AngkorHeritage Management Framework Project Report December 2013

Prepared by Godden Mackay Logan Pty Ltdfor UNESCOThe Royal Government of Cambodia The Australian GovernmentThe APSARA National AuthorityICC-Angkor

The Angkor HMF project has been a collaborative effort that has included core teams representing the Project Partners.

Angkor HMF Steering CommitteeRoyal Government of CambodiaH.E. Sok AnH.E. Thong KhonH.E. Sou PhirinH.E. Bun NarithH.E. Hang PeouH.E. Sok LeakenaH.E. Chau Sun KéryaMr Yit ChandaroathMr Sem PhallaMr Lu Meng

Australian EmbassyH.E. Penny RichardsH.E. Alison BurrowsMr Dave Gordge

UNESCOMrs Anne LemaistreMr Philippe DelangheMr Blaise KilianMr Prom Chak

Godden Mackay LoganProf Richard Mackay, AMProf Sharon Sullivan, AODr Georgina Lloyd

AdvisorsProf Helen JarvisProf Azedine Beschaouch

The Angkor Heritage Management Framework (HMF) project is testament to the deep human values and connections that unite people across the globe. UNESCO, the Royal Cambodian Government, the Australian Government, the GML project team, members of the ICC-Angkor,

Acknowledgementsthe Ad Hoc Experts, His Excellency SOK An—Chairman of the APSARA National Authority, His Excellency BUN Narith—Director General of the APSARA National Authority, the Deputy Directors General and community representatives have all generously contributed their support, expertise and experience to the project.

Much of the day-to-day work completed during the Angkor HMF project has been undertaken by a Technical Committee of staff from the APSARA National Authority.

Apsara National AuthorityH.E. Bun Narith, Director GeneralH.E. Dr Hang Peou, Chief of ProjectH.E. Chau Sun Kérya, TMP AdvisorH.E. Khoun Khun-Neay, Pilot Project AdvisorH.E. Seung Kong, Pilot Project AdvisorH.E. Tan Sambon, Risk Map AdvisorMr Eng NarinMr Chou RadinaMs Bun KanharaMs Oum MaradyMr Heng JeudiMr Touch TetraMr Son ChantharnMr Sim BunthoeunMr Seng Sotheara

UNESCO Ms Anne Lemaistre, Representative of UNESCO, CambodiaMr Philippe Delanghe, Head of Culture Unit, CambodiaMr Blaise Kilian, Program Coordinator HMF ProjectMr Prom Chak, Project AssistantMs Kim Baureaksmey, Program Officer

ICC-AngkorICC-Angkor Scientific SecretaryProf Azedine BeschaouchICC-Angkor Experts for ConservationDr Mounir BouchenakiProf Giorgio CrociMr Pierre-André LablaudeProf Kenichiro HidakaICC-Angkor Experts for Sustainable DevelopmentProf Jean-Marie FurtProf Shinji TsukawakiProf Bernard Hubert

GMLProf Richard Mackay, AM, Project DirectorProf Sharon Sullivan, AO, Senior ConsultantDr Georgina Lloyd, Project Manager/ConsultantMr Nicholas Hall, ConsultantMs Sharon Veale, ConsultantMr Neil Urwin, ConsultantMr Michel Verrot, ConsultantDr Tim Winter, Peer ReviewerMs Sally MacLennan, ConsultantMs Amy Guthrie, ConsultantMs Diana Cowie, ConsultantMs Julie Wilcox, ProofreaderMs Suzy Pickles, Graphic DesignerThe University of Sydney, Robert Christie Research Centre, Siem Reap

The HMF project has been overseen by a broadly-drawn Steering Committee.

Angkor HMF Technical CommitteeMr Heng Jeudi Ms Oum Marady Mr Eng Narin Mr Sim Bunthoeun

Mr Touch Tetra Mr Seng SothearaMr Chou RadinaMs Bun KanharaMr Sorn ChantharnMr Moan PhanitMr Ly Bora

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The Heritage Management Framework (HMF) project for the Angkor World Heritage Area is a collaborative partnership between UNESCO, the Royal Cambodian Government and the Australian Government. The Project Partners are the APSARA National Authority, UNESCO and Australian consulting firm Godden Mackay Logan (GML).

The HMF project comprises a series of components including:

• Heritage Management Framework Document

• Tourism Management Plan

• Risk Map

• Capacity Building

• Four Pilot Projects:

– Air Quality

– Beng Mealea

– Natural Circuit

– Sunset

The HMF has been an effective collaboration between the Project Partners, supported by the expertise of the International Coordinating Committee for the Safeguarding and Development of the Historic Site of Angkor (ICC-Angkor) and leadership of the HMF Steering Committee. UNESCO has been instrumental in co-ordinating the Heritage Management Framework project through the work of Ms Anne Lemaistre, Mr Philippe Delanghe and Mr Blaise Kilian. Important contributions have been provided by Prof Azedine Beschaouch, Scientific Secretary of the ICC-Angkor; the ICC-Angkor Ad Hoc Experts; His Excellency Bun Narith, Director General of the APSARA National Authority; His Excellency Dr Hang Peou, HMF Project Chief; Her Excellency Chau Sun Kérya; members of the HMF Technical Committee; and other APSARA National Authority staff.

This report is the ‘Final HMF Report’ prepared by the GML consultancy team at the culmination of their phase of involvement in the project. It brings together a succinct synthesis and overview of the HMF project and includes:

• Heritage Management Framework Synopsis

• One page summaries of other project components:

– Tourism Management Plan

– Risk Map

– Capacity Building

– Air Quality Pilot Project

– Beng Mealea Pilot Project

– Natural Circuit at North Baray Pilot Project

– Sunset Pilot Project

• The HMF Implementation Strategy

Introduction

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Angkor Heritage Management Framework Synopsis

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Angkor Heritage Management Framework Synopsis

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Angkor Heritage Management Framework Synopsis

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viii Angkor Heritage Management Framework Synopsis

Tourism Management Plan

Interpretation Plan

Implementation: Priority Projects

Heritage Conservation

Life in the Community

Sustainable Tourism

Governance and Capacity

Policy 1: Environmental Conservation

Policy 2: Heritage Landscape Conservation

Policy 3: Monuments and Objects

Policy 4: Intangible and Social Values

Policy 5: Sustainable Development and Poverty Alleviation

Policy 6: Responsible Tourism Management

Policy 7: Education and Interpretation

Policy 8: Institutional Capacity

Policy 9: Communication

Policy 10: Information Management

Community Based Programs

High 2014–ongoing

Community Education and

Training

Medium 2015–ongoing

Traditional Cultural Practices

Medium 2014–ongoing Environmental Impact

Assessment

Medium 2016–ongoing

Risk Map

High 2014–ongoing

Landscape Assessment

High 2015–2016

Landscape Masterplan

2017–2018 Low

Charter of Angkor

High 2013–ongoing

Communications Plan

Medium 2014

Information Management Plan

Medium 2016

Strategic Planning

High 2014–ongoing

Corporate Knowledge & Prof

Development

High 2014–ongoing

Research Agenda

Low 2017–ongoing

Low 2015

Visitor Services Plan

Medium 2015–2016

Carrying Capacity Study

High 2014

High 2014–ongoing

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Tourism Management Plan

ComponentsThe TMP includes:

1. Policy Framework

The TMP provides a basis for managing tourism at Angkor through an assessment of values of the World Heritage Area, analysis of issues that pose a threat to those values, and development of six key policy initiatives:

• promoting positive visitor experiences

• reducing site impacts

• partnering with industry

• providing benefits for local people

• improving governance

• engaging with stakeholders.

2. Major Initiatives

The TMP identifies major initiatives for sustainable tourism, ranging from integrated temple management to a revised transport system, changes to ticketing, improved visitor orientation, re-training of tourist guides, development of local craft and better industry relationships and communication.

3. Priority Actions

Implementation of the TMP will be a gradual and iterative process. The TMP sets out clear steps for immediate and practical improvement by recommending 17 Priority Actions which need to be undertaken. Implementation plans were agreed at a workshop involving the APSARA National Authority, Ministry of Tourism, and UNESCO. The ICC-Angkor Ad Hoc experts for Sustainable Development will monitor and evaluate the TMP implementation.

AchievementsThe TMP was presented to the Royal Government of Cambodia in March 2013 following endorsement at the 19th Plenary Session of the ICC-Angkor. This substantial management tool will facilitate management and coordination of the rapidly growing tourism industry at Angkor by improving visitor experiences, minimising impacts, creating partnerships with the tourism industry, providing benefits to local people and engaging with stakeholders.

OutlineManaging heritage at Angkor requires managing tourism—so as to assess risks and identify issues, conserve values, enhance visitor experiences and guide development in a way which respects and provides opportunities and benefits for the tourism industry and local people.The Angkor Tourism Management Plan (TMP) has been prepared through an extensive collaborative process involving experts from GML, the APSARA National Authority, the Ministry of Tourism and UNESCO, as well as representatives from the tourism industry and local communities. The TMP has been adopted by the APSARA National Authority, UNESCO and the ICC-Angkor.

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AchievementsThe Risk Map component of the HMF has:

• collated available environmental, social and structural risk data into a GIS system

• established a process and skills for ongoing gathering and analysis of risk data

• identified values at risk and the ‘risk vectors’ that may affect values

• trained selected APSARA personnel to use and maintain the Risk Map.

The Risk Map has been designed to be a key tool in decision making for the Angkor World Heritage Area and surrounding areas.

ComponentsThe Risk Map includes:

1. GIS-based Risk Map for Angkor

Risks are the potential for a negative change happening to a valued asset. The Angkor Risk Map considers both risk vectors and values that are at risk. Risk vectors are environmental and social factors which can lead to degradation of values.

The Risk Map exists as a set of GIS layers, (one for each risk factor), which can be amalgamated to provide composite maps. The ‘Total Risk’ Map is the composite of all individual risk layers. Risk layers can be examined at different scales. The Risk Map also uses a hyperlink facility to link particular locations with documents and collected data. The Risk Map can also generate hard copy maps of particular risks. The depiction of data layers within the Risk Map will always be determined by data availability.

2. Structural Risk Mapping

The structural risk mapping of monuments is an ongoing program being undertaken by a specialized APSARA team under the direction of expert Michel Verrot. The structural risk mapping has focused on particular monuments. Hard copy data

from the structural risk mapping (diagrams, notes, reports and photographs) can be accessed via GIS layers through hyperlinks.

3. Environmental and Social Risk Mapping

Environmental and social risk mapping provides the wider context for documenting and understanding risk. Risk layers which have been included to date based on the availability of sufficient data include flooding, groundwater, population, visitation, forests and ecology, ritual and religious practice. Data related to the risk layers are attached through hyperlinks.

4. Training of APSARA Personnel

Teams of APSARA personnel have been trained to assess and record monumental, environmental and social data. Selected APSARA personnel have undertaken external training in ArcGIS, plus specific training in the Angkor Risk Map. This training covered the Risk Map structure and operations, including generation of composite maps, how to add data or new risk layers and how to manage the Risk Map. The training demonstrated how risks are represented based on the analysis of available data.

OutlineThe Angkor Heritage Management Framework Project included the preparation of a Risk Map of: • environmental risks to the Angkor World Heritage Park• socio-cultural risks to the Angkor World Heritage Park• structural risks to Angkor monuments.The Angkor Risk Map provides a cohesive, interrelated spatial record of potential risks within the World Heritage Area based on analysis of available data. This is a valuable tool for decision making as it allows consideration of a range of potential risks for an area or site. As more data becomes available and is analysed and incorporated, the strength of the Risk Map and its value in facilitating informed decision making will increase. This Risk Map is not an automatic system for calculating risk levels—it requires input and interpretation by skilled personnel. Risk levels are represented within the Geographical Information System (GIS) layers following the collection and analysis of environmental, socio-cultural and structural data by APSARA staff. However, when data

Risk Map

is updated by APSARA staff within an individual risk layer, these changes are automatically updated within the composite maps.

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ComponentsThe Capacity Building Program comprised:

1. Technical Committee Training

A select group of APSARA National Authority staff who comprise the Technical Committee participated in an extensive capacity building program and through this process have gained foundational skills in heritage management. The program delivered over 100 days of face-to-face training in three phases between 2011 and 2013.

2. Training of Pilot Project and Risk Map Teams

Staff from the HMF Pilot Projects and Risk Map teams have received practical training and professional development through involvement in project tasks and working collaboratively with the GML consultancy team.

3. Training of Site Staff

Training sessions with site staff involved in the maintenance and management of monuments at Angkor were held at Beng Mealea and Angkor Thom on the practical application of integrated site

AchievementsTechnical Committee members have participated in practically implementing a values-based management approach through theory, international examples and on-site work, including through the Pilot Projects. More broadly the Capacity Building program has:

• provided enduring skills so that APSARA staff can actively contribute to policy development and application of best practice management approaches at a strategic level

• provided specialized training for staff enabling them to develop the capacity of other staff within individual departments and on-site, providing significant benefit for the Authority more broadly

• enabled participants to contribute to a best-practice management model while acquiring skills that are needed for the emerging Heritage Management Framework to succeed.

OutlineCapacity building through training of APSARA staff is a major component of the Angkor Heritage Management Framework (HMF). Staff from different departments of the APSARA National Authority have gained skills and training by collaborating in the development and implementation of HMF project activities. Training of Technical Committee members has provided professional development in a wide range of subjects including the evolution of heritage methods and practices internationally, values based heritage management and best practice examples from other World Heritage sites.

Capacity Building

management. These sessions were facilitated by the Technical Committee and experts. The training sessions focused on how integration can improve overall site management. A site management booklet for staff was developed as an outcome of the Beng Mealea training and a series of recommendations were prepared for Angkor Thom.

4. Development of the Practical Manual for Site Managers: Integrated Heritage Management for Temple Complexes and Heritage Landscapes - Angkor World Heritage Area

The Manual, which has been prepared with the substantial input from the Technical Committee, provides a methodology for integrated heritage management that can be applied to temples, landscapes or multi-disciplinary projects. The Manual assists in coordinating the input of expertise and involvement of APSARA staff from different departments to ensure that all necessary aspects are considered. It is a valuable tool for ongoing planning and integrated management that will help clarify and prioritize strategies and actions required to manage Angkor in the short and long term.

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AchievementsThe work on the Pilot Project has:

• provided monitoring equipment that allows for the long-term monitoring of air pollution at Angkor from one location over a 10km radius. Over time, continued analysis will support informed management decisions regarding factors which contribute to air pollution

• contributed to information available on air quality through the collection of data of five chemical components O3, NO, NO2, NOX and SO2 and dust particles since December 2012

• undertaken analysis of data which has provided a greater understanding of the degree of pollution in the air within a 10km radius of the measuring station.

ComponentsThere are four components of the Air Quality Pilot Project.

1. Acquisition and Installation of Equipment for Monitoring

The APSARA Pilot Project team worked with professors from Kanazawa University and engineers from Yanaco New Science Inc Company to acquire and install appropriate monitoring equipment at one location at the APSARA National Authority Offices between September – December 2012. The technical requirements for the equipment were determined and equipment was installed. It was necessary to ensure that the equipment is protected from dust and heat. In October 2013 the equipment was moved to a selected new location at the checkpoint south of Angkor Wat for accurate data collection.

2. Data Collection

Following the installation of air quality equipment in late 2012 data has been collected. Data was collected for five

chemical components and dust at a rate of one reading per second and kept for analysis. This data provides a reading of air quality averaged across a 10km radius from the collection location.

3. Data Analysis

Data analysis has been undertaken for the vast data already recorded. Initial data analysis shows that NOX and NO concentrations peak twice throughout the day between 6.00 am and 9.00am and between 5.00pm and 7.00pm. O3 concentrations tended to peak in the middle of the day. Dust concentrations showed fluctuations throughout the day. SO2 and NO2 measurements expressed micro changes that do not show clear patterns in the data collected to date.

4. Incorporation into the Risk Map

The Air Quality data from late December to March 2013 was provided for incorporation into the Risk Map. Additional data collected will be incorporated into the Risk Map by APSARA on an ongoing basis.

OutlineThe Air Quality Pilot Project was selected by the APSARA National Authority to support the development of a comprehensive Risk Map integrating social, environmental and structural risks as an important management tool. Air pollution is an environmental factor that can have important implications for tourism and the long-term conservation of monuments and, as such, requires monitoring. The Air Quality Pilot Project contributes to and illustrates the use of the Risk Map for heritage management.

Air Quality

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AchievementsThe work on the Pilot Project has:

• considered site conservation, drainage, visitor characteristics and flows, interpretation, visitor behavior and visitor safety and analysed issues with further investigation

• integrated and harmonized the work of all APSARA staff, both technical staff from different APSARA Departments and those that work on site on a daily basis

• proposed solutions to on-site management using the combined knowledge of the project team and GML expertise, and commenced the process of implementing these solutions.

Beng Mealea

community members to understand what information visitors wanted and inform the preparation of site interpretation. Detailed plans have been developed for the location and content of interpretation and draft content has been prepared.

4. On-site Staff Training

Intensive training sessions with site staff combined with the preparation of a manual for site staff provided tools to guide site staff in their work and build confidence in communicating with visitors.

5. Risk Mapping

Initial risk analysis has been used to elaborate proposals for new circuits and visitor infrastructure.

6. Drainage

Field surveys and topographic data have been used to prepare proposals for rehabilitation of Angkorian water systems around Beng Mealea to prevent flooding and provide improved water management.

ComponentsThere are six components of the Beng Mealea Pilot Project.

1. Visitor Safety and Behaviour

Behaviour surveys in low and high season provided data on the average number of tourists in a group, their nationalities, the time of visits, points where visitors commonly stopped in the temple and visitor behaviour. A draft visitor code and behaviour flash cards were prepared.

2. Visitor Circuits

The characteristics of visitors to Beng Mealea - including peak visitation times, common circuits and congestion points - were understood through surveys. Using data collected as well as site work, initial alternative circuits were proposed for further analysis by risk mapping teams.

3. Site Interpretation

Questionnaires were undertaken with visitors and local

OutlineThe Beng Mealea temple group was selected by the APSARA National Authority as a Pilot Project to demonstrate aspects of the Heritage Management Framework approach in practice. The Beng Mealea Pilot Project demonstrates integrated heritage management for temple complexes and heritage landscapes, in this case applied to a whole heritage landscape of the main Beng Mealea temple and its surrounding temples, cultural context and natural setting.

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Natural Circuit at North Baray

AchievementsThe work on the Pilot Project has:

• developed a new unique tourism product for Angkor which brings alive natural and local community values

• highlighted ongoing APSARA work on water and forest management and working with the community in partnership

• provided a leading example of community-based tourism within the Angkor Park useful as a demonstration for others.

ComponentsThere are four components of the Natural Circuit Pilot Project.

1. APSARA and Project Team Support

The project team of APSARA and GML members have supported product development and community involvement through boat tour and nature walk concepts, community meetings with Phlong and Leang Dai, preparation of the community tour name and the selection and foundational training of boat drivers, guides, welcome centre staff and administration teams.

2. Environment

Within the project, community members have assisted in looking after the Baray and forest by collecting rubbish and understanding the importance of protecting natural values for long term sustainability.

3. Improving the Tour and Interpretation Delivery

Understanding and communicating the heritage values of the area by the tour guides has provided the basis for sharing information with visitors. This has been developed within four themes: the Baray, Neak Poan, the forest and the community. Visitor feedback forms

have been developed to monitor visitor satisfaction and provide suggestions for improving the tour.

4. Running the Business

Critical aspects of business operations so far have included:

a. Business Training – including basic work practices, finance training, booking procedure, tickets and email

b. Marketing – preparation of a brochure, signage, marketing presentations, marketing meetings, a facebook page and development of a marketing strategy

c. Governance and working of the community committee

d. Infrastructure – development of jetties, welcome centres, viewpoint and swing bridge and purchase of boats

e. Product Development – development of three unique tour options showcasing the forest, local traditions and the Baray.

OutlineThe Natural Circuit at North Baray was selected by the APSARA National Authority as an APSARA initiative that would serve as a valuable Pilot Project to demonstrate aspects of the Heritage Management Framework approach in practice.During the development of the Natural Circuit Pilot Project, communities associated with the villages of Phlong and Leang Dai enthusiastically agreed to participate and have developed the Baray Reach Dak Community Based Tour (CBT).

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AchievementsThe Sunset Pilot Project has:• identified alternative sunset options to improve

tourism management, provide new and improved visitor experiences and contribute to better conservation outcomes

• illustrated how visitor diversification can contribute to the conservation and management of the Angkor World Heritage Area

• presented more than 30 sunset options to visitors at Angkor, through a brochure and website (www.angkorsunsets.com)

• assisted the APSARA National Authority in talking another step to build partnerships with industry to improve tourism at Angkor in a sustainable way.

ComponentsThere are five components of the Sunset Pilot Project.

1. Analysis of Alternative Sunset OptionsThe Angkor HMF team investigated potential sunset viewing locations throughout the Angkor World Heritage Park and in surrounding areas. For each location, a variety of physical and experiential aspects were documented, including access and transport, capacity, facilities, distance and security.

2. Identification of Tourism Market SegmentsThe Angkor tourism market was analysed and divided into segments that reflect different sunset experience expectations and requirements. These segments range from large regional groups, to independent families or young travellers, as well a special interest groups or the high-end market which seeks unique experiences.

3. Matching Potential Experiences with Tourism Market Segments

Based on the identified attributes of particular sunset locations, short descriptions of the available experience and ambience were prepared, to align different opportunities with tourism market segments.

4. Marketing Tools

Three tools were developed to promote the ‘Best Angkor Sunsets’:

a. website – www.angkorsunsets.com an interactive website which can be used to search for an appropriate sunset experience

b. brochure – a full-colour brochure showcasing 33 sunset experiences arranged according to market segment, with simple explanation icons

c. West Baray flyer – a full-colour leaflet promoting the recently-constructed viewing platform on the east dyke of the West Baray.

5. Physical Works

Resources remaining within the Sunset Pilot Project budget are being allocated to the construction of new infrastructure to support the Best Angkor Sunsets. These may include car parking and associated facilities for the West Baray viewing platform.

OutlineThe Sunset Pilot Project was selected to demonstrate how market segmentation and diversification of the visitor experience at Angkor can simultaneously reduce impacts on individual sites, improve visitor experiences and assist the tourism industry. In addition, the Pilot Project directly addresses one of the major visitor management and congestion issues at Angkor: the crowded sunset experiences at the Phnom Bakheng and Pre Rup temples.

Sunset

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Heritage Management Framework Implementation Strategy

The following actions establish a strategy and key milestones for implementation of the Heritage Management Framework by the APSARA National Authority. The actions should be implemented in collaboration with appropriate partners such as the Ministry of Tourism, local communities and the private sector as necessary.

More detailed implementation recommendations and information are provided in the documents prepared as part of the Heritage Management Framework project, including the Heritage Management Framework document itself, the Tourism Management Plan, Pilot Project reports, Risk Map report and the Integrated Site Management Manual.

Early 2014 2014 and Ongoing

1. Allocate each of the policies and policy sections of the Heritage Management Framework to an APSARA department who will be responsible for their implementation.

2. Appoint appropriate technical and advisory teams to ensure the continued development and implementation of all aspects of the Heritage Management Framework including the Risk Map, Tourism Management Plan, Pilot Projects and Capacity Building in integrated site management.

3. Ensure that APSARA staff trained as part of the Heritage Management Framework, particularly the Technical Committee, continue to have a key role in the implementation of the Heritage Management Framework through the technical and advisory teams.

4. Require each responsible APSARA department to review the specific strategies within each policy area and to prepare a written plan that sets out clearly the necessary actions, tasks and projects, as well as the required resources and timeline.

5. Assign personnel to review and commence the priority projects and programs using the steps provided within the priority projects section of the Heritage Management Framework document.

6. Prepare a report on the Angkor Heritage Management Framework for the World Heritage Centre in preparation for the 38th Session of the World Heritage Committee.

7. Require each responsible APSARA department to provide an annual report on implementation of the Heritage Management Framework.

8. Prepare reports for the ICC-Angkor that specifically address progress with implementation of the Heritage Management Framework including the priority projects and programs identified.

9. Establish a Monitoring Committee comprised of APSARA staff, ICC-Angkor Ad Hoc Experts and UNESCO representatives to monitor and evaluate the implementation of the Heritage Management Framework on an annual basis.

10. Identify potential sites and experiences at Angkor where the model and methods developed through the Pilot Projects undertaken as part of the Heritage Management Framework could be extended and repeated.

11. Disseminate information on the functioning and use of the Risk Map throughout all APSARA departments and to all staff as a foundational step for the Risk Map to become a key tool in decision-making at Angkor.

12. Disseminate information on the Integrated Site Management Manual and prepare a training program for use of the Manual as the basis for management of individual temples and heritage landscape precincts at Angkor.

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Long Term Implementation

13. Review funding arrangements for the management of the Angkor World Heritage Site to ensure that resource levels are (and remain) commensurate with the significance and size of the site and the work (and income) generated by tourism.

14. Review current delegation arrangements and instigate greater delegation of authority to undertake actions which are consistent with the Heritage Management Framework and approved budgets.

15. Prepare an Angkor Procedures Manual which sets out clearly the procedures that apply to heritage management at Angkor consistent with the Heritage Management Framework.

16. Review and where necessary revise key decision and information documents, processes and systems of service orders and circulars relating to the management of Angkor so that they are consistent with the Heritage Management Framework.

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