UNESCO World Heritage

Sustainable Tourism Online Toolkit

Guide 5
Communicating with visitors
 Welcome to the UNESCO World Heritage
Sustainable Tourism Toolkit

Sustainable planning and management of tourism is one of the most pressing challenges
concerning the future of the World Heritage Convention today and is the focus of the
UNESCO World Heritage and Sustainable Tourism Programme.

These ‘How To’ guides for World Heritage Site managers and other key stakeholders will
enable a growing number of World Heritage Site communities to make positive changes
to the way they pro-actively manage tourism.

How to use this guide

These easily accessible ‘How To’ guides are focused on best These resources are a valuable asset to site managers
practice approaches to sustainable economic development in particular, who often lack the tools and know-how to
through tourism. The first of their kind, the ‘How To’ effectively manage and maximise tourism benefits, while
resources offer direction and guidance to managers of World minimising its negative impacts.
Heritage tourism destinations and other stakeholders to help
identify the most suitable solutions for circumstances in their Our series of guides have been structured as a step-by-step
local environments and aid in developing general know-how process for site managers.
for the management of each destination.
Guides 1-4 establish the basic foundations for sustainable
The ‘How To’ guides bring best practice knowledge to the full tourism (these are coloured yellow).
WH community, so that site managers, tourism professionals, Guides 5-10 are tailored to more specific issues, which will
conservation professionals, and communities around the have greater relevance at some sites than at others (these
world understand the possibilities of sustainable tourism and are coloured orange). We recommend that site managers
what key issues have already been achieved. explore each guide, however, as sustainable tourism is a
holistic process, addressing all issues in a strategic manner.

Strategic Foundations

Guide 1 Guide 2 Guide 3 Guide 4

Understanding Strategy Governance Engagement

Core Delivery (Only works if steps 1 to 4 are undertaken)

Guide 5 Guide 6 Guide 7 Guide 8 Guide 9 Guide 10

Communication Infrastructure Value Behaviour Investment Monitoring
 Our Objective Getting started

The goal is to stimulate local solutions in communities We understand the complex range of different societies in
through capacity-building in best practice. With the immense which World Heritage sites exist, and the many challenges
scale and variation of World Heritage Properties around the site managers face on a daily basis. While the intention is to
globe, coupled with scarce human and financial resources, encourage each site to undertake most, or at least many, of
this is now more important than ever. Site managers and the tasks included in the guides, considering them together
other stakeholders in the tourism sector must have access all at once may seem daunting and even impossible.
to these types of innovative sustainability tools in order to
develop and formulate their own successful results. We have developed this tool as a source of guidance and
inspiration. It is a menu of ideas from which you, the user,
Ideally, site managers and other users will begin to navigate may choose to put into practice, helping your World Heritage
through this system by learning basic ideas and guidance. site become more sustainable for its current and future
The system then enables the user to delve deeper into any visitors.
given subject that falls in line with their local interests, needs,
and aspirations. Getting to know these ‘How To’ guides will move your site
towards better self-management and sustainability rather
Our objective for these guidance resources is to enable than demand a level of sophistication that might simply be
the growth and success of an entire community of World unattainable for some World Heritage sites. We would urge
Heritage Properties, making positive changes to their local all site managers to read through these resources thoroughly
surroundings and pro-actively managing tourism in their and begin to think about what positive steps can be taken to
areas. In parallel, by establishing this community, we aim to implement these changes. Again, we remind each user that
facilitate knowledge exchange of the most progressive ideas, results will differ for each site, and the circumstances of the
and encourage their implementation and evolution. local environment and community must always be taken into
consideration.
The driving ethic for the ‘How To’ guides is to explain
critically important ideas for sustainable tourism in World Sustainability is a complex system to navigate. Please feel
Heritage sites in a clear and concise manner, conveying the free to ask any questions regarding the information provided
key knowledge and processes in a reading time of under 20 in the ‘How To’ guides, or send us your feedback. We are here
minutes per idea. Our goal is to make implementing the ideas to help.
of sustainable tourism easier to understand and put into
practice for all parties involved.
 Guide 4: Communicating with visitors

This guide will tell you why communicating with visitors matters, and how you can do it
effectively, in a culturally appropriate manner.

Why this matters 1. Have a clear script for the destination to

follow and key messages that everyone will
Making tourism more sustainable means changing the way
understand
that tourism happens at a destination. Some of this will
be about infrastructure, but a great deal of it is about Identify what heritage professionals, individuals in the
influencing the choices that businesses, communities, tourism sector, and the host community want (and need)
and visitors make. We believe that to make tourism more visitors to know about your destination – this means working
sustainable, you need to become effective at communicating out what your story is and what OUV looks like at your
with visitors, and that, in turn, means you need to enlist destination. This needs to be clear, concise, and accessible.
the help of tourism businesses and the host community. It should not be academic, technical, and obtuse, but it should
also not be overly simplistic.

If you have the resources, then develop a communications

strategy that identifies key audiences and objectives. You can
either help shape the interpretation of your site and the
wider destination, or commission someone else to do it. Great
World Heritage sites have developed simple and accessible
OUV narratives. For example, the Wadden Sea WHS explains
some of its key species to children and visitors through the
‘Small Five in the Wadden Sea’ project, which involves a simple
story, explanation, and ‘small five safaris’ in a way people
can experience and learn about the species that make its
ecosystem work.

Clarity in communication is crucial. The best destinations

analyse how to make their stories work in the different
spaces within the destination – from airports and railways
stations to hotel rooms or the public realm. An overarching
interpretation strategy is often helpful to steer visitors
through the destination and encourage them to learn. It also
needs to encourage them to return, believing either the
story is repeatedly freshened over time, or that it is so rich,
they will have an entirely new experience each time they visit.

“Clarity in communication is crucial. “Be careful not to trap communities

The best destinations analyse how to make through idealised marketing. This can lead
their stories work in the different spaces within to surprise and disappointment when visitors
the destination – from airports and railways experience the day-to-day realities of local lives.”
stations to hotel rooms or the public realm.”
Identify those stakeholders involved in the marketing 2. Ensure that tourism marketing of the
for the destination and partner with them. In most cases, the destination uses the potential added value of
destination will already have marketing professionals and a World Heritage Status
marketing budget, so it is crucial to influence that process
to ensure that marketing communication helps bring about There is a growing body of evidence suggesting that World
the sustainable tourism objectives in the strategy (See Guide Heritage is a powerful brand for attracting cultural tourists
1 and Guide 2). Sustainable tourism communication starts from both the domestic and international markets, including
the moment consumers select their choice of destination people who might otherwise have ignored the destination.
and lasts after they return home. It is often too late to These cultural tourists spend more, stay longer, and
influence choices if you wait for them to arrive at the site, are more likely to care about sustainability, OUV, and the host
as expectations will already have been set. Sustainable culture. Incorporating UNESCO branding might be an
tourism requires visitors to understand the value, opportunity for some destinations to change the visitor profile
distinctiveness, and authenticity of the site, as well as alter in ways that aid sustainable development.
their attitudes and behaviour to reflect this.
Segmentation of the visitor market is crucial. All
Make it clear to potential visitors that the world’s most tourists are not equal in their ecological or cultural footprint,
important historic places offer amazing experiences, nor in their economic impact. Some types of visitors will have
but tourism in these places is not a ‘free-for-all.’ There are a much greater ecological and cultural footprint than others,
limits and certain behaviours that are simply not appropriate while some will also yield significantly more revenue. Seek
for heritage or the host community (see e.g. case study ‘The to communicate with the segments of the market that
Impact of Tourism on the Monks of Luang Prabang’). Raising fit with your destination’s strategy. This may mean fewer
awareness can be done in such a way that visitors accept visitors, but with greater economic benefit.
the constraints as part of a unique once-in-a-lifetime
experience. Make sure tourism businesses understand the potential
value of highlighting UNESCO World Heritage Status in their
marketing, and work together to help them become
Be clear about your access policy:
more sustainable businesses that play an active role in the
Are you open for visitors to come whenever they like? sustainable management of tourism. Some sites, for example
Make sure any restrictions are clear. Vigan in the Philippines, have provided training for businesses
Do they need a ticket? Tell them so in advance. so they can understand the potential benefit and OUV of
Do you only want overnight visitors? the site.
Create systems that enable this and discourage day visits.
Ensure that marketing professionals at the destination
understand that communicating about the site has
The policy needs to be appropriate for the site, the local to be strategic and encourage sustainability. Marketing
tourism sector, and the community. It should also be must deliver a return on investment, but it can also spread
thought through and properly communicated. If important messages about the destination and build
not, there becomes a lazy assumption that all tourism is relationships with visitors crucial to fundraising or other
good tourism. activities of strategic value. It is not just about selling
holidays. It is essential that you are able to show the tourism
It is important when marketing World Heritage sites that you sector that promoting sustainability is simply part of doing
communicate not just the joy of visiting, but something of the high quality tourism, rather than a painful obligation.
social, cultural, and environmental realities of the present day.

“Make it clear to potential visitors that the world’s

most important historic places offer amazing
experiences, but tourism in these places is
not a ‘free-for-all.’ There are limits and certain
behaviours that are simply not appropriate for
heritage or the host community.”
3. M
 ake understanding the site easy Developing ground rules or a code of conduct in
collaboration with conservation experts, tourism sector
professionals, and the host community can be a valuable
It is important to bring together the key information activity – it engages stakeholders in a meaningful
about the site into one accessible form or place. Good discussion about what is and what is not appropriate
interpretation is an obligation of being a World Heritage behaviour in the destination. Many visitors are relieved
site. Visitors must be able to find the practical information to have the social and cultural customs of the host
they need easily, in a language they can read, and in a way community explained, as well as being aware how they
they can access from their own homes. At its simplest, this might inadvertently damage the site. The key point you
usually means some form of website and social media. must realise is that codes of conduct are only as good
as their communication. The temptation is to write long
Every World Heritage site should have, at the very lists that are printed as pamphlets, but this has limited effect.
least, a basic website. However, surprisingly few World Instead, try developing a very simple five-point code
Heritage sites have a website available in language visitors of conduct and turn local people into the communicators.
can easily find via a simple Web search. If you want to For example, every taxi could have the five points of good
maximise your ability to speak to visitors, then you need to behaviour prominently displayed in its interior.
mainstream sustainability – make it part of how people learn
about the basics of the destination. Dynamic destination Provide the simple information visitors need, such as how
websites offer information on the full range of things to navigate the site and the different attractions that exist.
people need, including transport, accommodation, food Do not forget to provide a basic map.
and drink, retail, leisure, and information on the local
community and culture. Website templates are now This fulfils two key functions:
readily available in most parts of the world at little Are you open for visitors to come whenever they like?
or no cost, and simply being a World Heritage site Make sure any restrictions are clear.
will drive traffic in significant numbers.
Do they need a ticket? Tell them so in advance.
The story needs to be as accessible as possible, Do you only want overnight visitors?
even for those wishing to experience things remotely. Create systems that enable this and discourage day visits.
By using the full range of media, people who may not
be able to access one kind of interpretation have the
opportunity to learn in other ways. Be aware that a significant
number of interested people may have physical or visual
impairments that may limit their enjoyment of the site,
so offer alternatives. Many people may wish to learn
about and engage with the heritage values of the site without
actually visiting, so make your online presence as good
as it can be. All this will contribute to the ‘word of mouth’
marketing of your site.

“Every World Heritage site should have, at

the very least, a basic website. However,
surprisingly few World Heritage sites have a
website available in language visitors can easily
find via a simple web search.”
 Making information available in the languages (written or Mainstream sustainability into the destination’s
visual) visitors speak is, of course, also very important. communication. If key sustainability messages are embedded
into the interpretation, then the number of visitors you can
Help visitors make sustainable transport and reach with this concept is maximised. The last thing you want
accommodation choices before they arrive. Use the to happen is fragementation of the information into multiple
websites that visitors go to before they visit to share your locations, with key messages getting lost in the noise. Having
offer, communicate the progressive alternatives, and identify distinctiveness, authenticity, and sense of place are
what the benefits of using them might be. key marketing assets for destinations.

Are they cheaper? Use your World Heritage site status to draw the media’s
attention, and then work with them to get key messages out
Do they provide a better or unique experience? to the wider public. This means providing the media with
Are they more responsible, more interesting, or bring benefits suitable stories and collaborating with them to shape the
to local people more effectively? narrative by writing press releases, etc.

Give people reasons to be good. Avoid text-heavy Work with others to create ‘package’ experiences. There
interpretation boards as a go-to solution. The world is is a growing market for people wishing to experience World
changing, and text heavy interpretation can be inaccessible Heritage sites in a unique way, or to pursue niche interests.
for many global visitors because of language barriers. There By working with other sites in the same region, or with other
is a place for interpretation boards, yes, but many museums thematically linked sites, you can appeal to visitors who
and visitor attractions are moving away from this may wish to understand and visit your site as part of a
approach. Instead, they are telling the story more creatively wider itinerary.
across the site, through people rather than written
interpretations. Many sites will have an excellent network of
guides who play a critical role in interpretation and storytelling
– work with guiding organisations to ensure they have the
necessary training and accreditation to do the job well.

“The key point you must realise is that codes “Use your World Heritage site status to draw the
of conduct are only as good as their media’s attention, and then work with them to
communication. The temptation is to write get key messages out to the wider public. This
long lists that are printed as pamphlets, but means providing the media with suitable
this has limited effect. Try developing a very stories and collaborating with them to
simple five-point code of conduct and shape the narrative by writing press releases.”
turn local people into the communicators. For
example, every taxi could have the five points
of good behaviour prominently displayed in
its interior.”
4. B
 e creative – communicate through Think about what you would like visitors to
everything, throughout the whole life-cycle understand, and what practical things they need to know
of the visitor experience in order to make sustainable choices. Then, find creative
and inspired ways to reach them. It does not have to
By the time visitors arrive in your destination, it may be too be complicated. It can be through the most humble of
late to shape their itinerary and their perceptions of what media – for example, displaying the explanation of OUV on a
they can and cannot do at the destination – make sure tablecloth in a restaurant or on the wall of a restroom.
you get your key messages to them through tourism
brochures, booking websites, or the various other media Identify the best media for reaching the majority
visitors will use before their trip. This is another reason of visitors, use it, and be creative! Visitors are not obliged
why stakeholders need to work together. ‘Tourism’ often to listen to you. It is a choice, and you will most likely have
starts months before an actual visit (e.g. through online to compete with and overcome many other sources of
research) and continues through travel, time in the destination information bombarding them. The only measure of
itself, and after the trip. As people go home, they may wish whether communication works is whether people
to learn more about the site, its heritage, and its OUV. Being get the message and act upon it. Some destinations do
able to sustain interest and contact post-visit is key to amazing things with low tech and low cost solutions, such as
some strategic goals, such as fundraising. Increasingly, people turning taxi drivers of the destination into explainers of OUV
are online in airports, on trains, and in vehicles, so being able or new technologies like mobile phone apps. Many of the
to communicate with them in those places has value. social media platforms such as Facebook, Twitter, or Linkedin
are essentially free to the user. Think simple as well as
Work out how to use your storytelling and interpretation technological –everything from guide ropes, to flooring
facilities to best effect. Good World Heritage destinations where people queue, airport walls, literature in hotel rooms,
ensure that different museums and visitor centres all tell and beer mats can be used. Written guidance can be of
complementary, but different elements of the site’s story. limited value, so try visual interpretation. Partner with a
For instance, the interpretation scheme of Hadrian’s Wall, local artist or fine arts organisations to get a new perspective
England, explores different elements of Roman life at different and learn new ways of communicating.
points across the Wall. Museums and visitor centres
within a destination should be supported to see themselves The goal of communication should be to move a potential
as mutually beneficial aspects of the same destination. visitor from knowing very little to a deeper understanding
They should be encouraged to work together to widen the of people and place, actively behaving in a more sustainable
stories that can be told and deepen the visitor experience. manner while visiting, and ultimately becoming a champion of
the destination,as well as a potential donor. We call this an
Some destinations do benefit from having a defined ‘engagement ladder,’ and the great destinations do it really
visitor interpretation centre or storytelling hub, but many well through a combination of marketing, protecting the site,
people mistakenly think that an interpretation centre is all adding value to products, and effective fundraising.
that a site needs and overstate the importance of the built
facilities. Often, there are other ways to communicate
the OUV and key messages. Ask yourself whether you
want to have a small percentage of your visitors going to a
dedicated museum about the OUV of the site, or have a large
percentage of visitors leaving the destination with a basic
understanding of the key narrative. If you want almost
all visitors to learn something, then you will need to
communicate through more than just a visitor centre.

Communication does not start and stop in the World

Heritage site. If you do not utilize the entire destination,
you are missing huge opportunities to influence and bring
about strategic shifts to behaviour and understanding.
Research suggests that no more than 10% of short
holidays are spent in museums and galleries – that’s
90% of the holiday experience that can be lost as moments “The goal of communication should be to
to communicate. Work with businesses and the host move a potential visitor from knowing
community to identify opportunities for communicating
key messages to visitors. Some destinations now do amazing
very little to a deeper understanding of
things by communicating with visitors in airports and railways people and place, actively behaving in a more
stations, in hotel rooms, in bars and restaurants, and through sustainable manner while visiting, and ultimately
clever approaches to interpretation and storytelling, running becoming a champion of the destination,as well
through the entire visitor experience.
as a potential donor.”
5. D
 o interpretation of the site and its OUV 7. Use communication to build lasting
in the most appropriate areas relationships with visitors

Use storytelling and interpretation to concentrate Keep in communication with visitors after their
visitors in places where they are less likely to damage a visit. After all, visitors to your destination are not just an
site. Objects and OUV attributes are often sensitive to visitor immediate source of revenue and support. They are often
pressures, so it is often beneficial to increase the dwell also the key to solving long-term strategic challenges. Great
time of visitors in a less sensitive area of the destination destinations and great tourism businesses take the
by telling the story there (see Guide 8, Visitor Management). contact details of their visitors (with permission) and
keep in touch with them, both for commercial reasons and
for strategic value. Visitors who may have donated to a
6. O
 utsource communication of key sustainable conservation project, volunteered, or simply shown an interest
tourism messages in the host community and its economic challenges, may be
willing to donate, help, or champion the destination and its
conservation.
Most communication with visitors in a destination is carried
out by tourism professionals, not heritage experts, so you
Cultural visitors are often highly educated, affluent,
need to train and help the tourism professionals
and highly skilled – they should be seen as a potential resource
to communicate key messages. Guides from the local
to help the destination. Many of these people will have
community not only make people feel welcome as greeters,
had life changing experiences at the destination and
but they often explain the destination, help people make
will be willing to assist, (either during their stay or
choices, and can also be crucial to some forms of fundraising,
afterwards) if they understand the site’s needs and how their
like visitor gifting (see Guide 9, Investment and Fundraising).
skills might help the host community and/or its conservation.
For sites with few resources and seemingly insurmountable
It can be useful to develop a simple and accessible
challenges, this can be a way to undertake some essential
training course for the destination that helps guides to
tasks. Some visitors may work for companies with a
explain the OUV narrative of the site. You can take guides
CSR (Corporate and Social Responsibility) programme,
to the site, explain some of the management issues (such
and they may be able to enlist wider support and resources
as peak-period crowding), and seek their help in advising
for conservation or community development projects.
visitors to make choices that help site management. For
instance, this can be assistance in spreading visitors to a
Develop ways that visitors can continue to be ‘Friends’
wider number of attractions across a destination, reducing
or supporters of the World Heritage site after they return
peak-period crowding, and spreading economic benefit by
home. Use social media to share challenges, successes
purchasing local products, goods, and services.
and initiatives. Work hard at making people feel like
valued members of a global family of people who care
In many cases, hotels and transport providers will
about and contribute to the management of the site. This
already be sending marketing, booking, and confirmation
is a potentially massive, untapped resource for some
e-mails to visitors, so it is worth piggybacking onto this
sites. It can be either low cost and user generated with
existing communication. They will also provide itinerary
volunteer management, or it can be more professional with a
guidance in the rooms and other places, so work with
membership fee and professional administration. Different
businesses to help them improve their knowledge
solutions will be appropriate to different sites.
of the heritage in their communications. In return, ask
that they help by passing on information to improve the
management of the site in their text.

Work with local schools and colleges to ensure that

the site, its OUV narrative, and its management pressures are
understood by every child that grows up in or around the site.
This is, of course, important and worthwhile as an academic
activity in its own right, but it also lays the foundations
for the future of a sustainable destination. Today’s
children will be tomorrow’s entrepreneurs, taxi drivers,
guides, hoteliers, shopkeepers, etc. It is crucial to lay
the long-term foundations by educating and supporting
local people to be powerful, passionate, and knowledgeable
communicators. It is all about turning the next generation
into communicators of important key messages.
Guide 5 Case study

Røros Mining Town and the Circumference (Norway)

Baseline situation What did they do?

In was back in 1922 when the Chief Inspectorate of Ancient Destination Røros, the Destination Management
Monuments and Buildings (Riksantikvaren) first understood Organisation (DMO), developed the ‘Knowledge to
the potential value of Røros Mining Town heritage. At be a good host’ initiative. Through this programme,
that time, a recommendation of protection for it introduced a certification scheme for tourism related
eight buildings was launched, even though key business, which promoted and recognised knowledge of
local political stakeholders did not understand the Røros historical and cultural identity among key tourism
importance of preservation and believed the priority was actors of the destination. In 2012, Destination Røros
modernity and town development. From that starting point, was acknowledged internationally with the ‘Destination
much has been achieved, especially after recognition of Stewardship Tourism for Tomorrow Award’ from the World
Røros’ unique value through its inclusion in the UNESCO Travel and Tourism Council (WTTC).
World Heritage List (1980). However, different situations
threaten the Røros Outstanding Universal Value to this day
and, with tourism being one of the main economic
activities (around one million visitors per year), there
is a critical need to encourage tourism stakeholders
and visitors to commit to conservation and
sustainability.
 Strategic priorities How did they get buy-in?

Promote the understanding of the site’s OUV among relevant A multi-stakeholder and community-inclusive management
tourism stakeholders. approach has helped Røros to become a living tourism
Outsource OUV communication efforts to tourism businesses destination, where tourism activity is managed with the
and key tourism actors. objective of ensuring visitor satisfaction as well as creating
Influence messages perceived by the visitors through the widespread benefits that tourism brings among the local
influencing key marketing stakeholders. population.
Ensure that the whole destination share a reliable, consistent,
Training and communication initiatives such as
and OUV oriented message.
‘Knowledge to be a good host’, ‘Adopt a House’,
Disseminate principles of sustainable tourism among key and ‘World Heritage in Young Hands’ are helping to
stakeholders. encourage understanding and appreciation of the site’s
Create team-spirit among the destination’s businesses to work OUV by empowering the local population in the conservation,
towards a common objective. management, and promotion of Røros.
Have a direct impact on visitor’s satisfaction, tourism benefits
distribution and length of stay.
What are the results?
What worked? To date, more than 100 companies have participated
in the ‘Knowledge to be a good host’ certification
Tourism, commerce, and government related programme, with over 400 employees enrolled.
employees have to take an initial a course on local
community and history, which has helped them to promote
a shared knowledge and pride in their own history. What lessons can others take from this?
Businesses and individuals taking the course get to know
and learn about each other, which help them to have a clear The case of Røros is an example of how encouraging an
picture of all that the destination has to offer. Through this, understanding and appreciation of a World Heritage site
they will be able to work as a ‘destination team’, selling each and its OUV within tourism stakeholders, as well as engaging
other’s products and services and give consistent, varied, and them in its diffusion, can be a strong tool to promote
complete tourism information. heritage conservation, as well as more responsible
tourism operations and visitor behaviour. Moreover, visitors
To get the certification each participant has to fill who are well informed of the OUV, get to know the tourism
out a ‘Cooper card’ that contains five different offer of a destination in a coherent way and are more likely
mandatory guided tours and attractions offered at Røros. to have a satisfying experience, become ‘heritage champions’,
The idea is that everyone working in tourism at the destination and potential destination marketers.
has experienced first-hand the activities offered in the
destination, and can therefore sell it with ‘passion’.

After the certification programme is complete, each

participant receives ‘The Horseshoe Pin’ (a symbol which
is directly related with the common history and identity of
the region), encouraging a common pride and identity related
with common values among key actors.

What was tough?

As in many other World Heritage sites, the nomination of

Røros and the conservation obligations that it entails
has been seen as a limitation for those who live and work
in Røros, and historical assets often were on the losing side
when competing with new trade or industry opportunities.
UNESCO World Heritage
Sustainable Tourism Online Toolkit

To read the complete toolkit visit

whc.unesco.org/en/tourismtoolkit