CULTURAL AND HERITAGE TOURISM
Cultural Heritage Tourism Network Leonardo da Vinci Programme
Module developed by Department of Food Business and Development, University College Cork, Ireland. Tel. 353-21-4902570 E-mail p.enright@ucc.ie
Module designed by: Dr. Bríd Quinn, 5 Forest View, Kilfinane, Co. Limerick, IRELAND Tel. 353-63-91176 E-mail brid.quinn@ul.ie
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Table of Contents
SECTION I
Module Guidelines ....................................................................... 4
1.1 Introduction ........................................................................................................... 5 1.2 Objectives .............................................................................................................. 6 1.3 Target Group ......................................................................................................... 5 1.4 Indicative Requirements for Participation ........................................................ 6 1.5 Organisation & Logistics ..................................................................................... 6 1.6 Methodology……………………………………………………………………………6 1.7 Trainee Evaluation Form………………………………………………………………7 1.8 Trainer Assessment Form……………………………………………………………8
SECTION II
Curriculum and Timetable..…………………………………………9
2.1 Course Outline……………………………………………………………………………...10 2.2 Curriculum and Timetable………………………………………………………………..11
SECTION III
Module Content……………………………………………………….15
Session 1: Introductory Seminar – the Tourist Industry .............................................. 16 Session 2: Cultural And Heritage Tourism- Issues ...................................................... 17 Session 3: Individual Reviews ........................................................................................ 19 Session 4: Cultural & Tourism Case Studies - Ireland ................................................. 20 Session 5: Field Trip ........................................................................................................ 21 Session 6: Cultural & Tourism Case Studies - Europe ................................................ 22 Session 7: The Duhallow Region - Assets & Potential ................................................. 23 Session 8: The Duhallow Region - an Assessment ....................................................... 24 Session 9: The Duhallow Region - Developing a Strategy ........................................... 25 Session 10: Conclusions & Individual Review ............................................................... 25
SECTION IV 4.1
Case Studies ............................................................................... 26
County Wicklow ........................................................................................................ 27
4.2 West Cork ................................................................................................................... 31 4.3 Pays Cathare (France) .............................................................................................. 35
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4.4 North Karelia (Finland) ............................................................................................. 38
SECTION V
Additional Materials ................................................................... 41
Participant Activity Sheets: Experiencing Tourism ...................................................................................................... 42 Our Heritage ....................................................................................................................... 43 Framework for individual consultation ........................................................................... 44 Personal Action Plan ........................................................................................................ 45 Field-Trip Amenity Checklist ............................................................................................ 46 Overheads for Trainers: Tourism - one of the three fastest growing industries .................................................. 47 Factors influencing tourism performance ...................................................................... 48 The Tourism Industry........................................................................................................ 49 The Total Tourism Experience ......................................................................................... 50 Heritage .............................................................................................................................. 51 Different Kinds of Heritage ............................................................................................... 52 Our Heritage - part of what we are ................................................................................... 53 Heritage as a Tourism Product ........................................................................................ 54 Looking to the Future ....................................................................................................... 55 Issues in Cultural/Heritage Tourism................................................................................ 56 Co. Wicklow - the Garden of Ireland ................................................................................ 57 Images of Wicklow ............................................................................................................ 58 West Cork - 'A Place Apart' .............................................................................................. 59 West Cork - a Rich Heritage ............................................................................................. 60 Pays Cathare ...................................................................................................................... 61 Pays Cathare - History & Heritage ................................................................................... 62 North Karelia - a Unique Culture ...................................................................................... 63 North Karelia - land of Forests & Lakes……………………………………………………...64
APPENDICES Appendix 1 Relevant readings/background material
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SECTION I MODULE GUIDELINES
1.1
Introduction
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Heritage and culture have long been recognised as fundamental elements of tourism and also as a major opportunity area, particularly in regions where tourism is underdeveloped. However, a structured approach and an understanding of the broader tourism industry is necessary for development of the cultural/heritage tourism. This module aims to enable participants to gain an awareness of the organisation, structure and significance of tourism in Ireland and of the cultural-heritage resources which enhance the Irish tourism product. It also aims to assist
participants to further their ideas for involvement in the cultural-heritage tourism sector and to acquaint them with successful strategies employed in other European countries.
1.2
Objectives
The specific objectives of this training module are to foster awareness of the different facets of the tourism industry to enable participants to develop an awareness of culture and heritage for their intrinsic value and for their potential as tourism products to identify issues specific to the cultural/heritage tourism product to discuss principles and concepts of historic preservation, cultural conservation and cultural diversity to acquaint participants with the strategies adopted by areas which have successfully developed cultural and heritage tourism products to draw up an inventory of the cultural /heritage attractions in the area to develop ideas for participant involvement in cultural/heritage tourism to explore the potential for a cultural/heritage tourism network in the area.
1.3
Target Group
Existing tourism entrepreneurs; Community development actors; Individuals interested in launching or developing cultural/heritage tourism activities.
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1.4 Indicative Requirements for Participation
Command of the English language Knowledge of the tourist industry Interest in the cultural /heritage attributes of the area
1.5
Organisation & Logistics
10-20 people 40 hours 8-10 hours 1 hour one full day Large whiteboard / blackboard ( 2 m x 1 m minimum) Overhead projector Bulletin boards for exhibits Activity sheets for participants Video & T.V. for Session 4
Number of Participants: Module Duration: Activity Duration: Evaluation Time: Field Trip: Equipment Required:
1.6
Methodology
The module will be delivered in an interactive manner. The lecture method will be used to disseminate some information but this will be interspersed with questionnaires, focussed discussions, presentations and debates in order to increase participation. Participants will also be requested to visit tourist offices and tourist amenities in order to access specific information. Guest lecturers will be invited so as to provide participants with an opportunity to meet experts in different aspects of the cultural/heritage tourism industry. A field trip to heritage attractions will form an important part of the analysis of the area’s assets, needs and potential. One of the module sessions will take the form of a forum/workshop in order to facilitate the wider community in Duhallow to begin to develop a strategy for cultural-heritage tourism development in the area.
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1.7
Trainee Evaluation Form
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1.8
Trainer Assessment Form
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SECTION II CURRICULUM AND TIMETABLE
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2.1
Course Outline
Introduction - Tourism as an industry Cultural and Heritage tourism - Issues Individual Reviews Cultural and Heritage Tourism Case-Studies – Ireland Field Trip Cultural and Heritage Tourism Case-Studies - Europe The Duhallow Region – assets and potential The Duhallow Region – an assessment The Duhallow Region – developing a strategy Conclusions & Evaluation
Session 1 Session 2 Session 3 Session 4 Session 5 Session 6 Session 7 Session 8 Session 9 Session 10
Due to the work commitments of the participants the module is delivered in the form of seven 3hour classroom sessions, a 3-hour forum/workshop, a series of individual consultations and a one-day field-trip. However, the module is designed to be transferable and to be adapted to the particular context of partner countries.
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2.2
CURRICULUM & TIMETABLE
Introductory Seminar – the Tourist Industry
Introduction & Welcome Tourism as an industry Short Break The Tourism Experience Planning the Field Trip
Session 1:
19:00 – 19.45 19.45 – 20:30 20.30-20.45 20.45-21.45 21.45-22.00
Session 2:
19.00-19.15 19.15-19.45 19.45-20.15 20.30-20.45 20.30- 21.00 21.00- 21.40 21.40-22.00
Cultural and Heritage Tourism - Issues
Heritage Different kinds of heritage Heritage as a tourism product Short Break Protecting and preserving our heritage Managing cultural/heritage tourism Debate: ‘Heritage celebrates only those aspects of the past which we want to remember’
Session 3:
Individual Reviews
20 minutes per participant
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Session 4: Cultural and Heritage Tourism Case-Studies –Ireland
19.00-19.45 19.45–20.30 20.30-20.45 20.45-21.30 21.30-22.00 Co. Wicklow West Cork Short Break Analysis of the factors which ensured success in the case-study areas Video See Ireland (20 minutes + 10 minute discussion)
Session 5:
Field Trip
To the cultural/heritage tourism attractions throughout Duhallow
Session 6:
19.00-19.45 19.45-20.30 20-45 – 22.00
Cultural and Heritage Tourism Case-Studies – Europe
Pays Cathare (France) Karelia (Finland) Guest Lecture – Cultural/ Heritage tourism in the Rheinland_Pfalz district of Germany (Mr. J. Quinn)
Session 7:
19.00- 20.00 20.00-20.15 20.15 – 21.15
The Duhallow Region – Assets and Potential
The Tourism Infrastructure in Duhallow Short Break Cultural/heritage attractions in the area
Session 8:
19.00-19.45
The Duhallow Region – an Assessment
Collating the data collected by participants Drawing up an inventory of facilities and heritage/cultural attractions Profiling the area’s strengths and weaknesses Short Break Identifying opportunities and threats Analysing the area’s needs Preparation for Session 9
19.45-20.30 20.30–20.45 20.45-21.15 21.15-21.30 21.30-22.00
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Session 9:
19.00-20.00 20.00-20.30 20.30–20.45 20.45-21.30 21.30-22.00
The Duhallow Region – Developing a Strategy
Presentations by experts and by course participants Open Forum Short Break Working Groups Plenary Session – towards a tourism development strategy for Duhallow
Session 10:
19.00-19.30 19.30-20.30
Conclusions & Evaluation
Course Review (Trainer) Participant Review Completion of Evaluation Forms
20.30-21.00 21-00-22.00
Presentation of Certificates (by a local dignitary) Reception
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SECTION III MODULE CONTENT
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Session 1:
Introductory Seminar – the Tourist Industry
Introduction & Welcome Facilitator and participants introduce themselves and share relevant details about their background and their reasons for participation in the module Facilitator provides an overview of the module and the approach envisaged The timing and organisation are agreed by participants and facilitator
Tourism as an industry The global context Tourism trends Types of tourism The Irish tourism business (statistics and trends) Factors influencing performance as a tourist destination
The Tourism Experience Elements of the total tourism experience - from anticipation to recollection Participant experience – as tourists - as product providers
Activity Sheet: My Tourism Experience
Planning the Field Trip selecting an itinerary allocation of research/organisational tasks
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Session 2:
Heritage
Cultural and Heritage Tourism - Issues
different interpretations Activity Sheet: What is our heritage? different values at personal, local and national levels
Significance of heritage in the tourism industry France - 50% of population visit a heritage attraction each year UK – heritage attractions predominate among the 50 most visited attractions Ireland - more overseas tourists visited heritage attractions than
participated in any other activity Different kinds of heritage natural – the geographical and ecological dimensions man-made – built environment, archaeological and historical remains cultural – language, literature, art, music & dance, customs & folklore, political structures, place-names Heritage as a tourism product Environmental Parks & Gardens Wildlife Areas Inland Waterways Nature Reserves Cultural Museums Art Galleries Interpretative Centres Heritage Trails Festivals/Events
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Protecting and preserving our heritage Why? Environmental, economic and emotional reasons From what? Visitor impact Vanadalism How? Government Legislation International Conventions Public Campaigns By whom? State agencies Individuals Organisations
Managing cultural/heritage tourism Interpretation Control Conservation Role and functioning of heritage organisations e.g. the Heritage Council, An Taisce (The National Trust), The Office of Public Works (OPW) Identifying the market for cultural/heritage activities
Debate: ‘Heritage celebrates only those aspects of the past which we want to remember’
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Session 3:
Individual Reviews
In order to progress the ideas and projects of module participants individual consultations are arranged so that participants can develop their ideas and recognise opportunities and constraints. They will be facilitated to critically assess their ideas and will be directed towards relevant contact people, documentation etc. Each participant is allocated twenty minutes with the trainer for a structured interview. Participants are also assisted to draw up a personal action plan outlining short-term and long-term goals. (Depending on the number of course participants the individual reviews may have to be carried out over two evenings). This section of the module is deliberately positioned so that participants may derive maximum benefit from interaction with trainer, experts and their peers during the other sections of the course. They will also be encouraged to identify their personal skill gaps which could be met during other modules prepared for the Leonardo Cultural and Heritage Tourism Network.
Activity Sheets:
Framework for Individual Consultation Personal Action Plan
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Session 4:
Cultural and Heritage Tourism Case-Studies – Ireland
Co. Wicklow (See Case Study 4.1) Assets and Threats Production of a Resource Database Production of a Tourism Database Development & Implementation of an Interpretative Plan
West Cork (See Case Study 4.2) Special features Analysis of the area’s tourism situation Planning for the Development of Tourism in West Cork Implementation
Analysis of the factors which ensured success in the case-study areas (e.g., product quality, involvement, leadership, branding, promotional material, training, inspection, financing)
Promotional Video – Bórd Fáilte’s See Ireland (20 minutes +10 minutes discussion)
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Session 5:
Field Trip
The field trip is organised so as to increase participants’ familiarity with the cultural /heritage amenities in the region and to enable them to critically evaluate the operation and management of the amenities as tourist attractions. Participants play an active role in planning the trip – selecting an itinerary, comparing transport costs, gathering data on the amenities to be visited, seeking permission or arranging for amenity visits (where appropriate), planning the social/gastronomical elements of the trip.
The extent of the field trip is greatly dependent on the financial resources available to the training programme although participants in similar courses organised by the facilitator have been willing to contribute to the costs of organising such trips.
Participants are encouraged to interact with staff and management at the amenity as well as with tourists availing of the tourism experience. They are also expected to acquire and use available promotional materials. A key part of the field trip is focussed discussion and analysis of the merits or failings of the different amenities and the extrapolation of ideas for development/improvement of the amenities.
Activity Sheet:
Field Trip- Amenity Checklist
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Session 6:
Cultural and Heritage Tourism Case-Studies – Europe
*Ideally, this session should coincide with a CHTN partner meeting in which case the visiting partners could share their country’s experience with participants in lieu of the case-studies identified below.
Pays Cathare (France) (See Case Study 4.3) Cultural-heritage tourism as a way forward Surveys and Strategy Initiatives Results Karelia (Finland) (See Case Study 4.4) Distinctive Culture Adapting to changing visitor expectations Managing Quality
Guest Lecture – Cultural/ Heritage tourism in the Rheinland_Pfalz district of Germany (Mr. J. Quinn)
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Session 7:
The Duhallow Region – Assets and Potential
The tourism infrastructure in Duhallow Geographical, geological and agricultural features Access to the area Accommodation Facilities Services Cultural factors Factsheets 13-18 of AEIDL’s guide Evaluating a territory’s touristic potential will be used as a basis for this analysis. Since all the information required may not be available in the classroom a strategy will be agreed with participants in order to fill the information gaps before the next session. Tasks will be allocated to specific participants and information sources suggested in order to ensure a comprehensive data-base. The time for the classroom session will be reduced in order to compensate participants for the time devoted to targeted research.
Cultural/heritage attractions in the area e.g., Battle of Knocknanuss site, O’'Callaghan Castle, Battle of Liscarrol site Millstreet Country Park, St. John's Well, the Butter Road, the Rambling House in Boherbue Participants will be divided in to groups of three and requested to make a brief presentation to the class on the amenity they have selected. Participants will have been encouraged to collect information/materials about these attractions - some of which will have been visited during the field-trip. The materials will be circulated and then displayed.
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Session 8:
The Duhallow Region – an Assessment
Collating the data obtained during the follow-up research Drawing up an inventory of facilities and heritage/cultural attractions Profiling the area’s strengths and weaknesses from the tourist’s viewpoint from the local population viewpoint from the tourism entrepreneur’s viewpoint
Identifying opportunities and threats Local & global tourism trends External influences Social and Economic factors Collective & Individual opportunities Analysing the area’s needs Infrastructural Cultural Socio-economic
Preparation for Session 9 Selection of materials and presenters Designation of group facilitators and rapporteurs
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Session 9:
The Duhallow Region – Developing a Strategy
This session takes the form of a forum and workshop to which tourism-industry experts, tourism operators, opinion leaders and other interested parties are invited in order to begin to develop a strategy for development of the area’s heritage-cultural tourism potential. Presentations by experts and by course participants Open Forum Working Groups (with course participants as facilitators and rapporteurs) Plenary Session – towards a tourism development strategy (agreeing some short term goals).
Session 10:
19.00-19.30
Conclusions & Evaluation
Course Review (Trainer) Participant Review – Group and individual Completion of Evaluation Forms
19.30-20.30
20.30-21.00
Presentation of Certificates (by a local dignitary)
21-00-22.00
Reception
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SECTION IV
CASE STUDIES
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4.1
County Wicklow
4.1.1 Background
County Wicklow is one of the most varied counties in Ireland in terms of its landscape, character and social and historical influences and yet, its area is only 60 km x 40km. The county lies just south of Dublin city thus making it easily accessible by overseas visitors and attractive as a tourist centre for Dublin dwellers. The county has a population of 102,683 (1996) who work in the services (43%), industrial (31%) and agricultural sectors (11.9%). Many rural areas in Wicklow are affected by underemployment and infrastructural deficits. The county is administered by a single local authority, Wicklow County Council which has facilitated the development of the county’s tourism potential.
4.1.2 Contextual factors
County Wicklow was selected as a case-study because of its success in devising a tourism strategy which balances the need for economic development with the need to conserve the remarkable landscape and the county’s heritage resources. Wicklow is also of interest because of the manner in which (a) sustainable opportunities for heritage tourism have been exploited (b) the community has been actively involved in the strategy (c) the tourism strategy is linked to broader development strategies
Heritage/cultural appeal The county contains a wealth of heritage attractions and cultural amenities, among them the Wicklow Mountain National Park (comprising of uplands, glacial lakes and blanket bog), Glendalough (a 6th century monastic settlement with a famous round tower), Powerscourt Waterfall (the tallest in Ireland), historic buildings such as Avondale, Powerscourt and Wicklow Gaol and cultural-heritage endeavours such as the Family History Centre
Competitive Advantage Wicklow’s competitive advantage lies in its proximity to a capital city and its location on the route between a major ferry port (Rosslare) and Dublin.
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4.1.3 The Development of a Strategy for Heritage-cultural Tourism in Wicklow
Wicklow’s proximity to Dublin meant that it was predominantly perceived as a day-trip destination. The local authority and tourism interests in the county sought to strengthen the county’s tourism image and commissioned a study Tourism in County Wicklow – Maximising its Potential which was published in 1989. This contained an inventory of existing tourist resources such as natural features, cultural activities, heritage artefacts, accommodation, infrastructure and leisure facilities. The study also analysed the strengths, weaknesses and potential of these resources.
In 1990 the Irish government announced plans for the development of a national park in the Wicklow Mountains but the plans led to unease among local residents, particularly sheep farmers. In order to address the issue Wicklow County Council commissioned the Natural Resources Development Centre to produce an integrated development strategy for the area. Following widespread consultation (including public and private meetings and household surveys) and discussions with local people and using cutting-edge technology a resource database was compiled. The Wicklow Uplands Study included data on the natural and man-made heritage of the county, the area’s socio-economic activity, tourist facilities, cultural attractions etc.
These studies formed the starting point for the development of an integrated strategy for tourism in the county. A strong emphasis was placed on implementing an Interpretative Plan which would help allocate resources wisely, manage tourist impact and promote employment. Such a plan defines ‘..the what, where and how the natural and human heritage and present-day activities should be presented to visitors’ (Philips and Tubridy, 1994:114). Again, a group of external consultants was employed to produce the interpretative plan which would serve social, economic, strategic, administrative and guidance functions. The county was divided into three areas – the Core Area, i.e. the National Park, the Buffer Area adjacent to it and the Outer aArea comprising the coastal and southern areas of the county. The consultants implemented Brd Filte’s (the national tourism authority) recommended strategy of themes and storylines in heritage interpretation. Some of the themes selected for the Core Area serve to illustrate the strategy Live Landscapes Mountains and Moorlands Making a living
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Stone Age people, creators of the blanket bog? Saints and Religion Monastic sites War & Rebellion The Big Estates The initiative helped to ensure a strong thematic presentation of Wicklow’s natural heritage and socio-cultural history. Involvement of local people in preparing the Interpretative Plan and the support of the local authority, statutory agencies and existing tourism interests ensured acceptance. The Interpretative Plan was a significant element of the county’s tourism strategy but there was also a need to meld tourism as one facet of an integrated development strategy. Culturalheritage tourism endeavours have been assisted by organisations such as Wicklow Rural Partnership (a LEADER company) while training for those involved in tourism has been supported by organisations such as FAS (the national training authority) and CERT (the national tourism training agency). Tourism continues to be fostered by the local authority and Wicklow County Strategy Group commissioned a tourism monitoring report which was published in 1999 while a key component of the County Development Plan currently being prepared will be an updated tourism development strategy.
The efforts to apply new concepts and practices to heritage-based tourism in County Wicklow have proved successful. The Tourism Monitoring Report showed that there were over 1.3 million visits to attractions in Wicklow in 1998 (the figure does not distinguish between cultural/heritage attractions and other types of tourist attraction). Wicklow’s heritage tourism continues to bring economic, social, cultural and ecological benefit to the area.
4.1.4 Analysis and Application
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Factors ensuring success of the approach adopted in County Wicklow included Application of new concepts and new know-how to heritage-based tourism Collection and collation of relevant data Use of expertise and provision of appropriate training Continuing expansion and refinement of the strategy Involvement of key players Integrated strategy for development and resource allocation
Problems addressed included Initial negative reaction from locals The need to change the area’s image The lack of integration of previous endeavours
Features which could be replicated Use of expertise and technology Thematic approach Emphasis on consultation and integration
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4.2 West Cork
4.2.1 Background
West Cork is located on Ireland’s south-west coast and extends from Ringaskiddy (a ferry-port near Cork city) to the Beara Penninsula which adjoins Co. Kerry. The area’s population is 72,000, more than a quarter of whom are engaged in agriculture while tourism and fishery are the other main industries – about 30% of the volume of Ireland’s fishing comes from West Cork. Like other areas faced with declining incomes from farming, West Cork has looked to tourism as the way forward and has devised a strategy which is working very successfully. The area does not have its own local authority, but is administered by Cork County Council and there is a long tradition of community involvement in West Cork. Initially, the area did not have a strong individual image but over the past decade a concerted effort has ensured that West Cork is now recognised as ‘a place apart’. This has come about through the activities of organisations such as West Cork LEADER Co-operative Society who have played an active part in devising and implementing a strategy designed to use the area’s natural heritage as a means of expanding its tourism potential.
4.2.2 Contextual factors
West Cork was selected as a case study because of its success in creating a strong image for the area and its use of the area’s cultural and heritage attributes to enhance the economic and social fabric of the area. The area also serves as an example of effective diversification based on its unique character and tradition – economic benefit has been assured while preserving and promoting the area’s natural heritage and distinctive produce.
Heritage/cultural appeal West Cork is famous for its beautiful landscapes especially its rugged coastline and scenic harbours and its rare flora. It also boasts a wide range of archaeological and historical sites (e.g., prehistoric remains at Glandore and Clonakilty, Charles Fort in Kinsale and the viaduct at Ballydehob), cultural and heritage attractions(Coolea’s musical reputation and Clonakilty’s famous traditional shopfronts) and a tradition of good food (Kinsale is perceived to be Ireland’s gourmet capital).
Competitive advantage Some of West Cork’s competitive advantage lies in its environmental quality and the diversity of heritage, culture, scenery and amenities. Its proximity to Cork city’s air and ferry ports and its
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location on the route to South Kerry (a popular tourist area) give West Cork a geographically favourable location and its mild climate is a further bonus.
4.2.3 The evolution of the West Cork Tourism and Branding Strategies
Tourists had always been drawn to West Cork for its beauty and heritage but when the West Cork LEADER Co-operative was established in 1992 it identified tourism development as a mechanism for integrated development. Consultants were employed to prepare a strategic plan for the integrated development of tourism in West Cork and the approach adopted for preparation of the study is one of the reasons why the area was selected as a case study for the Cultural and Heritage Tourism module. The consultants carried out a study which involved Review of all documentation relating to the area in order to extrapolate socio-economic data, data on the tourism sector and detailed information about the area’s infrastructure the area’s infrastructure Analysis of the area’s natural heritage Compilation of an inventory of facilities and tourist attractions, particularly heritage attractions Establishment of a West Cork Tourism Council to represent tourism interests and to foster co-operation and co-ordination between them. Analysis of global tourism trends in order to identify niche markets. Organisation of seminars and expert meetings in order to exchange ideas and information A SWOT analysis in order to identify the strengths, weaknesses, opportunities and threats prevailing in West Cork. Identification of tourism needs and demands – surveys found that the area’s natural heritage and cultural wealth were among the main attractions of the area. The study was used as a basis for the LEADER company’s tourism interventions but also had a much wider impact – it acted as a catalyst to spur the local authority to improve tourism signposting and it led to the production of a regional map which highlighted cultural and heritage attractions. Since the study was published in 1993 a tourism forum has been organised each year bringing together those involved in all aspects of tourism. West Cork’s heritage and culture has continued to be the basis for expansion of tourism. It was recognised that the area’s natural heritage was a major asset which served to attract tourists and also to convey an image of continuity, tranquility and environmental quality. Following the success of the strategy to exploit the area’s heritage, increase tourist numbers and improve tourism products, a further strategy was devised to exploit the quality with which the area is
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associated. Tourism and food were the sectors where West Cork had its clearest opportunities. An innovative regional branding strategy for the tourism and food sectors has been devised and implemented by West Cork LEADER Co-operative. The fuschia was selected as a logo for the territory, serving as a symbol of origin and quality. In order to assure quality in the tourism sector, criteria and codes of practice were drawn up with the assistance of CERT (the national tourism training authority), Cork/Kerry Tourism and West Cork Tourism. Similarly, standards for the food sector were drawn up in conjunction with the National Food Centre and West Cork Food Producers Association.
To ensure that tourism product providers and food producers attain the required standards relevant training programmes have been organised. A quality ethos is a key element of the strategy and product providers and food producers sanctioned to use the fuschia logo must adhere to the strict criteria. Another key aspect of the strategy has been the structured involvement of the providers, producers and the development organisations thus ensuring coordination and avoiding duplication. Consumer feed-back is also essential to the strategy’s success and consumer response cards are widely used, thus generating feedback on individual attractions and products. This information serves to as a guide to continuous improvement and assists in marketing endeavours. The strategy has proved so effective that a separate legal entity ‘Fuschia Brands Ltd.’ has been established to oversee continuation and development of the branding initiative. New marketing programmes continue to be devised and new participants continue to qualify for the scheme. The West Cork endeavours in devising and implementing tourism development and branding strategies illustrate how an area’s natural and historical heritage can be sensitively exploited in order to become a 21st century commercial asset.
4.2.4 Analysis and Application
Factors ensuring success of the approach adopted in West Cork included Analysis of the area’s natural and built heritage Collection of relevant data and the drawing up of an inventory of attractions and facilities Involvement of key players Drawing up of a comprehensive tourism strategy Identification of the area’s chief asset – its natural heritage – as a focus for linkage and expansion of tourism and food product development The innovative, quality-based branding initiative
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Provision of appropriate training Continuing expansion and refinement of the strategy
Problems addressed included Lack of individual image for the area Fragmentation of heritage tourism development efforts in the area Diversity of quality and standards in tourism and food products
Features which could be replicated Comprehensive analysis to identify an area’s tourism attributes Preparation and refinement of a structured tourism strategy centred on the area’s heritage Use of heritage attributes as a basis for expansion of the tourism base Building on the area’s positive image to develop ‘a consistent and cogent identity’.
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4.3 Pays Cathare (France)
4.3.1 Introduction
During the 13th century the south of France was the base for Catharism, a religious movement. Nowadays, the Dpartment of Aude in uses ‘Pays Cathare’ as a promotional name for the area. Cathare has a population of 58,000 scattered through the rural, mountainous region. Wine-making is the chief source of employment but increasingly tourism is seen as a key factor in the local economy. The area is administered by the Conseil Gnral d’Aude which has played a leading role in the development and implementation of the heritage tourism strategy. The entire Dpartment of Aude receives about 15 million visitors each year, most of whom tended to stay on the coast or in urban areas such as Carcassone and Narbonne.
4.3.2 Contextual factors
Pays Cathare makes an interesting case study because of the way in which the area’s built heritage was used as the basis for a quality tourism strategy and also because of the manner in which the public and private sectors have come together to manage the nine historic sites.
Heritage/cultural appeal Upheaval due to religious strife during the era of Catharism led to many battles and local wars. As a result, the area boasts a rich heritage of castles, abbeys and fortified towns. During the late 1980s a strategy was implemented to use the area’s cultural heritage as a means of strengthening the economy. Initially, comprehensive surveys of visitor satisfaction and perceived image were carried out – 7,000 potential visitors were surveyed. Analysis of the data collected indicated that the area’s cultural heritage was the main attraction and that Cathare’s image was associated with authentic culture. However there was also a demand for high quality products and services if Cathare was to acquire a share in the tourism market. The surveys were followed by consultation with tourism providers, public bodies and the general public and a strategy was agreed. The strategy involved Focusing on specific heritage sites (abbeys and castles), linking them in a number of tourism packages such as the Abbey Route. Linking the heritage sites with local facilities so that tourists could avail of a total holiday package Improving the quality of amenities and services and widening the range of activities Creating a range of quality local products which would appeal to tourists Fostering a strong brand identity associated with high quality products and services
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Establishing a local public-private partnership to manage the heritage sites and liase with local communities and businesses This strategy proved so successful in the Cathare area that it has since been adopted throughout the Dpartment of Aude. In Cathare efforts to enhance quality are ongoing – rigid criteria have been adopted for nineteen different goods and services; signposting and promotional materials have been improved; specialised training is mandatory and special schemes have been introduced to link farmers, processors and consumers, thereby assuring the quality of locally-produced food. The Pays Cathare logo is only awarded to those approved by sectoral committees. To be awarded the label, applicants must meet rigorous standards with regard to quality and authenticity. For example, promotional material including text on the area’s historic or cultural heritage must be certified as accurate by the Centre d’tudes Catharistes. The linkages between heritage sites and local villages have prompted municipalities to engage in quality-focussed improvement schemes in various villages. Great emphasis is placed on authenticity – where restoration is undertaken only authentic materials and techniques are used and accommodation providers are urged to choose interior décor which reflects local style but is not a type of ‘false rusticity’. The strategy also includes measures to control the impact of tourism such as designated car parks and the measures to curb noise and pollution. The strategy has had a positive impact – tourism figures have increased by more than 5%. Gîteowners and tourist guides who have been awarded the brand report a significant increase in business; successful promotion campaigns have been based on the brand and the area’s image has been strengthened. The emphasis placed on quality has ensured that Pays Cathare is now perceived as a ‘Place of Quality’.
4.3.3 Analysis and Application
Problems addressed included Finding a niche in the South of France’s competitive tourism market Ensuring local commitment to the development of tourism Preserving the area’s authentic culture and heritage and managing the impact of tourism while expanding visitor numbers significantly
Features which could be replicated
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Partnership – the effective partnership created between public and private bodies has led to the channeling of resources, the availability of expertise and the co-ordination of the different elements of the tourism strategy. Product promotion – the creative use of the area’s heritage to constitute distinctive tourism packages and products Professionalism quality charters Local linkage – the emphasis on linking heritage site promotion with local village activities - the focus on quality and the adoption of professional standards and
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4.4
North Karelia – Finland
4.4.1 Background The county of Pohjois-Karjala in Finland has a population density of only 8.7 people per square kilometre yet it has created a significant tourism industry based on its distinctive culture and natural heritage. The county has an area of 25,000 square kilometres while its total population is only 187,000. Lying on the Finnish-Russian border Pohjois-Karjala has a typical Finnish landscape with many lakes and forests. The area is administered by its own county council. An independent body, Pohjois-Karjala Tourist Service, was established to bring together public and private sector interests and to market the area’s tourist attractions. 4.4.2 Contextual factors Pohjois-Karjala was selected as a case study because of the way in which the area’s natural heritage has inspired an effective approach to tourism and because of the way in which local tourism entrepreneurs have been brought to value traditional materials and produce. The area is also interesting because it is an example of how a sparsely populated region has managed to generate significant income from tourism.
Heritage/cultural appeal Because of its chequered history and its proximity to Russia Pohjois-Karjala has a distinctive culture influenced by Eastern Orthodox traditions. These influences are evident in the area’s crafts, knitwear, music and art and in many Kareoian buildings. The area’s forests have provided the theme for a successful tourism initiative Metsänväki. Water-based activities such as fishing, canoeing and rafting are also enjoyed by visitors to the area.
Competitive Advantage Tradition and tranquility are the key elements of Pohjois-Karjala’s competitive advantage.
Urban dwellers from other parts of Finland are attracted to the area and it is easily accessible to them while the number of foreign visitors is increasing rapidly.
4.4.3 The Cultural-heritage Tourism Strategy
The success of the tourism strategy in Pohjois-Karjala stems from the multi-faceted but integrated approach adopted. The Pohjois-Karjala Tourist Service brings together the different strands involved in tourism and acts as a collective marketing organisation.
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The Pohjois-Karjala Rural Advisory Centre administers quality training and labelling schemes and provides advice and training. The Centre also administers the ‘Uniquely Finnish’ scheme in the area. This label (validated by national inspectors) is awarded only to those enterprises ahich have undergone accredited training and incorporate Finnish distinctiveness into their products. Karelia à la Carte is a network of enterprises who aim to preserve Karelian culture and traditions through gastronomy, crafts and accommodation The local LEADER group supported the Metsänväki (forest people) initiative The involvement of these various groups, their parallel activities and the linkages and synergy created between them have ensured that cultural-heritage tourism in the area has been effectively developed.
One initiative serves to epitomise the strategy. The Metsänväki (forest people) initiative uses the themes of forest and forest products to exploit the tourism potentail of the area’s natural heritage and its distinctive culture. The initiative has linked organisations and individuals who supply products and services related to the forest theme. These include artisans such as wood carvers, musicians, forest workers, wilderness guides, food producers and accommodation providers. A number of programmes and tourism products have been devised utilising these specialist amenities. The range of programmes include activities and experiences such as Forest safaris (using huskies) Traditional forest weddings (involving traditional local customs, food and music) Woodland banquets serving traditional Karelian food Forest pony treks and sledge expeditions Guided forest walks with either nature or social history themes Rafting and canoeing in the forest lakes Work-experience opportunities in the forestries For all these programmes the Metsänväki emphasise authenticity and quality. Meals are prepared using local produce and utensils made from Karelian materials such as birch bark are used. Staff wear traditional Karelian knitwear and traditional greetings and farewells are taught to visitors. Where possible the group size is kept small so that visitors receive individual attention. Demand for the programmes continues to increase and quality criteria are being put in place so that new product providers and guides will meet the high standards necessary to ensure that tourism programmes continue to reflect all that is best in Karelian culture and heritage.
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4.4.4 Analysis and Application
Problems addressed included Initial lack of appreciation by some local enterprises of the value of traditional materials and produce Initial lack of commercially viable tourist programmes - tourism products which did exist were segmented Lack of professional training Poor marketing strategies
Features which could be replicated The thematic approach which makes use of the area’s valuable heritage and culture as a tourism opportunity The multi-faceted, yet interlinked, strategy for product development, marketing and quality assurance The linkage of different tourism sectors such as local gastronomy and outdoor pursuits The insistence on quality and authenticity
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SECTION V ADDITIONAL MATERIALS
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Experiencing Tourism
Name:______________ Date:___________
1. What was your best experience as a tourist? Why? (Place, people, activity)
2. What was your worst experience as a tourist? Why?
3. List four visitor attractions in Ireland to which you would bring tourists. Why have you selected each of these attractions?
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OUR HERITAGE
WHICH OF THESE WOULD YOU DESCRIBE AS PART OF OUR IRISH HERITAGE?
The Harp Glendalough Violence in Northern Ireland The Poetry of W.B. Yeats Rural Poverty Camogie Friendliness An Ghaeilge
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Framework for individual consultation
Name:
Tourism Sector:
Experience:
Product Idea:
Strengths:
Constraints:
Skill Gaps:
Links:
Access to finance:
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PERSONAL ACTION PLAN
Short-term:
In the next week I will__________
In the next month I will__________
Long-term:
By this time next year I will __________ In five years’ time I will______________
Signed:_______________ Date: _______________
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Field-trip – Amenity Checklist
The attraction: Was it worthy of inclusion in a list of attractions in the area? Was it well maintained? Was it easily accessed? Was there access for the disabled? How would you rate the attraction compared with your expectations before visiting it? Why? Is it good value for money (where applicable)?
Promotional materials:
Availability Quality Relevance Language options
Service:
Friendly and helpful? Well-informed? Efficient?
Ideas for development/improvement:
Other Comments
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APPENDIX 1:
Relevant readings/background material
AEIDL (1996) Evaluating a territory’s touristic potential, Brussels: AEIDL Ashworth, G. (1997) ‘Culture and Tourism: Conflict or Symbiosis in Europe?’ in Pompl, W. and Lavery, P. (eds.) (1997) Tourism in Europe: Structures and Developments, London: CAB International Bord Fáilte (1994) Product Marketing Profile - Heritage, Dublin: Bord Fáilte Bord Fáilte (1997) Developing Sustainable Tourism, Dublin: Bord Fáilte Bord Fáilte (1999) Tourism towards 2000, Dublin: Bord Fáilte Craik, J. (1995) ‘Are there Cultural Limits to Tourism?’ in Journal of Sustainable Tourism, Vol. 3, No. 2, pp.87-98 Deegan, J. and Dineen, D. (1997) Tourism Policy and Performance: the Irish Experience, London: International Thomson Business Press Enterprise Directorate-General (1999) Towards Quality Rural Tourism, Brussels: European Communities Harrington, D. and Lenihan, T. (1998) Managing Quality in Tourism: Theory and Practice, Dublin: Oak Tree Press ITIC (1998) Strategy for Growth beyond 2000: A Strategic Framework for Irish Tourism, Dublin: Irish Tourist Industry Confederation Pompl, W. and Lavery, P. (eds.) (1997) Tourism in Europe: Structures and Developments, London: CAB International
Web sites Bord Failte (http://www.ireland.travel.ie) Office of Public Works, Ireland, Heritage (http://www.irlgov.ie/ealgs/visit.htm) Heritage Council of Ireland (http://www.heritageireland.ie) West Cork Tourism (http://www.westcorktourism.ie) Pays Cathare (http://www.lespinet.com)
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