Technical Committee Training Prof Richard Mackay, AM June 2012 & Management of Tourism Carrying Capacity.

Technical Committee Training

Prof Richard Mackay, AM June 2012

& Management of TourismCarrying Capacity

Carrying CapacityThe maximum number of visitors who can

use the site without risk of damage to the site, without unacceptable change to the setting and natural environment, and while ensuring visitor safety and satisfaction

How many people can be permitted into an area without risk of degrading the site and the visitors’ experience of it

An understanding of carrying capacity is essential for planning and decision making

Evaluating carrying capacity is linked to site policy goals and management objectives

This is essential for determining when undesirable change is taking place at a site and knowing how to respond appropriately

Carrying Capacity is dynamic

It is generally broken down into three categories: Physical Environmental Social

Physical Carrying CapacitySpace available for visitors

How many cars can be accommodated in the parking areas?

How many people can fit into a temple enclosure?

What is the limit of available resources such as water, electricity and waste disposal?

Environmental Carrying Capacity

The degree to which the environment can tolerate change and human interference while continuing to function

How much change to the landscape is acceptable?

How do changes to the environment impact on the site?

Social Carrying Capacity The limit at which the number of people causes:

impact on visitor satisfaction changes to traditional behaviour

Overcrowding is a social carrying capacity issue.

There is a relationship between number of visitors and traditional use of the site or specific locations within the site

Considerations Not all visitors have the same degree of

impact – one destructive visitor may cause more impact than 50 well aware visitors

Not all areas within a site have the same limits – some areas may be able to sustain more numbers than others

Visitors expectations and desires differ – some visitors may be happy surrounded by crowds, while others seek quiet and solitude

Limits of Acceptable Change (LAC) Carrying Capacity methodology should be based

on the idea of limits of acceptable change

The degree of change or impact that will be tolerated for the resource or the visitors

Impacts can be limited by understanding desired conditions and using indicators to monitor change

LAC sets standards and monitoring indicators based on management and stakeholder concerns

LACEnvironmental or social conditions such as

air quality or crowding have quantifiable standards based on desired conditions

When conditions approach the limits of acceptable change there are impacts to the site or visitors

Through understanding these changes management can take actions such as reducing access or changing visitor behaviour to prevent further impacts

LACManagers have to define how much and

what kind of change is acceptable, and

Agree set indicator limits or standards that would trigger a management response

The standards should be set based on both management and stakeholder needs

LACSteps 1. Determine Management Goals and

Objectives

2. Formulate Indicators based on Goals and Objectives

3. Undertake Monitoring

4. Establish Management Response

1. Goals and ObjectivesDerive management objectives and goals

from the concerns of managers and stakeholders

Outline tasks to achieve these goals and objectives

For example: an objective may be to minimise physical damage to bas reliefs

2. Indicators Indicators should be based on the goals and

objectives

For example an indicator might be measurement of only one bas relief (in a heavily trafficked area)

So the indicator provides an understanding of what is happening without having to measure everything

In the natural environment a single measure like a bacteria count might indicate water quality

Criteria for Indicators Quantitative – the indicator can be measured

Easily measurable – the indicator can be measured using simple, available field techniques or equipment

Relevant to concerns – the indicator needs to reflect the concern being monitored

Significant – the indicator can detect a meaningful change that is worth monitoring

Criteria for Indicators (cont) Sensitive – the indicator allows detection of

changes

Reliable over time – monitoring of the indicator can be carried out in the same way over time

Responsive – the indicator can detect a change which results from management actions

Cheap – the indicator does not require large ongoing costs, equipment or staff time

3. Monitoring Develop a plan of implementation based on

identified indicators and baseline information

Implement this plan and determine how to monitor management goals and objectives are being met

Undertake regular and consistent monitoring

For example undertake regular measuring of bas relief damage or bacteria counts in water

Baseline data The first stage of a monitoring programme is

to collect baseline data

An understanding of baseline data is essential for agreeing on indicators and standards

Baseline data allows measurement of how much change has occurred

Understanding change reveals how the current situation is different from the desired condition

4. Response Take action if agreed standards are not being

met

For example limit visitor access to areas of unstable masonry and undertake stabilisation work to OR

Place rope barriers to prevent access to bas relief OR

Change sanitary arrangements to prevent bacteria entering the river

Tourism Impact IndicatorsShould be reflective of policy statements,

stakeholder concerns and needs and management objectives

Should be informed by field experience

Should be able to track physical, environmental and social conditions

Should only monitor some key changes – it is not necessary to monitor everything

Examples of Indicators Abrasion of monuments

Status of vegetation

Number of human encounters while travelling per day, by number of groups and their sizes

Visitor awareness of values and site significance

Signs of pollution from humans, litter, food in streams

Examples of Indicators (cont)Tourists’ complaints about conditions

Number of disturbances to an archaeological site

Erosion

Complaints from community members on deteriorating community values

Agreement of indicators is one of the most important steps for management

Case Studyp. 59

CongestionGoal: minimise visitor crowding within Preah Khan

central axis

Indicator: number of people and group sizes within Preah Khan over time, length of time visitors are obstructed by congestion.

Monitoring: record the number of people and group sizes at key locations in Preah Khan over time and record length of time that visitors are obstructed.

Monitor the tourism activity

Develop alternative visitor programmes

Develop pricing and ticketing policies

Develop staff capacity to manage congestion

Establish high visitation periods and areas of congestion

Appropriate management of visitor numbers onto site

Greater capacity to manage congestion

Ensure adequate staff and resources for busy periods

Appropriate design and management of visitor movement

Appropriate education programmesGreater range of product choice

Attractions at alternative places to spread tourism activity

Establish high visitation periods and areas of congestion

Appropriate management of visitor numbers onto site

Greater capacity to manage congestion

Ensure adequate staff and resources for busy periods

Appropriate design and management of visitor movement

Appropriate education programmesGreater range of product choice

Attractions at alternative places to spread tourism activity

Monitor fluctuating business activity

Provide information to visitors about issues related to congestion

Cooperate with site management on movement of groups on-site

Cooperate with site management to coordinate arrival schedules

Ensure training of tour guides to be sensitive to visitor congestion on-site

References Tourism Congestion Management at Natural and Cultural

Sites – A Guidebook. 2004. World Tourism Organization

Managing Tourism at World Heritage Sites – A Practical Manual for World Heritage Site Managers. 2002. UNESCO World Heritage Centre

Sustainable Visitation at the Mogao Grottoes: A Methodology for Visitor Carrying Capacity. 2010. M. Demas, S. Maekawa, J. Bell and N. Agnew.

Social and Environmental Monitoring as a Tool for Managing Visitor Impact at Jenolan Caves, Australia. 2010. R. Mackay.