Discuss about the Role of Local Government and Private Sector.
Cultural Heritage Management is the practice of keeping the cultural heritage safe and secure. It also involves the additional practices of cultural conservation, restoration of artefacts, history and museology. The primary purpose to do so is to provide a coordinated and structured operation with the primary purpose of defining the purpose of the place. The cultural heritage management of the Kakadu national park is usually involves in protection and conservation of the park. Kakadu National Park is one of the greatest cultural heritage site which is situated within the Alligator Rivers region of the northern territory. It mainly covers an area of 19806km square (Stemberk, Dolejs, Maresova & Kuca,2018). The size of the park is around one third of the Tasmania or also just half of the city Switzerland.
Australia along with the rest of the world is terribly facing the change in the climate and the environment. As a result of escalating atmospheric pressure the additional changes in the geographical features can be observed such as change in the pattern of precipitation, rise in the frequency of ENSO, the fluctuation in the intensity of the uncertain events such as droughts, tropical cyclones, fires, floods and storms (Head, 2017). Due to this there is a heavy impact on the cultural heritage sites such as Kakadu National Park, Australian Mammal sites, Fraser Islands and a lot more (Coles, Dinan & Hutchison, 2014).
A rise in temperature projects a direct impact on many species and amphibians. Global warming is highly affecting the equal segregation of lives of the plant and animal. Due to this most of the area of the national park has been occupied by the flora and fauna.
The incursion of the salt water into the fresh ecosystems, the change in the seasons, the intensity of the storms and when there is high dispersal of flora and fauna during the wet season is the four major key drivers which effects the national park (Bason, 2018). It is almost always uncertain as to why there is a degree of the uncertainty. It also affected the expectations of the visitors. The chances are that there is a compression of the tourist season.
Due to changes in the temperature there is significant loss of wetlands. One of the major impact on the national park is channel widening (Corsale & Vuytsyk, 2018). There is likely an increase in the intense rainfalls and events which are more frequent. This leads to overflow of the banks and disruption of the Alligator River systems in Kakadu(Wang & Xu, 2014).
Climate change has also affected the ecology of the individual organisms which will change the level of the populations. There is a disturbance and upheaval in the survival of the species, the change in the population or the distribution or the number of the extinct species.
There are majorly six principles which are applied at the cultural heritage sites in context to the shareholder management and the relevant sustainable strategies. The foremost and the most primary strategy are to manage the National heritage places and to identify the concerns and conserve the national heritage values (Baum, 2015). The main aim of the cultural heritage management is to actively engage themselves into the protection of biodiversity through ensuring the double safety of the species.
The management of the heritage shall continue to use the available skills knowledge and standards and in particular shall also make available the technical and the decisions relating to the community (McEwan, Mawdsley, Banks & Scheyvens, 2017). One of the principles is also to create the integration among the Aboriginal people who have actually provided their land on the leasing basis to the director of the national parks. In order to have sustainability it was decided that certain areas were to be granted to Aboriginals (Dwyer, Mistilis, Edwards & Roman, 2016).
Conserving the cultural heritage of the park is similar as well as the fundamental to keep proper management of the park. The utilisation of the natural resources shall be judicious and ecologically sustainable. The adverse effects on the biodiversity shall also be kept in the mind (Komppula, 2014). The Australian government has a joint responsibility with the owners of the cultural heritage management to keep a check on the integrity, attributes and wetlands of the park.
Kakadu is an important place form the point of view of the tourism and recreational purposes. In order to achieve the sustainability the traditional owners shall opt for strategies such as critically designing facilities for the visitors to understand the concept of the park and using promotional strategies such as hoardings and boards(Scheyvens, Banks & Hughes, 2016) . This will increase the value of the park from the sustainability point of view and a consultation is required from the shareholders to get more leverage.
The Kakadu national park is a home for Bininj/Mungguy and depicts the cultural diversities. It is the duty of the management to actively participate in the cultural programmes in spreading the general awareness among the visitors of the park. The campaigns can be held to deliver the ideas and discuss all the aspects of the park (Neirotti, De Marco, Cagliano, Mangano & Scorrano, 2014). The framework is evolving because some assets of the park are of fragile nature and sometimes the needs may also clash with those regarding conservation of the assets.
Lastly through the inclusion of the stakeholders who are the biggest investors the Kakadu National Park can also be conserved (Smith, 2015). The investors provide funds and the management in association with them, decides the budget of the park. This way there is a surety that the maintenance is a necessity and the management also participates actively.
There are certain problems due to which the national park is getting affected which are as follows.
Tourism is categorized as a sector that totally stands out the business activities worldwide. There are certain sectors which play an important role to analyze the issues and trend with respect to the roles of public sector, private sector and informational sector (Buckley, 2004).
In case of private sectors and public sectors the trends suggest that they help in reduction of the cost in operating and maintaining services. The construction of the capital projects for making huge investments in the Kakadu national park and to maintain the structures (Mowforth & Munt, 2015).
Due to the inclusion of the public and the private sectors the nature of the risk has been subsided. The informational sector also provides the information regarding the basic attributes and features of the park. The roles are assigned to different persons with different set of activities. Even visitors are also having some individual roles to play.
There are different education programs which are conducted by the traditional owners. The living treasures and artists play a vital role in promoting the long term endurance of cultural heritage in association with the Kakadu national park. However, these kinds of programs require assistance and coordination form both the public as well as the private sectors.
Tour Guides |
To guide about the history of the national park |
Gatekeepers |
To record the entry of each visitor. |
Gardners |
To keep a check on the lush green of the antional park. |
Administration |
The ofifce bearers keep a check on the necessary and the requirements for the species and plants such as raw mud, cages, food, water, maintenance faciloities. They are responsible for cahsing the daily activities. |
Care takers |
To take are of the animals and plants when they fall sick. |
Together it is the duty of each sector to contribute and through the systematic approach they shall focus on keeping the national park at for future sustainability. Through the use of technical knowledge and skills the sectors can maintain the cultural heritage of Kakadu national park. This will also ensure the authenticity of the tourism.
Kakadu National Park is a vast national park; therefore, it is very difficult to manage the park and keep it healthy and guarding it from weeds, animals and forest fire. There are several strategies, which can be used to improve the sustainability practices in the forest:
Conclusion
From the above analysis it can be concluded that the cultural heritage management is important to preserve and conserve the natural beauty of Kakadu national park. It becomes necessary that through the contribution of the government of Australia and different sectors and associated people the national park creates a history for future generations. The problems that have been referred to shall be turned into the solutions with the systematic approach and analytical mind. Furthermore, the cultural heritage management shall also be practiced for keeping the significance of the sites.
References
Bason, C. (2018). Leading public sector innovation: Co-creating for a better society. Policy Press.
Baum, T. (2015). Human resources in tourism: Still waiting for change?–A 2015 reprise. Tourism Management, 50, 204-212.
Buckley, R. (2004). The effects of World Heritage listing on tourism to Australian national parks. Journal of sustainable tourism, 12(1), 70-84.
Coles, T., Dinan, C., & Hutchison, F. C. (2014). Tourism and the public sector in England since 2010: a disorderly transition?. Current Issues in Tourism, 17(3), 247-279.
Corsale, A., & Vuytsyk, O. (2018). Jewish heritage tourism between memories and strategies. Different approaches from Lviv, Ukraine. Current Issues in Tourism, 21(5), 583-598.
Dwyer, L., Mistilis, N., Edwards, D., & Roman, C. (2016). Gambling with our tourism future: the role of research in destination and enterprise strategies to avoid strategic drift.
Fitri, I., Ahmad, Y., & Ahmad, F. (2015). Conservation of tangible cultural heritage in Indonesia: a review current national criteria for assessing heritage value. Procedia-Social and Behavioral Sciences, 184, 71-78.
Head, L. (2017). Cultural landscapes and environmental change. New York: Routledge.
Komppula, R. (2014). The role of individual entrepreneurs in the development of competitiveness for a rural tourism destination–A case study. Tourism Management, 40, 361-371.
McEwan, C., Mawdsley, E., Banks, G., & Scheyvens, R. (2017). Enrolling the private sector in community development: magic bullet or sleight of hand?. Development and Change, 48(1), 28-53.
Mowforth, M., & Munt, I. (2015). Tourism and sustainability: Development, globalisation and new tourism in the third world. California: Routledge.
Neirotti, P., De Marco, A., Cagliano, A. C., Mangano, G., & Scorrano, F. (2014). Current trends in Smart City initiatives: Some stylised facts. Cities, 38, 25-36.
Scheyvens, R., Banks, G., & Hughes, E. (2016). The private sector and the SDGs: The need to move beyond ‘business as usual’. Sustainable Development, 24(6), 371-382.
Smith, M. K. (2015). Issues in cultural tourism studies. New York: Routledge.
Stemberk, J., Dolejs, J., Maresova, P., & Kuca, K. (2018). Factors Affecting the Number of Visitors in National Parks in the Czech Republic, Germany and Austria. ISPRS International Journal of Geo-Information, 7(3), 124.
Wang, C., & Xu, H. (2014). The role of local government and the private sector in China’s tourism industry. Tourism Management, 45, 95-105.
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