Work in progess
Increase the resilience of communities and cultural heritage through capacity development, risk assessment, strategic planning and adaptive management
Considering disruptions affecting tourism, ongoing systemic and pervasive global problems and emergent risks, it is necessary to enhance the resilience, adaptive and transformative capacities of communities to deal with future challenges and disruptions related to climate change, loss of biodiversity and/or calamities that affect cultural heritage.
The massive decline in tourist activities due to the Covid 19 pandemic has exposed the vulnerability of many heritage places and the communities hosting cultural tourism. It has clearly demonstrated that tourism must actively contribute to recovery, resilience and heritage conservation, and that heritage places and host communities must consider adaptation options.
Resilience in relation to cultural heritage and tourism requires concerted initiatives and interdisciplinary capacity development at the local level. Capacity building should aim to increase the ability of communities to foresee and reduce risks. It should help them make informed decisions concerning cultural heritage management and tourist use of resources to minimize the negative societal and economic impacts of disruption or intensification of use. Traditional knowledge should also inform innovative and adaptive strategies for resilience and adaptation. Heritage managers should ensure they have the necessary knowledge, capacity and tools to prepare for and respond to changing contexts and developing challenges.
Any strategic planning and adaptive management of cultural tourism should include heritage impact assessment (HIAs), environmental impact assessment (EIAs), disaster risk management and other relevant risk assessments. Climate change vulnerability assessments will become increasingly important in the future. All of these require anticipatory scenarios, contingency planning, and mitigation and reduction measures considering and involving all stakeholders. Impact assessments and monitoring must be appropriate, regularly updated and easily applicable, informing development and management decision making. In order to serve as a catalyst for community resilience, cultural tourism requires increased cooperation across sectors and vision applied to practice.
Coming
Coming
Coming
Recording of webinar on principle 6 & 7 organised 24 June 2026
World Tourism Organization, UNWTO, Inclusive Recovery Guide – Sociocultural Impacts of Covid-19, 2021
World Bank, Rebuilding Tourism Competitiveness: Tourism Response, Recovery and Resilience to the COVID-19 Crisis, 2020.
OECD, Managing tourism development for sustainable and inclusive recovery, Tourism Papers, 2021.
To achieve capacity building in local communities for climate and risk management, the following approach can be taken:
Conduct regular training and capacity building programmes for local communities on climate change, biodiversity and risk, supported by national initiatives such as seminars, webinars and modular courses, especially for municipal actors.
Facilitate the integration of traditional knowledge with modern technology and adaptive strategies through collaboration with indigenous peoples and local communities, and document this knowledge for use in local management and preparedness.
Implement strategic planning that includes risk assessment, disaster preparedness and regularly updated environmental and cultural impact assessments, which are anchored in municipal plans and national climate adaptation strategies.
Establish permanent cross-sectoral cooperation networks with all relevant stakeholders, including the public sector, business, academia and local communities, for coordinated monitoring, preparedness and decision-making processes.
Promote the role of culture-based tourism as a driver of local community resilience by supporting innovation and initiatives that can contribute to broader local economic value creation and security independent of the tourism sector.
The following questions can guide efforts to strengthen local community resilience through training and capacity building:
Regular training and capacity building
How can we ensure that training programmes are accessible and tailored to the needs of different local communities, particularly municipal actors?
How can seminars, webinars and modular courses be effectively integrated into national and local initiatives for climate and environmental awareness?
How do we evaluate the impact of capacity building over time to ensure continuous improvement?
Integration of traditional knowledge and modern technology
How can indigenous peoples and local communities be involved in the documentation and application of traditional knowledge?
How can modern technology support, but not replace, traditional knowledge?
How can we ensure the respectful and ethical use of local knowledge in management and preparedness?
Strategic planning and risk assessment
How can risk analyses and impact assessments be incorporated into municipal plans and national climate adaptation strategies?
How can we ensure that emergency preparedness measures are up to date and relevant to local environmental and cultural conditions?
How can information from environmental and cultural impact assessments be communicated to local communities and decision-makers?
Cross-sectoral cooperation networks
How can cooperation networks involving the public sector, business, academia and local communities be established and maintained?
What can be done to strengthen coordination and sharing of resources and information between different actors?
How can cooperation be monitored to ensure good decision-making processes and effective response?
The role of culture-based tourism in local resilience
How can culture-based tourism support local innovation and broader economic value creation beyond the sector?
What types of initiatives promote local economic security and community resilience in the face of climate and environmental challenges?
How can we measure and document the effects of cultural tourism on local community development?
Ref. Annex 3: Application