Angkor Heritage Management Framework Project Report December 2013

Prepared by Godden Mackay Logan Pty Ltd for UNESCO The Royal Government of The Australian Government The APSARA National Authority ICC- Acknowledgements

The Angkor Heritage Management Framework the Ad Hoc Experts, His Excellency SOK An— (HMF) project is testament to the deep human Chairman of the APSARA National Authority, His values and connections that unite people across Excellency BUN Narith—Director General of the the globe. UNESCO, the Royal Cambodian APSARA National Authority, the Deputy Directors Government, the Australian Government, the General and community representatives have all GML project team, members of the ICC-Angkor, generously contributed their support, expertise and experience to the project.

The HMF project has been The Angkor HMF project has been a collaborative effort that overseen by a broadly-drawn has included core teams representing the Project Partners. Steering Committee. Apsara National Authority ICC-Angkor Angkor HMF Steering H.E. Bun Narith, Director General ICC-Angkor Scientific Secretary Committee H.E. Dr Hang Peou, Chief of Project Prof Azedine Beschaouch H.E. Chau Sun Kérya, TMP Advisor ICC-Angkor Experts for Conservation Royal Government of Cambodia H.E. Khoun Khun-Neay, Pilot Project Dr Mounir Bouchenaki H.E. Sok An Advisor Prof Giorgio Croci H.E. Thong Khon H.E. Seung Kong, Pilot Project Advisor Mr Pierre-André Lablaude H.E. Sou Phirin H.E. Tan Sambon, Risk Map Advisor Prof Kenichiro Hidaka H.E. Bun Narith Mr Eng Narin ICC-Angkor Experts for Sustainable H.E. Hang Peou Mr Chou Radina Development H.E. Sok Leakena Ms Bun Kanhara Prof Jean-Marie Furt H.E. Chau Sun Kérya Ms Oum Marady Prof Shinji Tsukawaki Mr Yit Chandaroath Mr Heng Jeudi Prof Bernard Hubert Mr Sem Phalla Mr Touch Tetra Mr Lu Meng Mr Son Chantharn GML Prof Richard Mackay, AM, Australian Embassy Mr Sim Bunthoeun Project Director H.E. Penny Richards Mr Seng Sotheara Prof Sharon Sullivan, AO, H.E. Alison Burrows Senior Consultant Mr Dave Gordge UNESCO Ms Anne Lemaistre, Representative of Dr Georgina Lloyd, UNESCO UNESCO, Cambodia Project Manager/Consultant Mrs Anne Lemaistre Mr Philippe Delanghe, Head of Culture Mr Nicholas Hall, Consultant Unit, Cambodia Mr Philippe Delanghe Ms Sharon Veale, Consultant Mr Blaise Kilian, Program Coordinator Mr Blaise Kilian Mr Neil Urwin, Consultant HMF Project Mr Prom Chak Mr Michel Verrot, Consultant Mr Prom Chak, Project Assistant Dr Tim Winter, Peer Reviewer Godden Mackay Logan Ms Kim Baureaksmey, Program Officer Ms Sally MacLennan, Consultant Prof Richard Mackay, AM Ms Amy Guthrie, Consultant Prof Sharon Sullivan, AO Ms Diana Cowie, Consultant Dr Georgina Lloyd Ms Julie Wilcox, Proofreader Advisors Ms Suzy Pickles, Graphic Designer Prof Helen Jarvis The University of Sydney, Robert Christie Research Centre, Prof Azedine Beschaouch

Much of the day-to-day Angkor HMF Technical Mr Touch Tetra work completed during the Committee Mr Seng Sotheara Mr Chou Radina Angkor HMF project has been Mr Heng Jeudi Ms Bun Kanhara undertaken by a Technical Ms Oum Marady Committee of staff from the Mr Sorn Chantharn Mr Eng Narin APSARA National Authority. Mr Moan Phanit Mr Sim Bunthoeun Mr Ly Bora Introduction

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 1 Angkor Heritage Management Framework Synopsis

2 3 Angkor Heritage Management Framework Synopsis

4 5 Angkor Heritage Management Framework Synopsis

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Implementation: Priority Projects

Heritage Life in the Sustainable Governance and Conservation Community Tourism Capacity

Policy 1: Policy 4: Policy 6: Policy 8: Environmental Intangible and Social Responsible Tourism Institutional Capacity Conservation Values Management Policy 9: Policy 2: Policy 5: Policy 7: Communication Heritage Landscape Sustainable Education and Policy 10: Conservation Development and Interpretation Information Poverty Alleviation Policy 3: Management Monuments and Objects

Charter of Angkor Community Based Tourism Corporate Programs Management Plan Knowledge & Prof High 2013–ongoing Development High 2014–ongoing High 2014–ongoing High 2014–ongoing Risk Map Community Carrying Capacity High 2014–ongoing Education and Study Strategic Planning Training High 2014 High 2014–ongoing Landscape Medium 2015–ongoing Assessment Visitor Services Communications High 2015–2016 Traditional Plan Plan Cultural Practices Medium 2015–2016 Medium 2014 Environmental Medium 2014–ongoing Impact Assessment Interpretation Information Plan Management Plan Medium 2016–ongoing Low 2015 Medium 2016

Landscape Masterplan Research Agenda

Low 2017–2018 Low 2017–ongoing viii Angkor Heritage Management Framework Synopsis

8 Tourism Management Plan

Outline Managing 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.

Components 2. Major Initiatives The TMP includes: The TMP identifies major initiatives for sustainable tourism, ranging from integrated temple management 1. Policy Framework to a revised transport system, changes to ticketing, The TMP provides a basis for managing tourism at improved visitor orientation, re-training of tourist Angkor through an assessment of values of the World guides, development of local craft and better industry Heritage Area, analysis of issues that pose a threat relationships and communication. to those values, and development of six key policy initiatives: 3. Priority Actions • promoting positive visitor experiences Implementation of the TMP will be a gradual and iterative process. The TMP sets out clear steps for immediate • reducing site impacts and practical improvement by recommending 17 Priority • partnering with industry Actions which need to be undertaken. Implementation plans were agreed at a workshop involving the APSARA • providing benefits for local people National Authority, Ministry of Tourism, and UNESCO. • improving governance The ICC-Angkor Ad Hoc experts for Sustainable Development will monitor and evaluate the TMP • engaging with stakeholders. implementation.

Achievements The 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.

9 Risk Map

Outline The 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 is updated by APSARA staff within an individual risk the collection and analysis of environmental, socio-cultural layer, these changes are automatically updated within the and structural data by APSARA staff. However, when data composite maps.

Components The Risk Map includes: from the structural risk mapping (diagrams, notes, reports 1. GIS-based Risk Map for Angkor and photographs) can be accessed via GIS layers through hyperlinks. Risks are the potential for a negative change happening to a valued asset. The Angkor Risk Map considers both risk vectors 3. Environmental and Social Risk Mapping and values that are at risk. Risk vectors are environmental and Environmental and social risk mapping provides the wider social factors which can lead to degradation of values. context for documenting and understanding risk. Risk layers The Risk Map exists as a set of GIS layers, (one for each which have been included to date based on the availability risk factor), which can be amalgamated to provide composite of sufficient data include flooding, groundwater, population, maps. The ‘Total Risk’ Map is the composite of all individual visitation, forests and ecology, ritual and religious practice. risk layers. Risk layers can be examined at different scales. Data related to the risk layers are attached through hyperlinks. The Risk Map also uses a hyperlink facility to link particular 4. Training of APSARA Personnel locations with documents and collected data. The Risk Map can also generate hard copy maps of particular risks. The depiction Teams of APSARA personnel have been trained to assess and of data layers within the Risk Map will always be determined by record monumental, environmental and social data. Selected data availability. APSARA personnel have undertaken external training in ArcGIS, plus specific training in the Angkor Risk Map. This 2. Structural Risk Mapping training covered the Risk Map structure and operations, The structural risk mapping of monuments is an ongoing including generation of composite maps, how to add data program being undertaken by a specialized APSARA team or new risk layers and how to manage the Risk Map. The under the direction of expert Michel Verrot. The structural risk training demonstrated how risks are represented based on the mapping has focused on particular monuments. Hard copy data analysis of available data.

Achievements The 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.

10 Capacity Building

Outline Capacity 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.

Components management. These sessions were facilitated by the Technical The Capacity Building Program comprised: Committee and experts. The training sessions focused on 1. Technical Committee Training how integration can improve overall site management. A site management booklet for staff was developed as an outcome A select group of APSARA National Authority staff who comprise the of the Beng Mealea training and a series of recommendations Technical Committee participated in an extensive capacity building were prepared for . program and through this process have gained foundational skills in heritage management. The program delivered over 100 days of 4. Development of the Practical Manual for Site Managers: face-to-face training in three phases between 2011 and 2013. Integrated Heritage Management for Temple Complexes and Heritage Landscapes - Angkor World Heritage Area 2. Training of Pilot Project and Risk Map Teams The Manual, which has been prepared with the substantial Staff from the HMF Pilot Projects and Risk Map teams have input from the Technical Committee, provides a methodology received practical training and professional development for integrated heritage management that can be applied to through involvement in project tasks and working collaboratively temples, landscapes or multi-disciplinary projects. The Manual with the GML consultancy team. assists in coordinating the input of expertise and involvement of APSARA staff from different departments to ensure that 3. Training of Site Staff all necessary aspects are considered. It is a valuable tool for Training sessions with site staff involved in the maintenance and ongoing planning and integrated management that will help management of monuments at Angkor were held at Beng Mealea clarify and prioritize strategies and actions required to manage and Angkor Thom on the practical application of integrated site Angkor in the short and long term.

Achievements Technical 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.

11 Air Quality

Outline The 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.

Components chemical components and dust at a rate of one reading There are four components of the Air Quality Pilot Project. per second and kept for analysis. This data provides a reading of air quality averaged across a 10km radius 1. Acquisition and Installation of Equipment for from the collection location. Monitoring The APSARA Pilot Project team worked with professors 3. Data Analysis from Kanazawa University and engineers from Yanaco Data analysis has been undertaken for the vast data New Science Inc Company to acquire and install already recorded. Initial data analysis shows that NOX appropriate monitoring equipment at one location at the and NO concentrations peak twice throughout the day APSARA National Authority Offices between September between 6.00 am and 9.00am and between 5.00pm and – December 2012. The technical requirements for 7.00pm. O3 concentrations tended to peak in the middle the equipment were determined and equipment was of the day. Dust concentrations showed fluctuations installed. It was necessary to ensure that the equipment throughout the day. SO2 and NO2 measurements is protected from dust and heat. In October 2013 the expressed micro changes that do not show clear equipment was moved to a selected new location at patterns in the data collected to date. the checkpoint south of for accurate data 4. Incorporation into the Risk Map collection. The Air Quality data from late December to March 2. Data Collection 2013 was provided for incorporation into the Risk Map. Following the installation of air quality equipment in late Additional data collected will be incorporated into the 2012 data has been collected. Data was collected for five Risk Map by APSARA on an ongoing basis.

Achievements The 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.

12 Beng Mealea

Outline The 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.

Components There are six components of the Beng Mealea Pilot community members to understand what information Project. visitors wanted and inform the preparation of site interpretation. Detailed plans have been developed 1. Visitor Safety and Behaviour for the location and content of interpretation and draft Behaviour surveys in low and high season provided content has been prepared. data on the average number of tourists in a group, their 4. On-site Staff Training nationalities, the time of visits, points where visitors commonly stopped in the temple and visitor behaviour. Intensive training sessions with site staff combined with A draft visitor code and behaviour flash cards were the preparation of a manual for site staff provided tools prepared. to guide site staff in their work and build confidence in communicating with visitors. 2. Visitor Circuits 5. Risk Mapping The characteristics of visitors to Beng Mealea - including peak visitation times, common circuits and congestion Initial risk analysis has been used to elaborate proposals points - were understood through surveys. Using data for new circuits and visitor infrastructure. collected as well as site work, initial alternative circuits 6. Drainage were proposed for further analysis by risk mapping teams. Field surveys and topographic data have been used to prepare proposals for rehabilitation of Angkorian water 3. Site Interpretation systems around Beng Mealea to prevent flooding and Questionnaires were undertaken with visitors and local provide improved water management.

Achievements The 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.

13 Natural Circuit at North Baray

Outline The 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).

Components There are four components of the Natural Circuit Pilot have been developed to monitor visitor satisfaction and Project. provide suggestions for improving the tour. 1. APSARA and Project Team Support 4. Running the Business The project team of APSARA and GML members Critical aspects of business operations so far have have supported product development and community included: involvement through boat tour and nature walk a. Business Training – including basic work practices, concepts, community meetings with Phlong and Leang finance training, booking procedure, tickets and Dai, preparation of the community tour name and the email selection and foundational training of boat drivers, guides, welcome centre staff and administration teams. b. Marketing – preparation of a brochure, signage, marketing presentations, marketing meetings, a 2. Environment facebook page and development of a marketing Within the project, community members have assisted in strategy looking after the Baray and forest by collecting rubbish c. Governance and working of the community and understanding the importance of protecting natural committee values for long term sustainability. d. Infrastructure – development of jetties, welcome 3. Improving the Tour and Interpretation Delivery centres, viewpoint and swing bridge and purchase Understanding and communicating the heritage values of boats of the area by the tour guides has provided the basis e. Product Development – development of three for sharing information with visitors. This has been unique tour options showcasing the forest, local developed within four themes: the Baray, Neak Poan, traditions and the Baray. the forest and the community. Visitor feedback forms

Achievements The 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. 14 Sunset

Outline The 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 and temples.

Components There are five components of the Sunset Pilot Project. 4. Marketing Tools 1. Analysis of Alternative Sunset Options Three tools were developed to promote the ‘Best Angkor The Angkor HMF team investigated potential sunset Sunsets’: viewing locations throughout the Angkor World Heritage a. website – www.angkorsunsets.com an interactive Park and in surrounding areas. For each location, website which can be used to search for an a variety of physical and experiential aspects were appropriate sunset experience documented, including access and transport, capacity, facilities, distance and security. b. brochure – a full-colour brochure showcasing 33 sunset experiences arranged according to market 2. Identification of Tourism Market Segments segment, with simple explanation icons The Angkor tourism market was analysed and divided c. flyer – a full-colour leaflet promoting into segments that reflect different sunset experience the recently-constructed viewing platform on the expectations and requirements. These segments range east dyke of the West Baray. from large regional groups, to independent families or young travellers, as well a special interest groups or the 5. Physical Works high-end market which seeks unique experiences. Resources remaining within the Sunset Pilot Project 3. Matching Potential Experiences with Tourism budget are being allocated to the construction of new Market Segments infrastructure to support the Best Angkor Sunsets. Based on the identified attributes of particular sunset These may include car parking and associated facilities locations, short descriptions of the available experience for the West Baray viewing platform. and ambience were prepared, to align different opportunities with tourism market segments.

Achievements The 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. 15 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 7. Require each responsible APSARA department of the Heritage Management Framework to an to provide an annual report on implementation APSARA department who will be responsible of the Heritage Management Framework. for their implementation. 8. Prepare reports for the ICC-Angkor 2. Appoint appropriate technical and advisory that specifically address progress with teams to ensure the continued development implementation of the Heritage Management and implementation of all aspects of the Framework including the priority projects and Heritage Management Framework including programs identified. the Risk Map, Tourism Management Plan, Pilot Projects and Capacity Building in integrated 9. Establish a Monitoring Committee comprised site management. of APSARA staff, ICC-Angkor Ad Hoc Experts and UNESCO representatives to monitor and 3. Ensure that APSARA staff trained as part of the evaluate the implementation of the Heritage Heritage Management Framework, particularly Management Framework on an annual basis. the Technical Committee, continue to have a key role in the implementation of the Heritage 10. Identify potential sites and experiences Management Framework through the technical at Angkor where the model and methods and advisory teams. developed through the Pilot Projects undertaken as part of the Heritage 4. Require each responsible APSARA department Management Framework could be extended to review the specific strategies within each and repeated. policy area and to prepare a written plan that sets out clearly the necessary actions, tasks 11. Disseminate information on the functioning and and projects, as well as the required resources use of the Risk Map throughout all APSARA and timeline. departments and to all staff as a foundational step for the Risk Map to become a key tool in 5. Assign personnel to review and commence the decision-making at Angkor. priority projects and programs using the steps provided within the priority projects section 12. Disseminate information on the Integrated Site of the Heritage Management Framework Management Manual and prepare a training document. program for use of the Manual as the basis for management of individual temples and heritage 6. Prepare a report on the Angkor Heritage landscape precincts at Angkor. Management Framework for the World Heritage Centre in preparation for the 38th Session of the World Heritage Committee. 16 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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