After World Heritage Site Designation, Case Study: Historic City of Yazd, Iran. Heritage,
2(2), 1739–1747. https://doi.org/10.3390/heritage2020106
Pigem, J. (2010). Qüestió de valors. Del consumisme a la sostenibilitat. Barcelona: Institut del Territori.
Protect Heritage Now for Resilience and Peace (2015, November 26), UNESCO News.
http://www.unesco.org/new/en/syria-crisis-response/regional-response/single-
view/news/protect_heritage_now_for_resilience_and_peace/
Rasoolimanesh, S. M., Jaafar, M., Ahmad, A. G., & Barghi, R. (2017). Community participation in World
Heritage Site conservation and tourism development. Tourism Management, 58, 142–153.
https://doi.org/10.1016/j.tourman.2016.10.016
Rodríguez Rojo, M. (1995). La educación para la paz y el interculturalismo como tema transversal.
Vilassar de Mar: Oikos-tau.
UNWTO (2009). Sustainable Tourism Management at World Heritage Sites – Enhancing Inter-agency
and Stakeholder Coordination for Joint Action. Sustainable Tourism Management at World
Heritage Sites – Enhancing Inter-Agency and Stakeholder Coordination for Joint Action, March,
24–27. https://doi.org/10.18111/9789284413010
UNWTO (2013). Sustainable Tourism for Development Guidebook. Madrid: UNWTO. Retrieved from
https://www.e-unwto.org/doi/pdf/10.18111/9789284415496
Varumo, L. (2016). Community-based tourism as the interface of indigenous and non-indigenous worlds
(Master's thesis).
World Heritage Centre - Engaging Local Communities in the Stewardship of World Heritage
(COMPACT). (n.d.). Retrieved from https://whc.unesco.org/en/activities/745/

UNESCO UNITWIN Network “Culture Tourism and Development” 10

Tourism Management at World Heritage Sites Local Communities’ Involvement and…
Vol. 3

ABOUT THE AUTHORS

SILVIA AULET

Silvia Aulet, PhD, is a professor in the Faculty of Tourism of the University of Girona, teaching subjects in the
tourism degree and in the Masters in cultural tourism. Her research line is cultural tourism and, in this field, she
has focused her research in two areas: pilgrimage and religious tourism and gastronomy tourism, both as cultural
expressions, and has published widely on these topics. She is a member of the Editorial Board of the International
Journal on Religious Tourism and Pilgrimage, the UNESCO UNITWIN Network “Culture, Tourism, Development”
and the Chair of Gastronomy, Culture and Tourism Calonge-Sant Antoni, University of Girona. She has carried
out several research studies both as an academic researcher and as a consultant. She has participated in several
European projects, one of them being SPIRIT-Youth. Currently she cooperates with different institutions related
to religious tourism, such as Montserrat Monastery, mainly organizing courses and seminars and developing
research programs.
E-mail: silvia.aulet@udg.edu.

DOLORS VIDAL-CASELLAS

Dolors Vidal-Casellas has a PhD in art history. She is interested in the planning and management of cultural
tourism. She has started several Masters programs at the University of Girona, such as the Master in
communication and art criticism, and the Master in cultural tourism. She teaches in the tourism degree and the
Master in cultural tourism of the University of Girona. She is a member of two research groups: ‘Teoria de l’art
contemporani’ (Theory of Contemporary Art) and ‘Laboratori Multidisciplinar de Recerca en Turisme’ (Laboratory
of Multidisciplinary Research in Tourism). She conducts research in the field of tourism image, communication
of cultural tourism, and managing of tangible and intangible heritage for tourism. She directs the collection on
Cultural Tourism of Vitela editors. She is a member and representative of Spain in the UNESCO UNITWIN Network
“Culture, Tourism, Development” and Director of the Chair of Gastronomy, Culture and Tourism Calonge-Sant
Antoni of the University of Girona.
E-mail: dolors.vidal@udg.edu.

UNESCO UNITWIN Network “Culture Tourism and Development” 11

Tourism Management at World Heritage Sites Local Communities’ Involvement and…
Vol. 3

NEUS CROUS-COSTA

Neus Crous-Costa has an MSc in tourism planning and management (specializing in cultural tourism). She is a
lecturer in the Faculty of Tourism at the University of Girona. She also works freelance, coordinating and
delivering training courses for tourist professionals and participates in online courses (MOOCs) as a lecturer and
mentor.
E-mail: neus.crous@udg.edu.

UNESCO UNITWIN Network “Culture Tourism and Development” 12