International Tourism ManagementHeritage Management:

Clarice2012World count: 4407

ContentsExecutive summary........................................................................................................2

1. What is Heritage?....................................................................................................3

2. The case study of Glamis Castle.............................................................................4

2.1 Plans to enhance the future conservation, promotion and public enjoyment of the Glamis Castle........................................................................................................................6

3. The importance of ethics in heritage management.................................................6

3.1 Creation of trust in workers......................................................................................7

3.2 Public Image..............................................................................................................7

3.3 Competitive edge......................................................................................................8

3.4 Sustainability and investments.................................................................................8

3.5 Profitability...............................................................................................................8

4. Forms of heritage management...............................................................................8

4.1 Cultural heritage management (CHM)......................................................................8

4.2 Geological heritage management.............................................................................9

4.3 Aboriginal heritage management.............................................................................9

4.4 Paleontological, archaeological and speleological heritage management................9

4.5 Natural heritage management................................................................................10

4.6 Built heritage of state significance management....................................................10

4.7 Maritime heritage management.............................................................................10

4.8 Movable heritage related to state heritage places management...........................10

5. Government legislation and public policy relating to heritage management.......11

5.1 The World Heritage Convention.............................................................................12

6. Models of heritage conservation...........................................................................12

6.1 Sustainable management model............................................................................12

6.2 Privatization model.................................................................................................13

6.3 Human resource management model....................................................................13

6.4 Cultural heritage management model....................................................................13

6.5 The limits for acceptable change model.................................................................14

7. Conclusion............................................................................................................14

References:...................................................................................................................15

1

Heritage Management: case study of Glamis Castle

Executive summary

Tourism is one of the world’s largest industries. In 2011, the World Travel &

Tourism Council (WTTC) estimated that tourism contributed 9% of global gross

domestic product (GDP) (WTTC 2011). Tourism is a key industry that has

significant effects on the global economy as asserted by Nicolette de Sausmarez

(2007). For many individuals it is about having fun while for governments it is

necessary for job creation and foreign exchange. Countries with a stable

international image draw increasing numbers of tourists as individuals are

concerned with the ambience of the location as expressed by Baum (2006).

Political regimes are indirectly reinforced by tourism, therefore, tourism aids in

international support of government policies according to Baum (2006). Tourism

is well established in the UK owing to its rich heritage (Chris 2006). Tourism offers

well-known advantages. Visitor fees, concessions and donations provide funds for

restoration and protection efforts visitors may be recruited as friends of a site and

can help generate international support as asserted by Arthur Pedersen (2002).

On the downside, tourism spawns well-known problems. Kriyaki (2004) states that

there managing rapid tourism growth is a time-consuming process demanding

clear policies, on-going dialogue with stakeholders, and constant monitoring.

British governments use tourism as an instrument of social and political leverage.

Heritage management is essential for making historical tourist worthy resorts

viable and attractive to current and future generation of tourists. Tourism is a

major industry and strong economic vehicle that makes a significant contribution

to overall national economy (Nicolette de Sausmarez, 2007). Heritage

management for many individuals is about enjoyment and having fun, for

governments resulting tourism is a generator of important foreign exchange and

job creator for allied industries. This paper analyses the concept of heritage

management in relation the case study of the Glamis Castle.

1. What is Heritage?

Heritage is a word with many meanings, most relating to its general interpretation

as “that which is inherited from the past” (Herbert 1995). Although heritage refers

to the inheritance from the past, it has become very much an instrument of the

present (Nolan 1992). In many countries, heritage has become almost inextricably

2

linked with tourism. Since the 1980s, the global tourism industry has become

more flexible and segmented, compared to the mass, standardised and rigidly

packaged product of the previous few decades (Poon, 1989). Moulding heritage

into a tourism product is one way of meeting this more diverse market.

The term ‘heritage’ has been used in relation to the natural world, referring to

mountains and rivers, to buildings and monuments, the arts, and to social

customs and traditions (UNESCO 2011). A distinction is often made between

natural heritage, which draws its qualities from nature, and places which become

heritage sites because they are associated with people or events, including

historic buildings or monuments.

While heritage relates in some way to the inheritance of present-day society, the

range of definitions has become increasingly broad. One important element in

many definitions of ‘heritage’ is a focus on preservation’. Clearly, the survival and

effective management of heritage depends on public awareness of its significance

and vulnerability, and respect for its value. The importance of public education in

conservation and preservation is thus recognised by most bodies charged with

managing heritage in UK and all over the world.

Scotland had a chaotic history and this left an outstanding mark on its landscape

in form of tower houses, fortresses and castles (Michael and Barbara 2005). These

are known to be some of the most outstanding structures in Scotland. These

castles continue to be a major tourist attraction attracting visitors from all over

the world. Major castles in Scotland include Edinburg Castle, Stirling Castle, Eilean

Donan Castle, Cawdor Castle, Duart Castle, Fyvie Castle and Glamis Castle (Visit

Scotland 2011). These castles have a deep history and this makes them

intriguing. The Glamis castle is one of the major castles in Scotland and receives

tourists from all over the world annually.

2. The case study of Glamis Castle

Glamis Castle is the ancestral home of the Earls of Strathmore and Kinghorne. It is

situated close to the village of Glamis about 6 miles west of Forfar and 15 miles

north of Dundee. The Castle is open to the general public daily from March to

December. Special functions (Dinners, Receptions, and Musical Evenings etc.) are

held throughout the year (Glamis Castle 2011).

Glamis Castle is recognised as one of the most important and historic buildings in

Scotland. It was the childhood home of Her Majesty Queen Elizabeth “The Queen

Mother”, this is also the birthplace of Princess Margaret, and is the legendary

3

setting for part of Shakespeare’s play ‚‘Macbeth’. This explains why it is such an

interesting tourist destination (Visit Scotland 2011).

The Castle is situated in the centre of a privately owned landed estate extending

to some 14,000 acres and the Strathmore Estates’ business includes not only the

maintenance and opening of Glamis Castle to the public but also let farming, in-

hand farming, forestry, sporting lettings and other let property.

Lord Strathmore and his family occupy the Castle as their principal residence and

the aim of both the family and the Trustees of Strathmore Estates (Holding)

Limited who own Glamis Castle, is to conserve the Castle and its contents, to

encourage the public to visit and to appreciate the Castle, and to create a greater

awareness among the public of the heritage and history of this country of which

Glamis Castle forms an important part (Glamis castle 2011).

Tourists are attracted to the castle by the absolute magnificence of the building

and its surroundings. The Cairngorm Mountains give it a spectacular view. The

castle has undergone various reconstructions and modifications over the years to

suit the modern day architectural designs (Visit Scotland 2011).

The castle is highly reputable and has won numerous awards over the years due

to its product quality, adherence to ethics and its ability to offer excellent tourist

experience (Glamis Castle 2011). The castle receive an award for the Tourism

Retailer of the Year 2007 which was based on its policies that merge the history

and culture of the area with business, leadership, innovation and customer focus

(Glamis Castle 2011). It received the Green Tourism Business Scheme – Gold

Award for its sound environmental management policies. It also got the VIBES –

(Vision in Business for the Environment) award for its outstanding environmental

initiatives (Glamis Castle 2011).

The castle was awarded the IIP (Investor in People) award for maintaining

international investments standards. Other awards include the Tayside Business

Awards 2004 (International Business finalist award), Angus Ambassador Awards

2002, 2003 & 2005 (this recognizes the exemplary contribution made in creating

local and international awareness of Angus. Awards not found in the business

category are, SCROOGE McDUCK Goose Egg Nugget Award 2007 that was for its

contribution to the Carl Barks Legacy and the Eat Scotland Silver Award 2008 for

the quality, service and commitment to dishing up the best of Scottish food, as

well as presenting the heritage of our county by offering local and regional dishes.

This is among the leading food courts of its kind in England.

4

Great Scotland: Glamis Castle is a member of Great Scotland marketing group

designed to increase co-operation between the principal local tourism attractions.

Special Functions and Events: The special functions are an important part of the

business and principally comprise dinner parties in the main Dining Room,

lunches in the vaulted 16th Century Kitchens and receptions or musical evenings

in the Castle. Outdoor events in the grounds and policies require the close co-

operation of the Manager with the Estate Factor, Farms Director. Such events

include the annual Motor Extravaganza, the Glamis Castle orchestral Prom

Concert and the Angus Ball.

Education: Over recent years the development of an educational emphasis has

been developed. In the Castle exhibitions there are also touch-screen facilities

covering a range of topics. It is considered important to develop educational

facilities within the Castle visit, for the younger visitors.

2.1 Plans to enhance the future conservation, promotion and

public enjoyment of the Glamis Castle

The castle is a reputable tourist destination that has received numerous over the

years. The castle should increase the activities to include fun activities so as to

attract visitors from all ages and all walks of life. It should conduct a continuous

review of conservation policies so that it can keep in touch with the changing

trends (Kirsten 2007). It should conduct an intensive promotion of the services

and products offered in the castle to attract a higher number of tourists. The

castle should diversify the types of food offered to serve the varying needs of

their customers. The castle should hire qualified staff to ensure that they offer

quality service to the visitors. Especial leaflets for tourists in different languages,

an extensive web site with information about the on-going events and history of

the castle should be applied. Finally the measure of success in heritage

management is clearly not purely financial. Heritage is about more than making

money, it is something precious and irreplaceable. Higher-spending quality

tourism could be part of the answer. The aim should be conservation, where

possible complemented by education, with enjoyable, responsible representation.

3. The importance of ethics in heritage management

The need for applied ethics in the tourism industry has grown immensely in the

recent times due to increasing consumer awareness and empowerment as stated

by Fennel (2006). Businesses in the tourism industry have responded to the

heightened awareness in ethics by developing codes of ethics. Tourism is viewed

as a profit- making service industry and as a tool to foster ecological awareness

5

(Chris 2006). This explains why it has keen interest in ethical business policies

and educational practices. Consequently, the application and implementation of

the codes of ethics has a positive impact on the tourism industry. Recent market

studies indicate that a 45 per cent of tourist prefer tour companies that have a

solid code of ethics that guarantee proper working conditions and mitigates

environmental impacts (Fennel 2006). In fact, most of the tourists would be willing

to pay more to a tour operator that meets the above conditions.

According to the British Colombia Ministry of Development, Industry and Trade a

code of ethics is defined as a set of guiding principles which govern the behaviour

of the target group in pursuing their activity of interest (Fennel 2006). The codes

of ethics in the tourism industry go beyond the scope of business to ensure the

stakeholders, local people and the tourists follow the guidelines. There has been a

propagation of these codes from stakeholders in the recent past. Fennel (2006)

states that there are five major objectives of ethics in the tourism industry, these

are: to act as a link of dialogue between the government and tourism bodies, to

create awareness of sound environmental management policies, to enhance

cooperating among the stakeholders, to create awareness among the tourist of

the need for appropriate behaviour and to enlighten the population on

environmental protection.

3.1 Creation of trust in workers

Workers in the tourism industry should engender a high level of trust as they are

regarded to be knowledgeable and professional (Fennel 2006). With the aim of

securing this trust, it is imperative that they operate in accordance to the code of

ethics developed in the industry. By following the set rules and regulations the

travel agents are in a position to internalize uphold them. Tours and travel

companies should ensure that their workers adhere to the code of ethics to

ensure quality service to their customers. Those who violate the code of ethics are

viewed to have breached the travel agent’s contract and are regarded as being

unethical (Marthavasquez 2011). From this it is clear that ethics in heritage

management are important as they boost trust in workers in the tourism industry.

3.2 Public Image

Ethics are important in the tourism industry as they give companies a positive

public. Public image results from the way a company acts in respect to its

environment. A company with a positive public image attracts a higher number of

customers than a business with a negative one. Corporations in the tourism sector

should have sound environmental, employee and CSR policies since they are

paramount in determining their public image. Public image is determined by a

6

company’s behaviour and ethics play a critical role in determining behaviour.

Public image is mandatory for the success of an entity and this explains why

ethics are important in heritage management as explained by Graham (2004).

3.3 Competitive edge

Proper ethics promote the quality of goods and services created by businesses.

This is because ethics reflect the quality of service hence affecting customer

satisfaction (Marthavasquez 2011). A company that upholds the ethics in heritage

management is naturally appreciated by customers. As a result, there are

increased sales and this gives the company a competitive edge over its

competitors.

3.4 Sustainability and investments

Ethics are important in businesses as they have a close relationship with

investments. Investment decisions are based on a number of qualitative factors

for example, public image and quantitative factors such as profit margin

(Marthavasquez 2011). For a business to attract investors, they should have a

strong sense of ethics. Businesses should also ensure sustainability so that the

investments can succeed.

3.5 Profitability

The central importance of ethics in heritage management is to guarantee

profitability. Businesses that are based on solid values are more likely to be

profitable (Marthavasquez 2011). Tourists are willing to pay more for services

offered by operators with a defined code of ethics as stated by Fennel (2006).

4. Forms of heritage management

There are various forms of heritage management that are identified and operated

by different government agencies and legislation (Department of Environment

and Natural Resources 2011). The forms of heritage management include:

4.1 Cultural heritage management (CHM)

This is described as the process of managing cultural heritage. It touches on

different practices of conservation including archaeology, museology, history,

restoration and architecture. It is involved with identification, maintenance and

preservation of physical heritage property, cultural sites as well intangible

features of heritage (cultures, languages and skills) (Leask & Yeoman 1999). CHM

is a widely discussed issue as it faces high threat levels since its locus point is to

preserve archaeology. These threats include large- scale farming, agriculture,

urbanization, mining, unsustainable numbers of tourists and erosion (Lennon

7

2004). It is significant that CHM creates awareness among the public and gets

financial support from the government so that it can carry out its mandate.

4.2 Geological heritage management

Geological heritage management is an essential part of conservation as it is

concerned with evolution of the earth. The concept of evolution is made up of

numerous processes and only a few are observable by man. Human activity has

led to the destruction of the earth’s surface thereby leading to the concept of

geological heritage (Department of Environment and Natural Resources 2011).

This involves identification, management and protection lands and sites that have

been classified as special for their geological interest. Geological sites and

landscapes are required for education and for earth science. Apparently, little

attention is being paid to geological conservation in comparison to CRM and

biodiversity. Only a few countries are noted to have earth heritage management

ideas and policies (Department of Environment and Natural Resources 2011). The

inclusion of geological heritage in natural spaces has proven to be an inadequate

strategy. This is owing to the fact that it is singular in nature and has close

similarities with historical- cultural heritage management. Geological heritage

management continues to receive increasing attention over the years as it has

been observed to be a key area in heritage management.

4.3 Aboriginal heritage management

Aboriginal people have been in existence for more than four thousand decades.

This is seen from the evidence on sites, rock art and stone artefacts across the

nation. Aboriginal artefacts are not only about rock art but also involve

landscapes, plants and animals (Department of Environment and Natural

Resources 2011). The waterways and land are connected with stories and cultural

learning has been passed to all generations. Aboriginal heritage is concerned with

maintaining artefacts in museums and sites in parks. Aboriginal people should

access land to enable them to renew their cultural learning (Department of

Environment and Natural Resources 2011). They should also be involved and

consulted on matters relating to natural environment conservation.

4.4 Paleontological, archaeological and speleological heritage

management

It mainly touches on the management of built heritage places, fossil and cave

heritage places, geological and archaeological places that are fundamental to the

state (Department of Environment and Natural Resources 2011).

8

4.5 Natural heritage management

There are different forms of natural heritage including endangered species, the

native vegetation, estuaries, coastlines and the wilderness (Robinson et al. 2000).

It commences through effective planning and allocation of resources ends in a

range of effects. It involves analysing the considerable qualities of a given area

and ensures restoration of these qualities in a self- sustaining situation

(Department of Environment and Natural Resources 2011). To achieve this, there

should be protection of functioning of natural systems, rather than simply

localized sites and features.

4.6 Built heritage of state significance management

It includes the built heritage, mine sites, monuments and beautiful historical

buildings. This is of local importance and is managed by councils (Department of

Environment and Natural Resources 2011).

4.7 Maritime heritage management

This involves the management of inland waterways and coast lines. Other areas in

this scope include whaling stations, underwater sites, jetties and light houses

(Staniforth and Nash 2008). The function of maritime management is

identification, maintenance and protection maritime sites in connection with the

relevant rules and regulations. Land based and underwater sites are identified

through information from communities and regional surveys (Department of

Environment and Natural Resources 2011). It also involves identification of

shipwrecks in state and common wealth waters. Shipwreck sites are viewed in

terms of the conservation that is required in their utilization (Spirek and Scott-

Ireton 2003). Stabilization work is done on these sites to conserve them. These

are the major areas in maritime management.

4.8 Movable heritage related to state heritage places

management

This includes archaeological, scientific and artistic artefacts, fossils, meteorites,

minerals, heritage books and other historic materials as stated by Leask &

Yeoman (1999). These objects need not be at their original heritage of

significance to be appreciated (Department of Environment and Natural

Resources 2011). They thereby can be protected at the common wealth and state

level.

9

5. Government legislation and public policy relating to

heritage management

Local government is at the forefront of protecting and managing the historic

environment. Be it through the planning system, or through supporting

community involvement in local assets, councils care for and enhance local areas,

stimulating interest and encouraging awareness of local heritage.

At this juncture, the focus is on assessment of the legislation and public policy

relating to heritage management in the UK and worldwide. According to Roders

(2010) when it comes to World Heritage issues there are many stakeholders of

varied backgrounds involved and their level of cooperation is crucial to the

success of the management system being implemented. A study of the recent

legislation and policies affecting the world heritage shows the relation between

legislation and performance in the industry.

Heritage conservation may be guided by national-level policies and by public

agencies, such as English Heritage, or non-government entities, such as The

National Trust, at the international level, The United Nations Educational,

Scientific and Cultural Organization (UNESCO).

While it is widely acknowledged that a country’s cultural built heritage provides a

high degree of psychological well-being and a sense of continuity for the wider

community (Hobson 2004, cited in Mansfield 2007). The first legislative control for

the protection of the English built heritage was introduced in 1882 and the

subsequent controls have been shaped and modified by successive governments

in pursuance of particular political agendas (Mansfield 2007).

English Heritage, along with local authorities, has a statutory duty to protect the

best examples of its nation’s varied historic environment.

English Heritage identifies heritage assets which have significance due to their

historic, archaeological, architectural or artistic interest, through listing (built

structures), scheduling (archaeology) or registration (parks, gardens battlefields

and historic shipwrecks). English Heritage and local authorities work together to

help manage the historic environment in the best way possible.

Local authorities play an important role in heritage protection and are responsible

for the conservation of 95% of the historic environment. Local Authorities also

have the power to designate conservation areas in any area of 'special

architectural or historic interest' (English Heritage 2011).

10

The historic environment is a key part of Scotland's cultural heritage and it

enhances national, regional and local distinctiveness, contributing to sustainable

economic growth and regeneration. Relevant legislation includes the Planning

(Listed Buildings and Conservations Areas) (Scotland) Act 1997, the Ancient

Monuments and Archaeological Areas Act 1979. The Scottish Government's policy

on the historic environment and guidance on relevant legislation is set out in the

Scottish Historic Environment Policy (SHEP). (Scottish Planning Policy 2011).

5.1 The World Heritage Convention

The Convention Concerning the Protection of the World Cultural and Natural

Heritage, signed in Paris on November 16, 1972, is an international agreement

through which nations join together to conserve a collection of the world’s

timeless treasures. Each country or “State Party” to the Convention recognises its

primary duty to ensure the identification, protection, conservation and

transmission to future generations of the cultural and natural heritage situated on

its territory (UNESCO 2011).

Along with other UNESCO units, The International Centre for the Study of the

Preservation and Restoration of Cultural Property (ICCROM), and the International

Council of Monuments and Sites (ICOMOS). These agencies are involved to the

conservation of the world’s heritage sites and given guidelines include a complete

outline of cultural tourism policies that can aid policy development at the country

and site level.

6. Models of heritage conservation

6.1 Sustainable management model

This model refers to the nature of improved environmental and social impacts of

tourism as explained by Timothy (2007). It entails conservation of resources,

ensuring proper disposal of waste and minimizing consumption of resources.

Tourism should be involved with planning at the local and national levels so that it

can achieve its objectives (Sigala & Leslie 2005). The local communities and

stakeholders should be involved so as to reduce any conflicts. The staff should be

trained appropriately to better service and product delivery thereby enhancing

consumer satisfaction as expressed by Shackley (1998). Sustainable tourism is

conducted by undertaking continuous research of the market, the environment

and areas which require changes.

11

6.2 Privatization model

There has been need to introduce additional measures to conserve the

environment. Privatization involves the sale of cultural heritage assets owned by

the state as asserted by Howard (2003). This trend has been replicated in France,

Britain and Italy and this puts at risk the concept of state owned property (Howard

2003). The concept of privatization of heritage is wide as different nations have

varying legislation in relation to privatization of heritage property. Privatization

also refers to the sale of heritage assets to a private company to manage it as a

tourist attraction (Ashworth 2004). Privatization is regarded to as one of the forms

of decentralization which is aimed at minimizing state expenditures. The major

setback concerning this concept is that the trade of artefacts to corporations and

individuals is that they can use them as they wish (Howard 2003).

6.3 Human resource management model

This model addresses the structure of the labour markets within the tourism

industry. The labour market in the tourism sector can be described as being

heterogonous hence it is complex to reach a general conclusion (Claire & Emily

2006). Riley’s labour market model is applicable to some main sub- sectors

including tours as well as travel and hotel and catering (Baum 2006). The tourism

industry lacks characteristics that Riley links to a strong internal labour market

such as specificity, continuous training, fixed pay rates and strong work place

customs. Application of Riley’s model in the tourism sector has no inherent

problems and perfectly suits the industry.

The model is viewed as being highly dynamic and suggests that there are two

ways of influencing labour market features through qualitative and the form of

human resource management. It provides a framework of analysing interplay

between players in the tourism sector and institutions that offer training and

vocational education. The model further explains situations whereby training and

career development are likely to take place in the tourism sector. On the other

hand, the model lacks a collective explanation of the relationship between the

labour markets and training in the tourism sector as stated by Baum (2006).

6.4 Cultural heritage management model

This model is applicable in the contemporary world since it deals with the

approaches taken by communities to influence heritage management (Robinson

et al 2000). It analyses all matters relating to connection between management of

cultural heritage sites and the major stakeholders in the tourism sector (Leask &

Yeoman 1999). It further studies the effects of incorporating product-

development in tourism and the form of cultural heritage management. Most

12

significantly, the model aids in analysing the global and local factors affecting

CHM principles in various case studies.

6.5 The limits for acceptable change model

This system is centred on the relationship between achieving attractive conditions

for tourist attraction and the circumstances necessary to achieve these situations

(Hall and Page 2006). This model further emphasizes on the relevance change in

the tourism sector and how it should be managed. The model is bases on a 9

stage process: identification of issues and areas of concerns, definition of

opportunity classes, choosing of indicators for conditions, inventory of social and

research conditions, specificity of standards for indicators, recognition of optional

opportunity class allocations, listing of management actions for the alternatives,

assessment and selection of the ideal option and finally the implementation

process (Hall and Page 2006).

The major strengths of the model are: it provides an opportunity for public

involvement, promotes diversity of services, responsiveness to local issues,

provides a framework for managing conditions and controls regulatory

approaches. The key feature of the development of the LAC model has been

instituting a stakeholder relationship (Hall and Page 2006). Stakeholders provide

the desired political and economic leverage that is necessary for the maintenance

of programs and implementation of management decisions. However, there are

setbacks associated with the application of the model (Lesley-Ann and Emily

2006). Firstly, there is lack of co-operation from the tourism sector in making out

standards that are satisfactory. Secondly, the term ‘limits’ hinders and

discourages growth in the tourism industry. Thirdly, it gives a narrow definition of

the physical environment. The model is applicable in various tourist environments

and has been effective applied in various cases (Hall and Page 2006).

7. Conclusion

In conclusion, heritage management is a fundamental concept in tourism as it

involves the preservation of tourist sites and assets. There are various types of

heritage management that are applied in different areas as discussed above.

Heritage management is governed by government legislation and public policy

that has seen various amendments over the years. The castle is a renowned

tourist destination that boasts of various awards for its leadership, quality service

and rich history among others. There are various models that can be used by tour

companies in implementing heritage management as discussed above. The castle

should enhance the future conservation, promotion and public enjoyment of the

Glamis Castle to continue receiving increasing numbers of visitors and to improve

13

customer satisfaction. The castle is viewed as the best example of a tourist

destination that has embraced appropriate management principles.

The measure of success in heritage management is clearly not purely financial.

Heritage is about more than making money, it is something precious and

irreplaceable. Higher-spending quality tourism could be part of the answer. The

aim should be conservation, where possible complemented by education, with

enjoyable, responsible representation.

While the heritage of any specific place or region may have a universal

dimension, the needs and wishes of some communities or indigenous peoples to

restrict or manage physical, spiritual or intellectual access to certain cultural

practices, knowledge, beliefs, activities, artefacts or sites should be respected as

stated by Arthur Pedersen. (2002).

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