W O R L D H E R I TA G E

S U S TA I N A B L E
TOURISM ONLINE
TOOLKIT

PROVIDED BY UNESCO

By
Behnaz Borji Ghassabi
Helen Crutcher
Sushmita Godayal
Elaheh Sadat Yaghoubi
Simran Kashyap
Ehab Zaaqoq
Sayali Athale
Alvaro Horacio Salas Sobarzo
Sebastián Nicolás Arias Reyes
G U I D E 2 D E V E L O P I N G A S T R AT E G Y
FOR PROGRESSIVE CHANGE
• W H Y T H I S M AT T E R S ?

Changing unforeseen
Strategy consequences

Flexibility

Domino Effect

Stakeholders Collaboration + Comprehensive Destination Management Strategy

=
Sustainability of the World Heritage site
Environment Sector Tourism sector

IDENTIFY KEY
S TA K E H O L D E R S
Conservation
specialists

Economic Sector Local Community

 KNOW YOUR
PRIORITY

Prioritizing the resources is

crucial for strategy development
 LISTEN TO DIFFERENT ISSUES, CHALLENGES, AND
A S P I R AT I O N S

 Main Idea:

To listen and support each other: To exchange ideas

with the full range of stakeholders in the community,
(including economic and conservation sectors).

How? one-on-one in-depth interviews, forum, online

consultation.

• Purpose:

To identify the aspirations, concerns, opportunities,

challenges, roles, and resources of different
stakeholders.

No Listening = No Trust, No Buy-in

 I D E N T I F Y K E Y S T R AT E G I C I S S U E S A N D T E S T T H E M
W I T H S TA K E H O L D E R S

Develop a simple SWOT analysis.

Aim: to identify those key issues that stakeholders will need, the strategies and
outcomes that can be achieved.

Good strategies always consider conservation, communities and business.

Discussing the SWOT analysis

Organize a public meeting or Destination Management Planning (DMP) forum

to explain the emerging strategic focus.

Goal of this analysis:

- widening understanding of the destination´s situation
- allowing opportunities for feedback, transparency and accountability.
- agree on basic priorities for sustainable tourism in the destination.
D E V E L O P A S U S TA I N A B L E M U LT I -
Y E A R T O U R I S M S T R AT E G Y

• Build a strategy around the key issues identified based on your research and stakeholders' consultation.
• Strategies can range from hundreds of pages to a relatively concise document.
• A Strategy should provide answers to ‘who’, ‘what’, ‘when’, ‘why’, and ‘how’ to bring about
the desired changes.
"Look to connect stakeholder aspirations and site preservation by creating business or community
opportunities – stress the positive" (UNESCO)
• Strategy should be able to "explain the current capacity and potential resources for solutions"
(UNESCO).
• It should reflect the steps to deliver discussed solutions.
P U B L I S H A N D C H A M P I O N T H E S T R AT E G Y

Sell the strategy.

Convince different stakeholders.

Embed the strategy in governing policy.

Put your name on it.

By taking ownership, people see commitment.

Presentation matters.

Communicate the key messages and inspire action.

Think carefully.
 I D E N T I F Y T H E A G E N C Y T H AT W I L L TA K E
RESPONSIBILITY FOR DIFFERENT ELEMENTS OF THE
S T R AT E G Y

Single biggest determinant: is whether it has a robust and

accountable management structure.

The key is having an organisation or partnership.

there will be a need for leadership and making tough decisions.

E N C O U R A G E D E B AT E A N D F E E D B A C K

Include maximum stakeholders from the beginning.

Keep open communication about addressing their

respective interests

Co-develop strategies to get the support of the

dissenters

Publish the Strategy Inclusive and Open

Process
R E A S S E S S T H E S T R AT E G Y P E R I O D I C A L LY

Working Document that should be open to changes in order to

achieve the objectives effectively

Stakeholders ideally should debate and assess the progress once

a year

Flexibility in Strategy Future Proofing is

and Governance Critical
 GUIDE 3 DEVELOPING
EFFECTIVE GOVERNANCE
W H Y G O V E R N A N C E M AT T E R S

Sustainabili
Tourism Good ty and
manageme Governanc economic
nt e effectivene
ss

Good governance involves having DMPs (Destination Management Plans) and DMOs (Destination
Management Organisations), these clear management structures are the essence of governance.
If it exists, use an established DMO, if not, develop one
• Stakeholder Partnership is a key factor – build this to optimise effectiveness!
• Build a structure and way of working that fits the context, tailor to the destination ambitions: One size does
not fit all!
 " D I S T I N G U I S H I N G D E S T I N AT I O N M A N A G E M E N T
A N D W O R L D H E R I TA G E S I T E M A N A G E M E N T "

Destination management varies from the management of World Heritage

sites.

Successful destination management necessitates cooperation among

tourism, transport, infrastructure, and conservation sectors.

Challenges emerge in establishing partnerships, as consensus on shared

goals, aspirations, and mutual obligations is essential.

Professionals may be reluctant to participate, demanding a range of skills

for effective influence on tourism.
 " S T R AT E G I E S F O R S U C C E S S F U L
D E S T I N AT I O N M A N A G E M E N T "

Create a management
framework customized to the
destination's size and scope.
Multiple organizational
structures can be considered,
including departmental, group-
oriented, committee-based,
private companies, NGOs, or
collaborative partnerships.
Highlight the adaptability of
the management structure to
address a variety of challenges.
Recognize that in the face of
severe external issues such as
conflict or poverty, practical
measures may be necessary
until conditions improve.
Promote a culture of
continuous improvement and
cultural sensitivity when
managing destinations faced
with significant challenges.
" K E Y FA C T O R S O F G O O D G O V E R N A N C E "

Sustainable
• Setting strategies Interaction • Tough decisions
• Delivering • Continuous • Alternative
actions engagement activities
• Monitoring • Stakeholders • Enforce
process support protection
Openness & Authority &
Inclusiveness Capacity
 C A S E S T U D Y: M E L A K A & G E O R G E T O W N ,
M A L AY S I A
TOURISM MANAGEMENT PLAN : SW O C A N A LY SIS
Strategic priorities
• Ensuring relevance of heritage to inhabitants
• Safeguarding traditional features of the WHS
• Ensure economic viability of traditional structures
• Establish a coherent system of governance

CHALLENGE
STRENGTHS WEAKNESSES OPPORTUNITIES
S
• Re-defined George town as a • Commercial • Collaborative approach • Lack of trust in the
cultural heritage destination establishments replacing with site residents state government
• Promoted a participatory family run shophouses • Financial benefits of • Negative image of the
approach leading to gentrification adaptive re-use heritage as being 'un-
• Establishing a dedicated NGO encouraged local Malaysian'
to facilitate targeted activities engagement with colonial and
• Encouraged adaptive re-use of • Tourist tax contributed to unwanted
old structures conservation western influences