UNESCO World Heritage status assures most sites a steady stream of tourists, but with their tourism dollars comes the challenge of maintaining the site for future generations. Megan Wynes reports

From the moment the United Nations Educational, Scientific and Cultural Organization (UNESCO) agreed on an international treaty – the Convention concerning the Protection of the World Cultural and Natural Heritage – in 1972, tourists have flocked to sites inscribed with World Heritage status. So much so, that travel companies the world over have seized on this increased interest, and geared tours and developments to appeal to travellers looking to tick their way down the World Heritage List.

This might not have been the original intention of the Convention’s founders, who tasked themselves primarily with the preservation of these sites for future generations, but tourism has become something of a necessary evil for many project managers, local governments and, indeed, for the communities surrounding the sites themselves.

“[Tourism] is an industry with well known costs, but also with the potential for aiding protection efforts,” says Francesco Bandarin, director of the World Heritage Centre.

There are currently more than 890 of these cultural and natural sites worldwide that are afforded the protection of the UN and its agencies, regardless of borders, ownership titles or international political wranglings. From the crystal blue waters of the Caribbean, to the peaks of the Rocky Mountains, the Daintree Rainforest in Australia and the ancient streets and temples of rural China, the range of sites included on the list is staggering. As, of course, are the long list of problems and challenges associated with their maintenance.

The very variety of sites worldwide and their increasing number is a problem in itself. Just how can UNESCO, or any entity for that matter, pro-actively manage every detail of a site’s management? The simple answer is that it can’t, until there is an interplay between the UN and the individual governments, tourism boards, developers and communities with an interest in the site.

The World Heritage Convention, as a legal document and means of addressing these groups was the first step, giving UNESCO the diplomatic power to ask government’s to reconsider money making schemes that may negatively impact the Outstanding Universal Value of the site (the reason for which it was inscribed in the first place). A cable car concession up the side of Machu Picchu is one of our particular favourites; consigned to the crazy idea pile some years ago, thanks to UNESCO. A set of recommendations on managing tourism at these sites came next. These were intended to be a practical set of instructions for World Heritage Site managers as to how they should handle sustainable tourism development in their given area.

One of the men responsible for tourism and visitor management issues, Arthur Pedersen, programme specialist at the World Heritage Centre, is very clear about its message.

“There’s a suite of activities that both the site and the tourism industry, including hoteliers, should be doing,” he says.

“What we’d like to see is more of an interchange between the site management, local authorities and the tourism industry, so that they start talking about the issues involved.”

So why is this interchange still a problem after nearly 40 years of the Convention’s existence? Well, again, there’s a simple answer. Up until now, the amount of attention paid to UNESCO’s recommendations, and for that matter those of other organisations involved in sustainable tourism issues, has not been consistent. “We really need to start getting serious about demonstrating how these sustainable processes need to work; all the key constituencies need to speak the same language,” says Pedersen.

At present there are too many individual entities involved, ie local governments, tourism boards and resort developers, each of which has focused on representing its own interests, regardless of, and in isolation of, each other, and usually to the detriment of local communities (particularly in developing countries). They need to be in sync.

“The multi-faceted nature of tourism development makes it almost impossible to bring all of the players together at the right time,” says Lyndall De Marco, sustainability firebrand and adjunct professor with Griffith University’s Business School, Brisbane.

Sustainable practices have varied at sites around the world, with many areas seeing such a boom from inscription on the list that they simply did not have time to follow recommended processes, such as a strategic plan for tourism development. In addition, strategies put in place 40 years ago, today simply cannot effectively manage increasingly large numbers of tourists.

“These plans need continual monitoring to see if targets are being reached, and if they’re not, decisions must be made about what actions need to be taken to get the programme back on track,” says Pedersen.

Many of the sites on the list, though, just do not have access to sustainable tourism professionals and individuals with the expertise to manage these sites effectively. “It’s very rare that there are people available with the necessary expertise, particularly in the developing world,” says Pedersen. “What is needed is a definitive guide written by the industry, for the industry, with the input of UNESCO,” says De Marco.

“One for developers, one for hoteliers, one for tour operators, one for cruise liners, etc, what is available now is too generalised.” There are, however, a number of luxury hotel/resort groups worldwide leading the charge, with active programmes in place for the preservation of these outstanding areas and, in turn, the inclusion of local communities in the preservation of these sites for future generations.

IN THE LIMELIGHT
A new development taking place on the island of St Lucia, within the Val des Pitons World Heritage Site, provides the perfect example of what can happen when an interchange between the local authorities and the owners and developers of the resort takes place.

“The hotel owner and managers have forged extremely close relationships with Pitons Management Area (PMA) officials, the Soufriere Foundation, the Soufriere Marine Management Area, local and national government officials and agencies, and continue an open dialogue about the issues and concerns affecting the integrity of the World Heritage Site,” says Naomi Cambridge    , villa sales director, Sugar Beach Villas. “Education and communication with local agencies is vital in safeguarding the area’s status.”

Situated within the famous Jalousie Plantation – the original home of Roses lime cordial, and celebrity playground of the 1970s and 1980s – the development of Tides Sugar Beach is taking shape. Managed by the Viceroy Group, and owned by Roger Myers (of Rolling Stones and Café Rouge fame), the resort is being sympathetically constructed within the limits of the old plantation resort.

Val des Pitons, always a draw for tourists to the island, is a relatively recent addition to the World Heritage List, thanks to the tireless work of former owner, Lord Glenconner – owner of Mustique – who still lives on the plantation.

This sense of passion for the preservation of the area, and its natural beauty, is something that the resort takes very seriously. From the moment the plans for the new development were announced, locals and the authorities alike were concerned. This area, with its natural volcanic springs and healing sulphurous muds is one of the island’s key selling points.

“It means we must tread carefully to ensure our operations are mindful of the environmental importance of the area and do not unduly impact the integrity of the World Heritage Site,” says Lisa Basire    , villa marketing director, Sugar Beach Villas.

“This, of course, brings challenges as we must work within the UNESCO World Heritage Site guidelines, while at the same time ensuring balanced development for the area with all of the associated benefits this brings to the local community and, in turn, the site as a whole.”

Without tourism, St Lucia simply would not have the resources to protect this very sensitive site, and every visitor to the site is made aware of their individual contribution.

“Every guest who scuba dives in our marine reserve pays a fee to the Soufriere Marine Management Area for ongoing monitoring and scientific projects aimed at protecting the biodiversity of thee important coral reef systems,” says Cambridge.

“Every tourist who climbs the Gros Piton makes a contribution to the development of young people in the village of Fond Gens Libre, who are taught about the importance of the Piton Management Area and its World Heritage designation.”

Tourism also directly funds the salaries paid to local staff. “Ninety-nine per cent of people employed at The Jalousie Plantation are local St Lucians,” says Andre Boersma, hotel general manager. “Each and every individual has a stake in the responsible operation of the hotel in such a sensitive location.”

The area’s unique ecosystem has been a driving force in terms of the layout and design of the resort, with every stage planned in meticulous detail. Nothing about this development is being rushed, and in true Caribbean style, everyone is taking their time to make sure the development makes as little impact as possible.

“Constructing in a World Heritage Site is probably the best case for using true eco-design principles, which is exactly what we are doing at Sugar Beach,” says Lane Pettigrew, chief architect at Sugar Beach Villas and architect laureate of the Caribbean.

“We have sited each building in an area where there is absolutely no damage to existing flora. We have nestled small, low impact, single-storey units into the natural topography, carefully directing drainage and circulation.”

Local workmen have also been used throughout the site, with traditional building techniques used where possible, such as hand chipping indigenous stone for foundations and cladding with timber frame construction using only woods from certified reforestation programmes. The resort’s new spa has also been sympathetically constructed in true St Lucian style by local Rasta craftsmen and resembles a collection of tree houses, hidden within the dense vegetation of the surrounding slopes.

“There is a conscious effort to retain mature vegetation and ground cover, chiefly to ensure the flora on the site is not adversely impacted,” says Cambridge. “This also means erosion and run-off have been effectively controlled with no run-off reaching the National Marine Reserve that fringes the resort’s beach.”

WORLD OF CHOICE
Orient-Express, with properties at Luang Prabang, Vietnam; Iguassu Falls, bordering Barzil and Argentina; San Miguel D’Allende, Mexico; Machu Picchu, Peru and Siem Reap, Cambodia, is very conscious of its huge responsibility.

“People will always want to visit these sites,” says Pippa Isbell, vice-president corporate communications, Orient-Express. “The very fact that they are designated World Heritage Sites creates demand. Given that, we think it is better to engage and support sustainability initiatives, in order to preserve them for future generations.” The company is fully aware that there is no cookie-cutter recipe for success and, as such, each property is managed in a different way. Orient-Express leaves the day-to-day running of its sustainability operations up to it’s general managers and their executive team.

“The important thing is to have a close relationship with the local body that administers the [UNESCO] guidelines, and to be flexible when they change,” says Isbell. “We always work within local and national construction and operational guidelines, and any construction requires permits, sometimes with special conditions.

“For example, when we refurbished the Machu Picchu Sanctuary Lodge, we were not allowed to take heavy machinery into the site, so a lot of work had to be done by hand.” In this sense, local authorities have a direct dialogue with Orient-Express regarding the management of these precious sites and, working with the local community, the group actively maintains a reciprocal relationship.

“Most of our properties have community support projects, and we are working towards every single one having a programme that supports local people, local charities or local needs.

“At Machu Picchu, we use a plot of land to teach local people how to produce the vegetables we need for the hotel restaurants, then they grow them on their own land, and we buy produce from them.

“In Iguassu National Park, we operate to ISO 14000 standards and support a project to sustain the wildlife park, while in Siem Reap, we donate to local hospitals.”

PARK LIFE
Another sustainability champion is Fairmont Hotels & Resorts, whose properties within Canada’s Banff Springs National Park have long wrangled with daily responsibilities of managing and conserving an UNESCO World Heritage Site.

“From a business standpoint we definitely need to be more aware of how we run our business,” says Lori Coté, regional director of public relations for The Fairmont Banff Springs and The Fairmont Chateau Lake Louise.

“We constantly have to watch and maintain a strong working relationship with Parks Canada. Everything we do goes through them first, and we’re very fortunate to have them as our conscience to remind us of how things should be done,” says Coté.

This partnership with local authorities, along with Fairmont’s ongoing internal Green Partnership Program, outlines the group’s continued commitment to sustainable tourism. Every property within its portfolio, not least those found within protected areas, has been required for some years now to monitor its daily operations, focusing on improvements in the areas of waste management, energy and water conservation, as well as a strong element of community outreach through local groups and partnerships.

OK, well that’s the spin, I hear you say? Well, no, in this case Fairmont is a company that actively practices what it preaches. “We put volunteer hours back in to the community, and we also fund local not for profit organisations, such as the YWCA and the local food bank, for the benefit of the local community [in Banff],” says Coté.

“We can definitely act as a model for other businesses, to see how we, as a large hotel and golf course, can work within a UNESCO World Heritage Site successfully.” With 768 rooms, The Fairmont Banff Springs has a huge amount to do to maintain a sustainable working environment and, that said, it’s impossible to argue that such a large property would not have a considerable impact on the surrounding environment. But, at least it seems Fairmont are fully aware of their charge.

“The fact that we’re within a national park and listed as a UNESCO heritage site gives us an advantage, but it’s a responsibility we take very seriously.”

LIVING HERITAGE
Heading east, Banyan Tree Hotels & Resorts has a completely different approach, and has literally immersed itself in the community of Lijiang, in the Yunnan Province, China.

“Through the design and architecture of our resorts we promote the uniqueness of indigenous cultures, hence we have taken much inspiration from the historic Lijiang Old Town, a UNESCO-designated World Heritage Site,” says Michael Kwee, co-ordinating director, Banyan Tree Global Foundation Limited.

The town was declared a UNESCO World Heritage Site in 1997 for its ethnic charm, historical milieu and architectural landscape. “Regulations guiding development on the site were strict, and local authorities provided official comments on the design. “As much as possible, local [Naxi] workers were given the freedom to utilise the age-old techniques they are familiar with,” says Kwee. Of course, modern fixtures and fittings have had to be installed as well, but all with a sustainable model in mind.

“Water savings measures included fitting low-flow taps and showers, implementing rainwater runoff water collection. While in terms of waste management, we recycle green waste, plastics, metals, paper, rubber and glass,” says Kwee.

“The resort uses solar and hydro-electric power, so creating few emissions from fuels.”

Community projects are also a key focus at the resort. More than 90 per cent of the workforce have been sourced locally, and various hospitality and spa training initiatives have been implemented that benefit the local population.

“Banyan Tree defines success not just financially, but also socially and environmentally,” says Kwee. “It does not make sense for us to compromise so that our long term investment in a hotel property is undermined by short-sighted management of our own operations.”

Indeed, UNESCO are quick to agree, while also sounding a note of caution.

“The Banyan Tree development needs to ensure it has a positive effect on the local population, but also a positive affect on nearby rural areas,” says UNESCO’s Pedersen. “Hotels can also play a positive role in promoting the goods and services in communities, such as the Tibetan minorities found in the nearby Three Parallel Rivers area. “If a mechanism is in place to plough back the money made from crafts into these communities, then tourism can play a positive role in engaging local communities.” It seems that the biggest problem with such developments, in undeveloped areas, is the level of ignorance on the part of the hoteliers to what is out there, in the local markets, in terms of products according to Pedersen. All of which could be used in the hotels themselves.

SMALL WONDER
Another resort taking this policy of community inclusion seriously is the Daintree Eco Lodge & Spa in Queensland, Australia. Comprised of just a few rooms, nestled in the heart of the UNESCO World Heritage Daintree Rainforest, the resort is proud of its sustainable ethos.

“The lodge was built to very strict guidelines, and, therefore, the operational side of the business already adheres to UNESCO guidelines,” says Corinne, Daintree Eco Lodge & Spa.

“Any future development will be in consultation with the local Kuku Yalanji Aboriginal people (who inhabited this land for thousands of years prior to European settlement).”

A reassuring claim considering the often frosty relationship between developers and Aboriginals in Australia. “We purchase, as much as possible, our produce and other good and services locally,” says Corinne. “And our employees are largely local including indigenous community members.” The resort is also careful to monitor the impact that its operational activities have on the surrounding ecosystem.

“On site we have our own natural waterfall, where all the retreats’ water is fed from,” says Corinne. “Guests are experiencing pristine natural water at its best, and water is only temporarily diverted for use in the resort.”

BRIGHT FUTURE
With all of these developments, the chief concern is preservation and maintenance of these sites for future generations to enjoy. It’s most often a case of simple sound business; it doesn’t make sense to damage your chief source of income. So these resorts must act as custodians of these sites, and protect them from harm. Yes, this is a difficult, and expensive, task. Millions of people already travel to UNESCO World Heritage Sites each year, and the numbers will keep rising. Dealing with this growth is not easy, but with the right plans in place, rapid development needn’t be a threat.

“Tourism development that meets the needs of present tourists and the host regions, while protecting and enhancing opportunity for future growth,” is how the World Tourism Organisation defines sustainable tourism.

This is an ongoing process, but it is possible, as demonstrated by the resorts mentioned. “Without the contribution from the private sector, many of these World Heritage Sites would not have a preservation plan,” says De Marco. “I believe the private sector is more than willing to comply if they are supplied with detailed and constructive guidelines.”

UNESCO’s Bandarin hits the nail on the head. “By learning to tread lightly on the Earth, not only are we ensuring the future of World Heritage Sites, but also the future of tourism.”

Wise words indeed.