www.cherplan.eu/
Mid – Term Conference
17-18 April 2013
Ministry of Culture of Montenegro
Njegoseva bb, Cetinje
Dr. Engelbert Ruoss
International Expert in Science and Culture for Sustainable
Development, Head “Global Regions” Initiative
SUSTAINABLE TOURISM AS DRIVING FORCE
FOR CULTURAL HERITAGE SITES
DEVELOPMENT
Planning, Managing and Monitoring Cultural Heritage
Sites in South East Europe
Editors and main authors: Ruoss Engelbert, Alfarè Loredana
Contributors:
CNR/IGAG: Vallone Roberto and Moscatelli Massimiliano, Zumaglini Marco
BOKU-SIG: Grünner Roman and Klementschitz Roman
Project Partners: Data and compiling a questionnaire regarding their pilot sites
Categories of Protected Areas
© Ruoss
- 2013 -
World Heritage Convention
© Ruoss
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Forms of Cultural Heritage
(Source: Cultural Tourism Sites
Management - A Training Manual
for Trainers in the Greater
Mekong Subregion, United Nations,
Economic and Social Commission
for Asia and the Pacific, 2008)
Sustainable Tourism (UNWTO)
Sustainable Tourism Development
• meets the needs of present tourists and host regions
• while protecting and enhancing opportunities for the future, leading to
management of all resources in such a way that economic, social and aesthetic
needs can be fulfilled
• while maintaining cultural integrity, essential ecological processes, and
biological diversity and life support systems.
Requirements
• informed participation of all relevant stakeholders
• strong political leadership to ensure wide participation and consensus-building.
• continuous process with constant monitoring of impacts,
• introducing the necessary preventive and/or corrective measures
• maintain a high level of tourist satisfaction and ensure a meaningful experience
to the tourists,
• raising their awareness about sustainability issues and promoting sustainable
tourism practices amongst them.
CHERPLAN Brochure
Planning and Management Tools related
to SD of Heritage Sites
 Regulatory frameworks at international, national, regional and local level
 Public Participation processes in planning and management
 Management planning of heritage sites
 Environmental Planning and Management (EPM)
 Planning and Monitoring Tools for World Heritage sites
 Carrying Capacity (CC)
 Cultural Impact Assessment (CIA/HIA)
 Limits of Acceptable Change Planning System (LAC)
 ICT applications for tourism
 GIS as Management Tool for Sustainable Tourism
How much is too much?
Carrying Capacity versus human activity
Supplementary Methods
Cultural Impact
Assessment (CIA/HIA)
Limits of Acceptable
Change Planning System
(LAC)
(Source: Cherplan Regulatory
Framework – CTI)
Tourist’s expenditures
Expenditures in 2010 linked to service and product groups
Austria
Expenditures of tourists in Austria (average 2005-2011)
Tourists
Arrivals*
Overni
ghts*
in million €
in million
1. Foreign Guests
Overnight Guests
Day tourists
15.087
21,6
89,5
12.762
NA
0
2.326
2. Inland Guests
Overnight Guests
13.690
10,8
33,6
Holiday
8.654
11.354
Overnight Guests
Day tourists
Expenditures
7.091
NA
0
4.263
Business
2.367
Overnight
1.459
Day tourists
NA
0
Para Hotellery
Total
877
104
31,9
123,1
28.881
Source: Statistic Austria, Tourismus Satellitenkonto für Österreich
Hit and Run Tourism
4 Types of “Hit and Run” Tourism in SEE
Mass tourism in short periods, with negative socio-economic and environmental impacts:
‘in and out’, ‘if it’s Tuesday, we must be in Rome’, ‘eat and run’, ‘quick trip’ or ‘touch and go’
1. Venice: most time of the year all City or parts exceeding clearly the Carrying Capacity.
Negative Impact visible, Funding of restoration and maintenance partly assured. Decreasing
autochthonous population, decreasing social services and deterioration of environmental and
built heritage. Large Historic City area
2. Dubrovnik: part of the year Historic City Centre but not County area exceeding the Carrying
capacity, Negative Impact visible, Funding of restoration and maintenance assured, decreasing
autochthonous population in the Historic centre, social services increasing. Historic City
Museum
3. Hallstatt: most of the year Carrying Capacity exceeded, low population with high burden and
low benefit, funding partly assured, infrastructure and social services stable but limited. Small
Historic City
4. Aquileia: Limits not yet reached, but visits last less than 2 hours, little benefit for local
people. Funding partly assured through foundation. Archeological park
Venice:
Disneylandification
The Venice Management Authority is
committed to improving the residential values
in order to keep the autochthonous population
in Venice (and to) preserve the quality of life
for residents and facilitate enterprises (Venice
Municipality, 2012).
22 Million visitors/year
Inhabitants: 58,000
Arrivals: 4,167,171
Overnights: 9,417,872
Cruise passengers: 2,240 Million
Visitors per day: 50,000 - 100,000
(peaks of 200,000)
Cruise Ship in Venice (Photo:
Alessandro Ceregato, CNR/ISMAR)
Venice and the Lagoon
A targeted and shared strategy is urgently needed,
balancing:
a) conservation and development of the city and its lagoon
b) the needs of residents and visitors.
For Venice and the Lagoon following is needed:
 a governance structure with clear competences and
responsibilities
 strong and committed leadership, broadly supported
by the stakeholders
 Measures to facilitate the inhabitants and to limit
tourism
 Sustainable tourism is one of the aims of the
Management Plan, but it is certainly questionable
whether such an aim is realistic with regard to the
interests of tourism business today. The future
challenges (climate change and sea level rise and the
socio-economic transformation) have to be taken
seriously into account.
Dubrovnik a Historic City
Museum
Dubrovnik has achieved to be a top destination
in the Mediterranean in only two decades
Surface: 143.35 km2
Inhabitants: 43,770
Arrivals: 588,534
Overnights: 2,192,254 nearly 10% increase/year
Registered beds: 8,900
Cruiser passengers 1,025,429/ year
CP per day 5000 – 6000 in summer season
Visitors of City walls: 233,606 visitors (6 months)
Ticket sales 12,323,479 Kuna; 50 % for restoration
(Source: http://www.dubrovnikphotos.com/thumbnails.php?album=11
(Coppermine photogallery)
Dubrovnik
The Historic City Museum is reality:
 City centre is hit by mass tourism, clearly exceeding the Carrying Capacity.
 Limits have not yet been achieved when considering the entire city territory.
 Long-term funding assures the restoration and conservation of the Cultural
Heritage.
 Radical changes would be needed to bring back local people and business
 There is no interest for such a change
The future challenges such as economic crisis, climate change
and other natural hazards are asking a concise strategy
focusing on a long term benefit for the local culture and
population.
Future of Dubrovnik
A new strategy targeted towards sustainable tourism could be a benchmark
for the Region and lay the basis for a long-term development of the entire
County. Such a strategy should clarify whether the historic centre should
remain a living city with autochthonous population or become a city
museum.
Measures:
• Strategic focus must be on quality tourism with clearly defined limits
• Clearer positioning as festival and congress destination
• Involve stakeholders and local people in the decision and implementation process.
• Establish a quality brand for tourism business
• Extend the tourist season and establish an all year destination
• Improve the transport system (public transport) and infrastructure in line with environmental and
social compatible solutions.
• Diversification of tourism related business and incentives for the employment of local people
• Foster local intangible heritage and create new business opportunities for artisans
• create opportunities for local products to enhance benefit for the surrounding rural area
© Ruoss
- 2013 -
Tourism statistics of CHERPLAN sites
Aquileia
Total
Accomodation
Berat
Bitola
Cetinje
Hallstatt
Ijdria
Nafpaktos
251
2850
400
2000
605
5,814
360
1410
25,765
22,259
21,318
7,588
163,678
1,942
49,240
149,384
44,518
48,204
41,975
556,631
6,571
98,643
National
31 %
8%
53 %
81 %
47 %
-
93 %
International
69 %
92 %
47 %
19 %
53 %
-
7%
Day Tourists
-
30,000
-
74,413
800,000
-
12,000
Arrivals
Overnights
EU Report on Heritage Tourism
10 Key Success Factors of Heritage Tourism Destinations
Significance: The importance of the Cultural or Natural Heritage
Distinctiveness: Unique selling position
Clustering: Natural and Cultural Heritage sites can collectively attract a
critical mass of tourists.
Branding and Networking: Branding to attract and to create an image
Access: Distance and the weather are deciding factors for tourists
Seasonality: Opportunity to overcome seasonality of visitors flow
Partnership: Link sites and partners
Strategic planning: Elaborating an overall tourism strategy involving all
key players
Accessibility: Presenting the Natural and Cultural Heritage of the area
Sustainability: Conserving Natural and Cultural Heritage is fundamental to
sustainable tourism.
Key success factors
CHERPLAN pilot sites: Nafpaktos, Berat, Bitola, Cetinje and Idrija - are not affected by
Hit-and-Run Tourism, but present instead excellent opportunities for development of
sustainable tourism destinations based on Natural and Cultural Heritage
100
potential
90
10. Sustainability
80
9. Accessibility
70
8. Strategic planning
60
7. Partnership
50
6. Seasonality
40
5. Access
30
4. Brand
20
3. Clustering
10
2. Distinctiveness
1. Significans
0
Berat
Bitola
Cetinje
Nafpaktos
Idrija
Venice
(key success factors estimated by authors; scale 1 – 10/factor).
Expenditures per day in CHERPLAN sites
Expenditure/
day
Expenditure
incl.
Overnight
Aquileia
Berat
Bitola
€ 10
€ 20
€ 40
€ 45
€ 75
Cetinje
€ 10
Hallstatt
Ijdria
Nafpaktos
S: € 57
W: € 30
€ 25
€ 30
S: € 110
W: € 89
€ 64
€ 75
Hallstatt
 WH site as a burden.
 Hit and Run tourism on a small spot
with only 800 resident people
 Restrictions are a burden for the local
people without having adequate revenues
 Clarifying the costs and benefits for
local people could solve some conflicts
 The creation of new opportunities to
improve life style and economic situation
could result in more acceptance in the
local population.
 Funding schemes with a more coherent
and balanced tax system
5
4.5
4
3.5
3
2.5
2
1.5
1
0.5
0
Hallstatt
Gosau
Bad Goisern
overnight/arrival
Obertraun
average
Aquileia
 The site is a large archaeological park
 Hit and Run Tourism without achieving
Carrying Capacity Most tourists remain
maximum 2 hours
 Very little revenues for the local people
and economy
 the place is not endangered by mass
tourism
The realization of an archaeological park
system could help to protect the cultural
heritage and to manage the site and the
tourist flow. With a transparent entrance
fee system the funding of restoration and
maintenance could be assured and new
job opportunities and income for local
people could be generated.
Recommendations 1
Sustainable Tourism Strategy
Clear orientation: Clarifying the strategic orientation defining limits, and funding.
Measurable Results collected at national, regional and local level
Attractiveness: Focusing on significance, distinctiveness and attractive clustering
Cultural and Natural Heritage, recreation facilities and tourism business
Realistic planning: Face the challenge of changes, risks and threats Environmental
planning at a very early phase
Measurable development: Quantitative goals and indicators have to be collected at an
early stage in order to accurately observe dimensions and development of tourism.
The data collection in line with international statistical standards.
The data should be used in decision making and in establishing regulations.
Define the monitoring tools in order to plan, manage and assess tourism and its impact
on heritage continuously
Recommendations 2
Accepted strategy: To be developed together with all stakeholders. Participatory
processes and stakeholder involvement in decision taking
Joint Corporate Identity of authorities, people and stakeholders
Fair benefit distribution: acknowledge the burden of local people living in Cultural
Heritage sites;
the loss of lifestyle for being ‘Cultural Heritage’ should be compensated.
Revenues among concerned Municipalities should be balanced.
Day tourists should also contribute to the maintenance of Cultural and Natural Heritage,
preferably in the same amount as overnight tourists (tourism tax).
The introduction of tourism taxes has to be transparent and funds should be spent
adequately for the maintenance of heritage at local level, contributing to the creation of
added value within the site area.
Efficient promotion: Establish targeted partnerships.
Use social networks and IT tools effectively and efficiently.
Sustainable Tourism
Sustainable Development is an
ultimate need for all tourism
destinations, especially for
Cultural and Natural Heritage
sites
Thanks for your attention