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Over the past two decades, tourism has emerged as one of Sri Lanka's most significant growth industries. A significant contribution to this growth is made by cultural tourism which is not a new concept. Since ancient times it has been a motivation for travel, although only among a tiny minority of the general public. Today, it is a worldwide mass trend that people travel to experience other cultures.

Cultural tourism embraces the full range of experiences, visitors can undertake to learn what makes a destination distinctive - its lifestyle, its heritage, its arts, its people - and the business of providing and interpreting that culture to visitors.

Through cultural tourism, visitors can experience what makes a destination distinctive.

Recent studies have shown that a significant and increasing proportion of both domestic and international visitors are looking for cultural experiences as a major component of their holidays. For example, a recent survey by the Travel Industry Association of America proves that 46 per cent of the almost 200 million total US travellers in 2003 included a cultural, arts, heritage or historic activity while on a trip during the year. This is the power of cultural tourism!

Objectives

First, let us consider a programme related to a particular community or a province. It is clear that community cultural tourism must meet a number of goals and objectives, if it is to be successful. The residents of the community must maintain control of tourism development by setting objectives, identifying the resources to be maintained and enhanced, and developing strategies for development and interpretation.

As importantly, residents must be responsible for the implementation of strategies as well as the operation of the tourism infrastructure.

Tourism development must also provide quality jobs for residents.

The provision of fulfilling jobs has to be seen as an integral part of any tourism development at the local level. Part of the process of ensuring quality employment is to ensure that the tourism infrastructure (hotels, restaurants, shops) is developed at the local level. The training of local residents and access to loans are central to this type of policy.

All residents must have equitable access to the fruits of tourism development.

The development process must also ensure that heritage resources are maintained and enhanced using internationally acceptable criteria and standards. The international charters should act as the basis for the development and presentation of heritage resources.

The objective of community cultural tourism is to ensure that the experience provided to the tourists is an authentic one which accurately reflects the area's culture and does not attempt to present a false image of the community's culture.

Cultural tourism development must also be sustainable and "must be rooted in the reality of an environment, with all its natural, economic and cultural characteristics."

Assessment

It must be recognized that the process which should be utilized in a cultural tourism project, involves a number of activities and must be comprehensive in nature if an initiative is to succeed. The following activities must be considered:

* A basic inventory and assessment of heritage resources;

* An assessment of what the residents feel are important in historical terms;

* An assessment of these resources from a tourism perspective using reliable formation;

* The creation of a tourism development plan; and

* The development of the tourism product which will include: training and education, physical improvements (buildings and landscape), the support of art and craft activities and the ongoing management of cultural tourism resources.

Actions

There are a number of actions which must be considered, if we are to achieve the true potential of cultural resource management and tourism imperatives.

The first requirement is the better planning and management. Cultural tourism strategies and plans must be linked with a broader set of initiatives and community or economic development plans. They must be afforded the same status and importance as other local plans and they should be viewed as a component of broader community goals.

Then we need coordination. There needs to be more coordination at both policy and action levels among the various agencies involved and among the different levels of Government.

This is particularly relevant to tourism and environmental policies. Also, service provision, such as transportation, parking and water and sewer capacities, must also be considered in conjunction with tourism plans and developments.

Another important aspect is cooperation. Cooperation among local sites, businesses and tourism operators is essential, given that one business or operation can be directly affected by the success or quality of another.

Models of cultural tourism partnerships must be explored in the areas of planning, management, marketing, and funding for tourism ventures. Local financial institutions can also play a role by working with local entrepreneurs to help provide businesses with the funds necessary for start-up.

There is also a definite need for impact assessment of tourism development proposals. The capacity of sites must be considered, including physical, natural, social and cultural limits. The scale and pace of tourism development should be compatible with local and environmental limits. There must also be monitoring and evaluation of plans and operation.

Finally, guidelines should be established, for tourism operations, including requirements for impact assessment must be put into place. There should be codes of practice established for tourism at all levels - national, provincial and municipal. There is also a need to develop indicators for measuring the impacts and success of local tourism ventures. Protection and monitoring strategies are essential, if rural communities are to protect the very resources that form the basis of their tourism product.

Promotion and packaging

To make cultural tourism work long-term requires investment of time, energy and money. But it's worth it. Cultural tourists earn more money and spend more money while on vacation; they're more likely to stay at hotels or motels, increasing the room tax; they're more likely to shop; and they spend more time in an area while on vacation.

The cultural tourism market is very large - but the issue is one of degree. Successful promotion and packaging can expand the market substantially by attracting travellers interested in culture to a lesser degree. Promotional activities increase consumer motivation to participate in cultural activities, while packaging increases exposure to cultural activities on behalf of a broader group of visitors.

The key to widening the market is partnerships between cultural and non-cultural attractions or travel motivators. Each Provincial Council must identify existing resources in its area and develop packages highlighting natural and cultural heritage with products such as sports, recreation events, restaurants, hotels and retail areas as active partners.

And for museum and culture professionals, PCs must reposition their relationships to other national tourism operators to move beyond "what can you do for me" with sponsorships, memberships and donations, to also include "what can I do for you" and "what can we do together."

PCs should Invite restaurant and hotel owners, tour operators and others in the industry to tour their facilities and make them aware of what can be offered, so that they can pass this information onto their guests.

Let us remember that while we may make a distinction between visits to restaurants and sports events and visits to museums and other cultural and religious attractions, tourists do not: they seek a total experience that helps them understand a location and its people. Partnerships can make this happen.

The power of cultural tourism is real - it's growing and it's ours to harness. Careful planning, creative partnerships and strategic alliances will help us use the power of cultural tourism to the country's benefit.

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