World Heritage

36 COM
WHC-12/36.COM/5E
Paris, 11 May 2012
Original: English / French

UNITED NATIONS EDUCATIONAL, SCIENTIFICAND CULTURAL ORGANIZATIONCONVENTION CONCERNING THE PROTECTION OF
THE WORLD CULTURAL AND NATURAL HERITAGE
WORLD HERITAGE COMMITTEE
Thirty-sixth session
Saint Petersburg, Russian Federation
24 June – 6 July 2012
Item 5 of the Provisional Agenda: Reports of the World Heritage Centre andAdvisory Bodies
5E: World Heritage Tourism Programme

SUMMARY
This Document presents the new and inclusive World Heritage andSustainable Tourism Programme as requested by the World Heritage
Committee at its 34th session Decision 34 COM 5F.2 (Brasilia, 2010). The
proposed Programme reflects an extensive stakeholder consultation process.
A Draft Action Plan has been developed in the Annex to the present document.

Draft Decision: 36 COM 5E, See Point II.

I. WORLD HERITAGE TOURISM PROGRAMMEA.

Background1.

The work undertaken to develop the World Heritage and Sustainable Tourism
Programme responds to the Decision 34 COM 5F.2 of the World Heritage Committee
at its 34th session in Brasilia in 2010, which “requests the World Heritage Centre toconvene a new and inclusive programme on World Heritage and Sustainable Tourism,
with a steering group comprising interested States Parties and other relevant
stakeholders, and also requests the World Heritage Centre to outline the objectives
and approach to the implementation of this programme”.

2.

The Steering Group comprised of States Parties representatives from the six UNESCOElectoral Groups (Germany (I), Slovenia (II), Argentina (III), China (IV), Tanzania (Va),and Lebanon (Vb)), the Director of the World Heritage Centre, the Advisory Bodies(IUCN, ICOMOS and ICCROM), the United Nations World Tourism Organization(UNWTO) and the Swiss Government as the donor agency.

3.

The Government of Switzerland provided financial support for specific actions
undertaken by the Steering Group. To coordinate and support the process, the World
Heritage Centre formed a small Working Group with the support of the Nordic World
Heritage Foundation and the Government of Switzerland assisted by a mandated
external consulting firm from New Zealand.

4.

The World Heritage Committee directed that the Programme take into account:a)the recommendations of the evaluation of the concluded tourism programme(WHC-10/34.COM/INF.5F.3)b)

the policy orientation which defines the relationship between World Heritage andsustainable tourism that emerged from the workshop Advancing Sustainable
Tourism at Natural and Cultural Heritage Sites (Mogao, China, September 2009)(WHC-10/34.COM/INF.5F.1)

5.

Overarching and strategic processes that the new World Heritage and Sustainable
Tourism Programme aligns with include the Strategic Objectives of the World Heritage
Convention (Budapest Declaration 2002), the Reflections on the Future of the World
Heritage Convention (WHC-11/35.COM/12A) and the Strategic Action Plan for the
Implementation of the World Heritage Convention 2012-2022 (WHC-11/18.GA/11), theRelationship between the World Heritage Convention and Sustainable Development(WHC-10/34.COM/5D), the World Heritage Capacity Building Strategy (WHC10/34.COM/5D), the Global Strategy for a Representative, Balanced and Credible
World Heritage List (1994), and the Evaluation of the Global Strategy and PACT
initiative (WHC-11/18.GA/8 - 2011).

6.

The programme development process was enriched by an outreach to representatives
from the main stakeholder groups including the tourism sector, national and local
governments, property managers/coordinators and local communities. The programme
was further developed at an Expert Meeting in Sils/Engadine, Switzerland October
2011. In this meeting over 40 experts from 23 countries, representing the relevant
stakeholder groups, worked together to identify the overall strategic approach and aprioritised set of key objectives and activities. The draft Programme was sent to States
Parties for their consultation during February – March 2012.

World Heritage Tourism Programme

WHC-12/36.COM/INF.5E, p. 1

B.

Context

7.

If undertaken responsibly, tourism can be a driver for preservation and conservation ofcultural and natural heritage and a vehicle for sustainable development 1. But if
unplanned or not properly managed, tourism can be socially, culturally andeconomically disruptive, and have a devastating effect on fragile environments andlocal communities.

8.

The overarching goal of the World Heritage Convention is the protection of cultural andnatural properties of Outstanding Universal Value (OUV). This cultural and natural
heritage in turn represents resources for economic activities such as tourism and theaccrual of benefits for the local communities living in proximity to or associated with theWorld Heritage property. Therefore, in order to achieve long-term economic,
environmental and social sustainability, heritage values and associated assets tangible and intangible - should be considered by State Parties as significant cultural
capital which needs to be preserved and maintained through appropriate andresponsible tourism in order to fulfil the ultimate responsibility set out by the World
Heritage Convention.

9.

In addition to the nomination and inscription of heritage properties to the World
Heritage List, there are also the more technical challenges of monitoring andmeasuring impacts from tourism and using this to set parameters for property planning,development and management.

10.

However, whilst at a high level UNESCO and the World Heritage Convention are
widely recognised, the concept and significance of the OUV of World Heritage
properties is less well understood. Making tourism stakeholders aware of andappreciate the heritage values is key to presenting the World Heritage properties.
There is a need to communicate these values in a way that is readily understood andexplains its significance within a local, national and international context. An informed
appreciation of OUV and the implications of potential adverse impacts through tourism
on heritage values are essential to decision-making by a broad range of tourism
stakeholders including:

11.

a)

States Parties wishing to establish and implement policies and strategies torealise development objectives and long-term benefits for local and othercommunities;b)

The tourism industry wanting to realise long-term commercial profits;c)Visitors seeking full appreciation of the World Heritage, guidance to appropriate
behaviour, and a potential incentive to contribute towards their maintenance andprotection;d)Local communities seeking improved quality of life while maintaining the integrityof and access to their natural and cultural heritage representing their history andidentity.

It is within this context that the World Heritage and Sustainable Tourism Programme
takes place and that an appropriate definition of World Heritage sustainable tourism isidentified.

1

The concept of ‘sustainable development’, as defined by the World Commission on Environment andDevelopment in ‘Our Common Future’ (1987), will guide the overall Programme orientation. In these terms
sustainable development is development that "meets the needs of the present without compromising the ability of
future generations to meet their own needs."

World Heritage Tourism Programme

WHC-12/36.COM/5E, p. 2

B.1

Opportunities and Challenges

12.

World Heritage properties attract significant tourism interest and form important tourist
destinations. They may represent key vehicles for economic development and as
public goods provide value for everyone. However, the full and potential long-termvalue of tourism is not always realised for local communities or benefit the properties
themselves. Inadequately managed tourism can have severe consequencescompromising the OUV of the properties, depriving the local communities of benefits
and potentially degrading the destination itself.

13.

Opportunities:

14.

a)

The mechanisms of the World Heritage Convention provide incentives to placeconservation of OUV at the centre of policy orientations and management
systems;b)

Established networks and well-developed relationships exist representing
powerful opportunities to influence policies and ensure property-level
implementation;c)

A range of existing initiatives and strategies provide frameworks for support;d)Opportunities exist for new partnerships and collaboration to use the World
Heritage Convention to advocate for sustainable tourism and raise awarenessamongst stakeholders;e)

The ability to engage at a decision-making level provides opportunities to supportchange at a national level;f)

The regional approach to monitoring and reporting within the context of the World
Heritage Convention provides a platform for sharing of good practices in related
contexts.

Challenges:a)Failure to thoroughly analyze, comprehend and take into account longer termcosts of damage to World Heritage due to lack of awareness of heritage values
and the concept of OUV;b)

Policy formulation/development not adequately taking sustainability issues into
account, and/or lacking support and consideration for local communities;c)Institutional arrangements failing to fully support a sustainable destination
management approach which is key to realising the full value from tourism andvisitation;d)Lack of ownership by local authorities and civil society;e)Lack of capacity to implement measures for sustainable tourism in planning,development, management and administration;f)Lack of understanding and consideration of the different stakeholder needs,
and/or lack of dialogue between stakeholders;g)Difficulties in changing the tourism model and economic approach once
investment decisions are made may contribute to unsustainable tourism
development;h)

The complexity of local systems, histories and competing values that challenge
attempts to manage sustainable development;i)

The need for appropriate and context specific values based planning processes;j)

The political nature of all decision making processes.

World Heritage Tourism Programme

WHC-12/36.COM/5E, p. 3

B.2

A new paradigm

15. The new World Heritage and Sustainable Tourism Programme will seek to contribute toa new paradigm that is guided by the World Heritage Convention and whereby theconservation, presentation and transmission of World Heritage properties is fully
served by tourism and the potential opportunities and challenges are harnessed andmitigated for the purpose of sustainable development.
16.

This new orientation is fully in line with the Reflections on the Future of the World
Heritage Convention (WHC-11/35.COM/12A) and the theme of the 40th Anniversary of
the Convention - ‘Sustainable development and local communities’. Overall, this will
require a clear vision, appropriate policies and frameworks, an open dialogue with thetourism sector (industry and government administration) and an emphasis on local
community development.

17.

While the previous World Heritage Tourism Programme focused on property specificprojects, the new programme will take a holistic and strategic approach to World
Heritage properties and destinations that will include bottom-up as well as top-down
measures to ensure sustainability that reflects not only high-level goals but also local
needs and the ability to attain these goals.

C.

Vision and Mission

C.1

Vision18.

World Heritage and tourism stakeholders share responsibility for conservation of ourcommon cultural and natural heritage of Outstanding Universal Value and forsustainable development through appropriate tourism management.

C.2

Mission

19.

Facilitate the management and development of sustainable tourism at World Heritage
properties through fostering increased awareness, capacity and balanced participationof all stakeholders in order to protect the properties and their Outstanding Universal
Value whilst ensuring that tourism delivers benefits for conservation of the properties,
sustainable development for local communities, as well as, a quality experience forvisitors.

20.

Key elements in realising the vision and mission:a)

An interpretation and implementation of the World Heritage Convention thatembraces sustainable tourism;b)

National, regional and local governments have policies and frameworks thatrecognise sustainable tourism as an important vehicle for managing their culturaland natural heritagec)

All stakeholders are aware and committed to sustainable development, andhave the capacity to manage tourism sustainably;d)Local communities take pride in and have a sense of responsibility andempowerment towards the World Heritage properties and contribute to property
conservation and the sustainable management of tourism at the World Heritage
destinations;e)

The tourism sector values World Heritage and engages in its preservation while
ensuring that its activities based at World Heritage properties are responsible,
and support social and economic development;

World Heritage Tourism Programme

WHC-12/36.COM/5E, p. 4

f)Visitors understand and gain an appreciation of the meaning of Outstanding
Universal Value of World Heritage and adopt responsible behaviours.

D.

Programme Methodology

21.

The new World Heritage and Sustainable Tourism Programme will create aninternational framework for the cooperative and coordinated achievement of sharedand sustainable outcomes related to tourism at World Heritage properties. The
Programme will take a strategic approach in its implementation, working in partnershipwith the key stakeholders (States Parties, property management/coordinators, tourism
sector, destination management organisations and local communities) to achieve its
objectives. Opportunities to create synergies and add value to existing initiatives will bepart of the overall approach.

22.

As resource constraints will limit its ability to operate at the World Heritage property
level, the Programme will focus on leveraging existing initiatives, capabilities andresources, to facilitate the engagement between those stakeholders and institutions
active in this area and able to provide financial and technical support.

23.

The Programme will be coordinated through the World Heritage Centre and work
extensively through UNESCO’s regional and country offices in close collaboration with
the Advisory Bodies and other UN Agencies, and with the support of the World
Heritage related Category 2 centres. The Programme will furthermore work withexisting regional bodies that represent World Heritage networks and information
sharing mechanisms and platforms.

24.

Monitoring of the Programme will be conducted according to the Results Based
Programming, Management and Monitoring (RBM) approach as applied by UNESCO.
The World Heritage Centre will report on the progress of the Programme
implementation to the World Heritage Committee on a biennial basis.

25.

The Programme methodology will feature:a)

The use of the mechanisms of the Convention - The Operational Guidelines
for the Implementation of the World Heritage Convention is the principle tool forestablishing the procedures and working mechanisms of the Convention. The
mechanisms of the Convention (the nomination process, Reactive Monitoring andPeriodic Reporting etc.) represent opportunities for identifying cases where
tourism may represent a threat to the heritage values (OUV) and where tourism ishaving a positive impact. One of the most significant opportunities lies in thestrengthened analysis of the results from the existing monitoring and reporting
exercises. The Programme will seek to strengthen the mechanisms of theConvention and their application in terms of World Heritage and tourism, andspecifically identify good examples and lessons learned of interest and benefit tothe broader World Heritage stakeholder community.

b)

A focus on early intervention - For many World Heritage properties,
established interests associated with tourism investments, markets and/or
patterns may hamper change. Typically there are greater opportunities toinstitute sustainable management practices at an early stage, and preferably
already in the nomination process and before inscription. An early stage
intervention approach provides an opportunity for the Programme to promotesustainable tourism without excluding benefits to the already inscribed
properties.

c)Strengthening the enabling environment - Having the right enabling
environment that sets out policies, legislative and regulatory frameworks anddevelopment strategies is critical for the realisation of sustainable tourism at andWorld Heritage Tourism Programme

WHC-12/36.COM/5E, p. 5

around World Heritage properties. Implementation of these policies, frameworks
and strategies often depends on having the adequate institutional arrangements
and capacities.
The Programme will support the development of enabling environments that
include:d)i)Overarching policy and strategy frameworks that address both heritage
conservation and tourism planning in a balanced way;ii)

Appropriate regulatory frameworks that provide the necessary powers tomanage tourism and related development within World Heritage propertiesand destinations;iii)

Clearly defined and accountable institutional arrangements concerning theallocation of responsibilities as well as processes facilitating the interactions
between institutions and stakeholder groups, including the local
communities;

iv)

Funding mechanisms supporting appropriate management and investment
projects, and providing appropriate incentives for stakeholders;v)

Control and management mechanisms that include continuous monitoringand evaluation based on indicators and targets.

Co-operation and partnership with the tourism sector - The Programme willseek close alignment and open dialogue with the tourism sector and promotesustainable tourism at World Heritage destinations with focus on developing,promoting and providing quality products and services for the visitors as well as acontribution to the long-term viability and conservation of the World Heritage
properties.
The alignment and cooperation with the tourism sector (tourism private sector
and tourism promoters) will include identifying ways to:e)i)improve the inclusion and engagement of the sector in the tourism
planning, development and management of properties

ii)

increase the recognition of the sector through the monitoring andassessment facilitated through the mechanisms of the Conventioniii)

generate, develop and share relevant information and good practices on
World Heritage and sustainable tourism.

A destination approach - A World Heritage destination is a geographical spacein which the entire tourism experience takes place. For World Heritage
destinations this encompasses the World Heritage property itself and thesurrounding area. As World Heritage properties are primary drivers of tourism, torealise their full value requires a broader destination approach that reflects local
conditions and needs. Efficient collaborative partnerships involving key
stakeholders are needed to enhance a destination’s sustainability. The
Programme will therefore encompass ways of guiding destination development
towards preservation of heritage values (OUV), acting as an impetus forinterventions in favour of conservation and the enhancement of heritage values
both within and outside the protected properties and to ensure that the tourism
development does not compromise the value and potential contribution of World
Heritage to sustainable development in the long term.
Destination planning must be preceded by an assessment of the capacity of theWorld Heritage property in terms of the number and kinds of visitors it canreceive, as well as in terms of the related infrastructure it can accommodate.
Adequate methodologies and tools must be developed for such assessments.

World Heritage Tourism Programme

WHC-12/36.COM/5E, p. 6

Central to this approach will be the planning for tourism development thatinvolves and benefits the local communities. In planning for tourism at andaround a World Heritage property, authorities, destination management
organisations (DMOs) and to some extent property managers typically face many
choices with respect to what approach to take. These choices can affect thesustainability of tourism, the extent to which it supports World Heritage
conservation, and the extent to which it provides benefits to local communities
and others. In addressing this objective the Programme will seek to support thedevelopment and implementation of tourism development plans that consider thedestination as a whole and the heritage values that exist outside the World
Heritage property. Key in this will be to create good quality experiences forvisitors at World Heritage destinations which are based on sustainable tourism
products and services that enable better understanding and appreciation ofWorld Heritage values (OUV) and conservation of the tangible and intangible
heritage at the destination.
f)

E.

Capacity development - Realisation of the benefits of sustainable tourism
depends in practice on a number of property management arrangements, manyof which are property specific and can only be determined at that level.
Addressing the challenges and taking advantage of the opportunities requiresthat property and destination managers have the appropriate capacities.
Capacity development is therefore essential to realising many of the objectives of
the Programme. The Programme will therefore seek to identify capacity building,training and education needs, raise awareness, develop and support learningand exchange platforms, as well as supplement and distribute tools andresources in relation to sustainable tourism. Capacity building activities of theProgramme will be aligned with the World Heritage Capacity Building Strategy
and will aim to benefit a range of stakeholders.

Objectives and Actions

The Programme is designed to benefit a number of stakeholders. The following set out the
proposed objectives and actions of the Programme.

Objective A: Integrate sustainable tourism principles into the mechanisms of theWorld Heritage Convention.
Actions
A.1 Develop for the nomination process requirements for a tourism baseline analysis andnecessary elements ensuring sustainable tourism management taking a destination
approach.
A.2 Integrate sustainable tourism management indicators into the Operational Guidelines,
and develop supporting materials and tools assisting in their implementation.
A.3 Integrate sustainable tourism management indicators in the Periodic Reporting, State ofConservation, Reporting and Reactive Monitoring mechanisms, and undertake strategic
analysis of the results from all monitoring to identify opportunities and challenges interms of World Heritage and sustainable tourism.

World Heritage Tourism Programme

WHC-12/36.COM/5E, p. 7

Objective B: Strengthen the enabling environment by advocating policies, strategies,
frameworks and tools that support sustainable tourism as an important vehicle forprotecting and managing cultural and natural heritage of Outstanding Universal Value.
Actions
B.1 Support relevant data generation and quality research identifying examples ofsuccessful policies, regulatory frameworks, institutional arrangements and development
strategies strengthening the enabling environment, policy development and decision
making concerning World Heritage and sustainable tourism both at a national anddestination level.
B.2 Work with relevant international agencies and organisations (e.g. other UN relatedorganisations) to promote and support the dissemination of relevant policies, frameworks
and tools to World Heritage stakeholders.
B.3 Identify and disseminate methodologies, practices and techniques to measure andmonitor the capacity and impacts of tourism on World Heritage destinations that can beused to guide sustainable tourism planning and management.

Objective C: Promote broad stakeholder engagement in the planning, development
and management of sustainable tourism that follows a destination approach to
heritage conservation and focuses on empowering local communities.
Actions
C.1 Develop frameworks and guidelines that support the development and implementationof sustainable tourism management plans and other appropriate planning andmanagement frameworks that involve and engage a broad set of stakeholders andempower and provide benefits to local communities.
C.2 Develop a tool for self-evaluation based on performance indicators, and create incentive
mechanisms to foster comprehensive tourism management that provides forconservation and preservation of the World Heritage properties.
C.3 Support relevant data generation and quality research identifying good practices
concerning World Heritage and sustainable tourism (planning, development andmanagement), stakeholder engagement and benefits.
C.4 Facilitate information sharing, exchange of experience and good practice among
stakeholders through the creation of networking opportunities and incentive
mechanisms.

Objective D: Provide World Heritage stakeholders with the capacity and the tools tomanage tourism efficiently, responsibly and sustainably based on the local context
and needs.

Actions
World Heritage Tourism Programme

WHC-12/36.COM/5E, p. 8

D.1 Identify capacity development, training and education needs among stakeholders in
relation to World Heritage and sustainable tourism, and develop approaches to integrate
into existing initiatives such as the World Heritage Capacity Building Strategy.
D.2 Develop tools and strategies to support stakeholders, and in particular property
managers/coordinators, in the management of World Heritage and sustainable tourism
that can be adapted to local context and needs.
D.3 Support information sharing, linkages, networking and collaboration among
stakeholders, and establish links to training, education and research institutions(including World Heritage Category 2 Centres) delivering appropriate training andeducation.

Objective E: Promote quality tourism products and services that encourage
responsible behaviour among all stakeholders and foster an understanding andappreciation of the concept of Outstanding Universal Value and protection of World
Heritage.
Actions
E.1 Identify and support approaches to increase knowledge, understanding and appreciationof the concept of Outstanding Universal Value of World Heritage amongst stakeholders.
E.2 Create incentive mechanisms that encourage stakeholders (especially tourism industry
and visitors) to act responsibly in terms of property conservation and to provide
economic benefits to the local communities.
E.3 Identify and promote authentic, sustainable and responsible tourism products andservices that provide high quality and low impact visitor experiences at World Heritage
properties and the destination as a whole.
E.4 Support relevant data generation and quality analyses on visitation, tourism impacts andtrends, and increase the availability of good practices and lessons learned throughinformation sharing and recognition mechanisms.

F.

Approach to the Implementation

F.1

Governance and Delivery

26.

The World Heritage and Sustainable Tourism Programme represents a cross cutting
Programme in the implementation of the World Heritage Convention and is relevant to
all World Heritage properties.

27.

The UNESCO World Heritage Centre will have the overall coordinating function in theimplementation of the Programme. A number of stakeholders to the World Heritage
Convention, including the tourism private sector, will be significant partners it its
implementation.

28.

The Programme governance will ensure that:a)

The Programme will support the implementation of the World Heritage
Convention;

World Heritage Tourism Programme

WHC-12/36.COM/5E, p. 9

b)

The Programme remains aligned with the needs of its stakeholders;c)Adequate resources are provided; and,d)Intended impacts are delivered and remedial action taken where necessary.

29.

The Programme implementation will be guided by a Steering Group comprised ofrepresentatives of the UNESCO Electoral Groups, the Advisory Bodies, UNWTO anddonor agencies.

30.

The timeline for the Programme follows the Strategic Action Plan for the
Implementation of the World Heritage Convention 2012 - 2022 (WHC-11/18.GA/11)
with biennial reporting to the World Heritage Committee.

31.

The Programme will be implemented according to Action Plans (2013 - 2015, 2016 2018 and 2019 - 2022) identifying activities that correspond to the overall objectives of
the Programme. The first phase of the Programme will run between 2013 and 2015 asindicated in the Draft Action Plan provided as an Annex to the present document. An
assessment of the Action Plan will be conducted by the end of 2015. The assessment
will determine the subsequent Action Plan for 2016 - 2018.

F.2

Resources and Financing

32.

A flexible and coordinated approach will be taken in securing resources for the
implementation of the initial Draft Action Plan 2013 - 2015. Funding from States Parties
and other donors could be channelled either via UNESCO or directly to theimplementation partners.

33.

Funding proposals will be developed upon the prioritised actions and will articulate theroles and responsibilities of each implementation partner. Proposals will be shared with
States Parties and potential donors from public as well as the private sector.
Implementation partners will be selected according to their ability to implement thedifferent activities.

World Heritage Tourism Programme

WHC-12/36.COM/5E, p. 10

II. DRAFT DECISION

Draft Decision: 36 COM 5E

The World Heritage Committee,
1.

Having examined Document WHC-12/36.COM/5E;

2.

Recalling Decision 34 COM 5F.2 adopted at its 34th session (Brasilia 2010);

3.

Welcomes the finalization of the new and inclusive Programme on World Heritage andSustainable Tourism and notes with appreciation the participatory process for its
development, objectives and approach towards implementation;

4.

Also welcomes the contribution of the Steering Group comprised of States Parties
representatives from the UNESCO Electoral Groups, the World Heritage Centre, theAdvisory Bodies (IUCN, ICOMOS, ICCROM), Switzerland, and the United Nations World
Tourism Organisation (UNWTO) in the elaboration of the Programme;

5.

Thanks the Government of Switzerland, the United Nations Foundation and the Nordic
World Heritage Foundation for their technical and financial support to the elaboration of
the Programme;

6.

Notes with appreciation the contribution of the States Parties and other consulted
stakeholders for their input provided during the consultation phase of the Programme;

7.

Takes note of the results of the Expert Meeting in Sils/Engadine, Switzerland 18 to 22
October 2011 contributing to the Programme, and further thanks the Government of
Switzerland for hosting the Expert Meeting;8.

Adopts the World Heritage and Sustainable Tourism Programme;

9.

Requests the World Heritage Centre to refine the Draft Action Plan 2013-2015 in an
Annex to the present document and to implement the Programme with a Steering Group
comprised of representatives of the UNESCO Electoral Groups, Donor Agencies, theAdvisory Bodies, UNWTO and in collaboration with interested stakeholders;

10. Notes that financial resources for the coordination and implementation of the Programme
do not exist and also requests States Parties to support the implementation of the World
Heritage and Sustainable Tourism Programme;
11. Further requests the World Heritage Centre to report biennially on the progress of theimplementation of the Programme;
12. Notes with appreciation the launch of the Programme foreseen at the 40th Anniversaryof the World Heritage Convention event in Kyoto, Japan, in November 2012.

World Heritage Tourism Programme

WHC-12/36.COM/5E, p. 11

ANNEXDRAFT ACTION PLAN WORLD HERITAGE TOURISM PROGRAMMEA.

Introduction

1.

The Draft Action Plan identifies specific activities that correspond to the first phase of
the overall strategy of the World Heritage and Sustainable Tourism Programme (2013 2022) (WHC-12/36.COM/5E).

2.

The UNESCO World Heritage Centre will have the overall coordinating responsibility inthe implementation of the Programme.

3.

The identified actions and activities will be implemented in cooperation with a numberof stakeholders to the World Heritage Convention as identified in Table 1 including the
tourism private sector.

4.

The Programme is designed to benefit a broad range of stakeholders including States
Parties and government agencies, World Heritage property managers/coordinators,
local communities, tourism private sector, consent authorities, conservation
practitioners, destination management organisations, academia, civil society andNGOs, etc. (See Table 1).

5.

The estimated budget for the first phase (2013 – 2015) totals an average of
US$ 1 240 000 per annum. A prioritization of the activities has been undertaken. An
assessment of the Action Plan will take place end of 2015. The assessment will
determine the Action Plan for the next phase (2016-2018).

6.

A flexible and coordinated approach will be taken in securing resources for the
implementation of the Action Plan. Funding may be channelled either via UNESCO or
directly to the implementation partners.

7.

Funding proposals will be developed upon the prioritised actions and will articulate theroles and responsibilities of each implementation partner. Proposals will be shared with
States Parties and potential donors from public as well as private sector.
Implementation partners will be selected according to their ability to implement thedifferent activities.

B.

Explanation to the table:

8.

Objectives

The Objectives represent the overarching goals of the Programme (WHC-12/36.COM/5E).
While the Objectives carry equal importance, actions necessary to integrate sustainable
tourism into the mechanisms of the Convention will be prioritised in the first phase of theProgramme.
Objective A:

Integrate sustainable tourism principles into the mechanisms of the World
Heritage Convention.

Objective B:

Strengthen the enabling environment by advocating policies and frameworks
that support sustainable tourism as an important vehicle for protecting andmanaging cultural and natural heritage of Outstanding Universal Value.

Objective C: Promote broad stakeholder engagement in the planning, development andmanagement of sustainable tourism that follows a destination approach to
heritage conservation and focuses on empowering local communities.

World Heritage Tourism Programme

WHC-12/36.COM/INF.5E, p. 12

Objective D: Provide World Heritage stakeholders with the capacity and the tools tomanage tourism efficiently, responsibly and sustainably based on the local
context and needs.
Objective E:

Promote quality authentic tourism products and services that encourage
responsible behaviour among all stakeholders and foster understanding andappreciation of the concept of Outstanding Universal Value and protection ofWorld Heritage.

9.
Outcomes
An outcome is the first effect of the intervention which contributes to the attainment of results.
It is a tangible or intangible product deriving from the interventions. In general terms
outcomes can be considered as the new knowledge and skills built and disseminated incollaboration with concerned stakeholders.
10. Actions
Actions correspond to the overall objectives of the Programme. The objectives and actions
form the overall Programme strategy, and were developed through an inclusive andconsultative process. Some actions will require an initial development phase before further
implementation. Prioritised actions are marked with an asterisk (*).
11.

Activities

The proposed activities follow the actions. Several activities will be cross cutting where
working group(s) may be established to address one or more of the issues (e.g. datacollection, information sharing, capacity building, etc.) to thereby ensure coherence,synergies and cost efficiency. Activities are cross referenced to demonstrate synergies within
the Programme.
12.

Timeline

The timeline for the World Heritage and Sustainable Tourism Programme follows theStrategic Action Plan for the Implementation of the World Heritage Convention 2013-2022(WHC-10/34.COM/5D), with consecutive Action Plans for 2013-2015, 2016-2018 and 20192022.
13.

Performance indicators

The World Heritage Centre will report on the progress of the Programme implementation to
the World Heritage Committee on a biennial basis. Monitoring of the Programme will be
conducted according to the Results Based Programming, Management and Monitoring(RBM) approach as applied by UNESCO, where goals and performance indicators will form
the basis of the report to the World Heritage Committee on the progress of the Programme
implementation. An assessment of the Action Plan 2013-2015 will take place end of 2015.
14.

Estimated Budget

The estimated budget for the implementation of the Action Plan 2013 - 2015 is itemized perannum and includes the overall coordination cost for the World Heritage Centre estimated to
US$ 330 000 per annum.

World Heritage Tourism Programme

WHC-12/36.COM/5E, p. 13

Objective A: Integrate sustainable tourism principles into the mechanisms of the World Heritage Convention.
Outcomes:• The World Heritage Committee endorses the integration of sustainable tourism management into the mechanisms of the World Heritage
Convention.
• An increased number of World Heritage properties are using the mechanisms of the World Heritage Convention for sustainable tourism
management, monitoring and reporting.
Actions

Activities

Performance indicators

A.1 Develop for the nomination process
requirements for a tourism baseline
analysis and necessary elements
ensuring sustainable tourism
management taking a destination
approach.

- Develop a template taking impacts andmanagement of tourism into consideration.
- Disseminate draft template through appropriate
channels.

- Baseline analyses completed.
- Template for the nomination processdeveloped.
- Template disseminated to States Parties.

A.2 Integrate sustainable tourism
management indicators into the
Operational Guidelines (OG), anddevelop supporting materials and tools
assisting in their implementation.

- Identify and develop a framework for the
integration of sustainable tourism management
indicators into the OG (potentially as an annex).
- Develop supporting material and tools for the
implementation of the OG and disseminate it
through appropriate channels.
(Ref.: C.1)

(Ref.: C.1)

A.3 Integrate sustainable tourism- Identify and test management indicators for
management indicators in the Periodic
integration into the PR, SOC and RM.
Reporting (PR), State of Conservation- Develop methodology for strategic analyses ofReporting (SoC) and Reactive
the results and disseminate it throughMonitoring (RM) mechanisms, andappropriate channels.
undertake strategic analysis of the- Collect, analyse and communicate data andresults from all monitoring to identify
results.
opportunities and challenges in terms ofWorld Heritage and sustainable tourism. (Ref.: C.2)

World Heritage Tourism Programme

WHC-12/36.COM/5E, p. 14- Integration framework completed andmanagement indicators identified.
- Supporting materials and tools for
implementation are developed anddisseminated.

- Sustainable tourism indicators at all WH
property categories are identified andtested.
- Methodology for strategic analyses of theresults identifying opportunities andchallenges are disseminated throughappropriate channels.
- Data and results collected, analysed andcommunicated.

Objective B: Strengthen the enabling environment by advocating policies, strategies, frameworks and tools that support sustainable
tourism as an important vehicle for protecting and managing cultural and natural heritage of Outstanding Universal Value.
Outcomes:• Sustainable tourism is reflected in policies as an important vehicle for protecting World Heritage.
• Increased collaboration between relevant international agencies and organisations in policy development relevant to World Heritage
conservation.
Actions

Activities

Performance indicators

B.1 Support relevant data generation and quality
research identifying examples of successfulpolicies, regulatory frameworks, institutionalarrangements and development strategies
strengthening the enabling environment, policy
development and decision making concerningWorld Heritage and sustainable tourism both ata national and destination level.

- Identify specific research needs.
- A number of research
proposals are- Develop research proposals and distribute it to the
distributed.
implementation partners.
- Relevant research- Implementation partners conduct the research.
conducted and made- Research outcomes distributed through appropriate channels.
available.
(Ref.: A.3)

B.2 Work with relevant international agencies andorganisations (e.g. other UN relatedorganisations) to promote and support thedissemination of relevant policies, frameworks
and tools to World Heritage stakeholders.

- Establish contact and collaboration with relevant international - Active collaboration
agencies and organisations.
with relevantinternational agencies- Provide a platform for information exchange and disseminate
and organisations inrelevant policies to WH stakeholders.
policy development and- Use existing fora to promote and advocate the development ofrelevant policies
policies, frameworks and tools.
disseminated.
(Ref.: B.1)
- Identify research needs and develop research proposals and- A number of research
distribute it to the implementation partners.
proposals distributed.

B.3 Identify and disseminate methodologies,
practices and techniques to measure andmonitor the capacity and impacts of tourism on - Implementation partners to identify and test methodologies,
World Heritage destinations that can be used to practices and techniques.
guide sustainable tourism planning and- Develop manual “Assessing and monitoring impacts ofmanagement.
proposed developments and tourism/public use activities on
the OUV of WH properties” (ref. WHC-09/17.GA/8) andWorld Heritage Tourism Programme

WHC-12/36.COM/5E, p. 15- Methodologies,
practices andtechniques identified
and disseminated.
- Manual developed anddisseminated.

disseminated.

- Implementation partners to conduct ongoing research.
- Data and research outcomes disseminated throughappropriate channels.
(Ref.: A.1, A.2, A.3, C.2)

World Heritage Tourism Programme

WHC-12/36.COM/5E, p. 16- A number of relevant
research activities
conducted and results
made available.

Objective C: Promote broad stakeholder engagement in the planning, development and management of sustainable tourism that
follows a destination approach to heritage conservation and focuses on empowering local communities.
Outcomes:• Increased participation of local communities in the planning, development and management of sustainable tourism at and around World
Heritage properties.
• Broad stakeholder networks established that adopts a destination management approach to the planning, development and management
to sustainable tourism at and around World Heritage properties.
Actions

Activities

Performance indicators

C.1 Develop frameworks and guidelines - Conduct research and identify relevant resources to developthat support the development andframeworks and guidelines.
implementation of sustainable- Develop a dissemination strategy identifying the appropriate
tourism management plans and otherchannels.
appropriate planning and- Identify selected properties and assist in implementing frameworks
management frameworks that involveand guidelines.
and engage a broad set of- Identify replicable good practices and examples and disseminate
stakeholders and empower andprovide benefits to local communities. these through appropriate channels.
(Ref.: A.1, A.2)
C.2 Develop a tool for self-evaluation
based on performance indicators,
and create incentive mechanisms tofoster comprehensive tourism
management that provides forconservation and preservation of theWorld Heritage properties.

- Identify self evaluation models and adapt them to develop a self
evaluating tool supplementing the Periodic Reporting exercise.
- Identify and develop incentives, and promote the self evaluation
tool.
- Develop a system of analyses to utilise the data and communicate
results and good practices.
(Ref.: A.1, A.2, A.3, B.3, E.2)

C.3 Support relevant data generation- Identify relevant data and indicators.
and quality research identifying good - Develop research proposals and distribute it to the implementation
practices concerning World Heritage
partners.
and sustainable tourism (planning,- Implementation partners to conduct the research.
development and management),
World Heritage Tourism Programme

WHC-12/36.COM/5E, p. 17- Frameworks and guidelines
developed anddisseminated.
- Selected properties
assisted.
- Replicable good practices
and examples identified anddisseminated.
- Tool for self evaluation
developed and incentive
mechanisms created.
- Data collected and results
and good practices
communicated.
- Relevant data andindicators identified andresearch proposals
distributed.

stakeholder engagement andbenefits.

- Research outcomes distributed through appropriate channels.
(Ref.: B.1, B.3)

- Relevant research
conducted and madeavailable.

C.4 Facilitate information sharing,exchange of experience and goodpractices among stakeholders
through the creation of networking
opportunities and incentive
mechanisms.

- Create networking opportunities and incentive mechanisms for
information sharing, capacity building and collaboration.
- Support capacity building meetings and events in relation to key
tourism and sustainability's issues.
(Ref.: C.2, E.2, E.4)

- Network opportunities andincentive mechanisms for
information sharing,
capacity building andcollaboration created.

World Heritage Tourism Programme

WHC-12/36.COM/5E, p. 18

Objective D: Provide World Heritage stakeholders with the capacity and the tools to manage tourism efficiently, responsibly andsustainably based on the local context and needs.
Outcomes:• Appropriate tools are available and utilised by stakeholders in the management of tourism at and around World Heritage properties.
• Increased number of World Heritage stakeholders managing tourism efficiently, responsibly and sustainably.
Actions

Activities

Performance indicators

D.1 Identify capacity development, training andeducation needs among stakeholders in
relation to World Heritage and sustainable
tourism, and develop approaches to integrate
into existing initiatives such as the World
Heritage Capacity Building Strategy.

- Conduct desk studies and/or surveys to indentify capacity
development, training and education needs.
- Develop pilot projects aligned with the World Heritage
Capacity Building Strategy.

- Capacity building,training and educationneeds identified andpilot projects developed.

D.2 Develop tools and strategies to support
stakeholders, and in particular property
managers/coordinators, in the managementof World Heritage and sustainable tourism
that can be adapted to local context andneeds.

- Identify existing tools and good practice examples andconduct a needs assessment.
- Develop tools and strategies based on the identified needs(D.1).
- Disseminate tools and strategies through appropriate
channels.
- Identify replicable good practices and examples anddisseminate through appropriate channels.
(Ref.: A.2, D.1)

- Tools and strategies
developed and adapted
to local context andneeds.
- Tools and strategies
disseminated.

D.3 Support information sharing, linkages,
networking and collaboration among
stakeholders, and establish links to training,education and research institutions (including
World Heritage Category 2 Centres)delivering appropriate training and education.

- Create mechanisms for information sharing, networking,capacity building and collaboration.
- Engage stakeholders in the information sharing mechanisms.

- Mechanism establishedand running withparticipants.

World Heritage Tourism Programme

WHC-12/36.COM/5E, p. 19

Objective E: Promote quality tourism products and services that encourage responsible behaviour among all stakeholders and foster
understanding and appreciation of the concept of Outstanding Universal Value and protection of World Heritage.
Outcomes:• An increased awareness, understanding and appreciation among stakeholders of the concept of OUV and protection of World Heritage.
• An increased number of quality tourism products and services that encourages responsible behaviour are developed and made available.
Actions

Activities

Performance indicators

E.1 Identify, communicate and support
approaches to increase knowledge,
understanding and appreciation of theconcept of Outstanding Universal
Value of World Heritage in the tourism
management context amongst
stakeholders.

- Create communication strategies and tools for the understanding,appreciation and application of OUV.
- Disseminate the tools through appropriate channels.

- Communication
strategies developed andtools disseminated.

E.2 Create incentive mechanisms thatencourage stakeholders (especially
tourism industry and visitors) to act
responsibly in terms of site
conservation and to provide social andeconomic benefits to the local
communities.

- Identify existing tools and good practice and conduct a needs
assessment.
- Develop appropriate incentive mechanisms (e.g. policy, visibility,
recognition, financial incentives, certification, prize, technologicaltools, apps, etc.).
- Operationalize the mechanism(s).
(Ref.: C.2, C.4, E.3)

- Incentive mechanisms
identified and developed.
- Incentive mechanisms
are operational.

E.3 Identify and promote authentic,
sustainable and responsible tourism
products and services that provide highquality and low impact visitor
experiences at World Heritage
properties and the destination as awhole.

- Develop and/or adapt criteria to identify quality, sustainable and- Criteria developed /responsible tourism products and services. A thematic approach is adapted anddisseminated.
proposed.
- Products and services- Disseminate criteria through appropriate channels.
developed.
- Assist in developing products and services in selected properties.
- Identify replicable good practices and examples and disseminated - Replicable good practices
and examples identified
these through appropriate channels.
and disseminated.
- Promote quality, sustainable and responsible tourism products andWorld Heritage Tourism Programme

WHC-12/36.COM/5E, p. 20

E.4 Support relevant data generation andquality analyses on visitation, impacts
and trends, and increase theavailability of good practices andlessons learned through information
sharing and recognition mechanisms.

World Heritage Tourism Programme

services.
(Ref.: E.2)

- Products and services
promoted.

- Develop and/or adapt indicators relating to impacts and trends.
- Collect and analyse data.
- Compare data sets and explore pooling of databases.
- Communicate results and good practices.
(Ref.: A.3, B.1, B.3)

- Indicators developed /adapted.
- Data collected andanalysed.
- Results and goodpractices communicated.

WHC-12/36.COM/5E, p. 21

Table 1: Stakeholder groups in World Heritage and sustainable tourism and their potential rolesa)States Parties to the World Heritage Convention develop and implement relevant policy, institutional and legal frameworks for the
management of properties.

b) World Heritage Committee which consists of representatives from 21 of the States Parties to the Convention elected by the General
Assembly. The Committee is responsible for the implementation of the World Heritage Convention, defines the use of the World Heritage
Fund and allocates financial assistance upon requests from States Parties. It has the final say on whether a property is inscribed on theWorld Heritage List.
c) Government agencies at national, regional and local levels hold responsibility in the management of World Heritage properties, tourism
management and promotion, local planning and infrastructure, and community and economic development.
d) Property managers/coordinators are responsible for managing the World Heritage properties including aspects relating to tourism andresources management.
e) Local communities living at and around the World Heritage properties (including indigenous peoples and minorities). Actions and decisionsof local communities can affect the sustainability of the properties. Local communities are involved in both the demand and supply side.
f) Tourism private sector operators and providers are significant investors in sustainable tourism and have in interest in the development ofproperties as attractive tourism destinations.
g) Destination Management Organisations (DMOs) typically undertake marketing activities. However their remit is becoming far broader,increasingly acting strategic leaders in destination development. Destination management calls for a coalition of many organisations andinterests working towards a common goal. DMOs role should be to lead and coordinate activities under a coherent strategy.
h) International agencies, including the World Heritage Committee, the UNESCO World Heritage Centre, Category 2 Centres working under
the auspices of UNESCO, UNEP, UNDP, the UN World Tourism Organisation, the World Bank Group and Advisory Bodies such as
ICOMOS, IUCN, ICCROM and ICOM. These agencies influence the development of standards and good practices for sustainable tourism
management at and around World Heritage properties.
i) Researchers and academics including organisations part of the UNITWIN/ UNESCO Chairs Programme provide insight on the impact of
tourism and may influence management practices and approaches.
j) Consent authorities may control development at properties and control development in the local area. This can provide facilities for tourism

World Heritage Tourism Programme

WHC-12/36.COM/5E, p. 22

and affect the attractiveness and sustainability of the site.
k) Civil society and NGOs provide a range of services that potentially support site managers, help local communities benefit from tourism, andinfluence local planning and national policy formulation.
l) Funding providers for tourism projects at or near World Heritage properties have the potential to influence the nature of tourism
development.
m) Tourism promoters have the potential to raise awareness of the importance of the heritage of a destination.

World Heritage Tourism Programme

WHC-12/36.COM/5E, p. 23

ESTIMATED BUDGET

Estimated budget summary (US$)

2013

2014

2013-2015

Objective A

100 000

75 00075 000250 000

Objective B

310 000

110 000

110 000

530 000

Objective C

295 000

180 000

180 000

655 000

Objective D

205 000

175 000

55 000435 000

Objective E

250 000

300 000

250 000

800 000

Coordination/ Administration costs (WHC) for the Action Plan 2013-2015 2

330 000

330 000

330 000

990 000

60 00060 0001 060 000

3 720 000

Evaluation
Total (US$) for the implementation of the overall Action Plan

2

2015

1 490 000

The required coordination resources will decrease corresponding to a smaller prioritized set of activities.

World Heritage Tourism Programme

WHC-12/36.COM/5E, p. 24

1 170 000

Objective A: Integrate sustainable tourism principles into the mechanisms of the World Heritage Convention.
Actions (Prioritised actions are marked with an asterisk (*))

Timeline*

A.1 Develop for the nomination process requirements for a tourism baseline
analysis and necessary elements ensuring sustainable tourism managementtaking a destination approach.

2013-2015*

A.2 Integrate sustainable tourism management indicators into the Operational
Guidelines, and develop supporting materials and tools assisting in theirimplementation.

2014-2015*

A.3 Integrate sustainable tourism management indicators in the Periodic
2013 (development)
Reporting, State of Conservation Reporting and Reactive Monitoringmechanisms, and undertake strategic analysis of the results from all monitoring 2014-2015(implementation)
to identify opportunities and challenges in terms of World Heritage andsustainable tourism.
Total

Estimated budget (US$)
2013
50 0002014

2015

10 000

10 00035 00035 00050 00030 00030 000100 000

75 00075 000Objective B: Strengthen the enabling environment by advocating policies, strategies, frameworks and tools that support sustainable
tourism as an important vehicle for protecting and managing cultural and natural heritage of Outstanding Universal Value.
Actions (Prioritised actions are marked with an asterisk (*))

Timeline*

B.1 Support relevant data generation and quality research identifying examples ofsuccessful policies, regulatory frameworks, institutional arrangements anddevelopment strategies strengthening the enabling environment, policy
development and decision making concerning World Heritage and sustainable
tourism both at a national and destination level.
B.2 Work with relevant international agencies and organisations (e.g. other UN
related organisations) to promote and support the dissemination of relevant

World Heritage Tourism Programme

Estimated budget (US$)
2013

2014

2015

2013-2015

60 00060 00060 0002013-2015

Included in the overall Programmemanagement.

WHC-12/36.COM/5E, p. 25

policies, frameworks and tools to World Heritage stakeholders.

Additional activities will require
separate / additional funds.

B.3 Identify and disseminate methodologies, practices and techniques to measure 2013-2014
and monitor the capacity and impacts of tourism on World Heritage destinations (development)that can be used to guide sustainable tourism planning and management.
2015

250 000

50 00050 000310 000

110 000

110 000(implementation)
Total

Objective C: Promote broad stakeholder engagement in the planning, development and management of sustainable tourism that follows adestination approach to heritage conservation and focuses on empowering local communities.
Actions (Prioritised actions are marked with an asterisk (*))**

Timeline

Estimated budget (US$)
2013

2014

2015

C.1 Develop frameworks and guidelines that support the development and2013-2014
100 000
implementation of sustainable tourism management plans and other(development)
appropriate planning and management frameworks that involve and engage a 2015 (implementation)broad set of stakeholders and empower and provide benefits to local
communities.

30 00030 000C.2 Develop a tool for self-evaluation based on performance indicators, andcreate incentive mechanisms to foster comprehensive tourism managementthat provides for conservation and preservation of the World Heritage
properties.

2013-2014
75 000(development)2015 (implementation)

30 00030 000C.3 Support relevant data generation and quality research identifying goodpractices concerning World Heritage and sustainable tourism (planning,development and management), stakeholder engagement and benefits.

2013-2015

60 00060 00060 000C.4 Facilitate information sharing, exchange of experience and good practiceamong stakeholders through the creation of networking opportunities andincentive mechanisms.

2013 - 2015

60 00060 00060 000295 000

180 000

180 000

Total
World Heritage Tourism Programme

WHC-12/36.COM/5E, p. 26

Objective D: Provide World Heritage stakeholders with the capacity and the tools to manage tourism efficiently, responsibly and sustainably
based on the local context and needs.
Actions (Prioritised actions are marked with an asterisk (*))**

Timeline

Estimated budget (US$)
2013

2014

2015

D.1 Identify capacity development, training and education needs among
stakeholders in relation to World Heritage and sustainable tourism, anddevelop approaches to integrate into existing initiatives such as the World
Heritage Capacity Building Strategy.

2013

D.2 Develop tools and strategies to support stakeholders, and in particularproperty managers/coordinators, in the management of World Heritage andsustainable tourism that can be adapted to local context and needs.

2013-2014
75 000(development)2015 (implementation)

75 00025 000D.3 Support information sharing, linkages, networking and collaboration among
stakeholders, and establish links to training, education and research
institutions (including World Heritage Category 2 Centres) delivering
appropriate training and education.

2013-2014
100 000(development)2015 (implementation)

100 000

30 000205 000

175 000

55 000Total

World Heritage Tourism Programme

WHC-12/36.COM/5E, p. 27

30 000Objective E: Promote quality tourism products and services that encourage responsible behaviour among all stakeholders and foster
understanding and appreciation of the concept of Outstanding Universal Value and protection of World Heritage.
Estimated budget (US$)

Actions (Prioritised actions are marked with an asterisk (*))

Timeline*

E.1 Identify, communicate and support approaches to increase knowledge,
understanding and appreciation of the concept of Outstanding Universal
Value of World Heritage in the tourism management context amongst
stakeholders.

2013-2014

50 00050 000E.2 Create incentive mechanisms that encourage stakeholders (especially
tourism industry and visitors) to act responsibly in terms of site conservationand to provide social and economic benefits to the local communities.

2013 – 2014
75 000(development)2015 (implementation)

75 00050 000E.3 Identify and promote authentic, sustainable and responsible tourism products
and services that provide high quality and low impact visitor experiences at
World Heritage properties and the destination as a whole.

2013 (development)2014 – 2015
(implementation)

50 000100 000

100 000

E.4 Support relevant data generation and quality analyses on visitation, impacts
and trends, and increase the availability of good practices and lessons
learned through information sharing and recognition mechanisms.

2013 – 2014
75 000(development)2015 (implementation)

75 000100 000

250 000

300 000

250 000*

Total

World Heritage Tourism Programme

WHC-12/36.COM/5E, p. 28

2013

2014

2015