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Notes on Capacity Building Adil M. Abdalla ICOMOS, PMI, AACE, APMG, PRINCE2, IAPLE, IFMA, MBIFM, 6 σ December 2009.

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Presentation on theme: "Notes on Capacity Building Adil M. Abdalla ICOMOS, PMI, AACE, APMG, PRINCE2, IAPLE, IFMA, MBIFM, 6 σ December 2009."— Presentation transcript:

1 Notes on Capacity Building Adil M. Abdalla ICOMOS, PMI, AACE, APMG, PRINCE2, IAPLE, IFMA, MBIFM, 6 σ December 2009

2 Tangible Heritage Management Contents 2 Cultural Governance FrameworkFramework ImplementationsImplementations Working Papers

3 Tangible Heritage Management Cultural Governance 3 Put (The Monument) on Intl Heritage Map; Aligning both Capacity & Resources to Best Practices Put (The Monument) on Intl Heritage Map; Aligning both Capacity & Resources to Best Practices Create the Adequate Agency to provide Governance, Implementation & Presentation of (The Monument) Quality as Backbone, Governance as Guidance, Knowledge as Tools and CSR as Incubator Emphasis on Integrated Planning of Resources, Contractors, Beneficiaries and End-users VisionVision MissionMission PoliciesPolicies ObjectivesObjectives Sophisticated Communications Management

4 Tangible Heritage Management Cultural Governance 4 Revitalization is a Profit-Generating endeavor Revitalization is an element of Socio Economic Development Heritage Revitalization is a Global Concern & Interest Quality & Compliance are critical for Worldly Appreciation Knowledge is Global as Standards are Universal

5 Tangible Heritage Management Cultural Governance 5 Bureaucracy Seizes Creativity Disintegrated Planning Unintentional Chauvinism Limited Resources Unfortunate Communications Administration falls short from National or Public Interests Substantial Cost Center with Deformed Authorization Disagreeable Approaches by Knowledge & Info Blockage Disagreeable Approaches by Knowledge & Info Blockage Poor Planning of Operations; Disappoints Intl Support Poor Planning of Operations; Disappoints Intl Support Isolated Performance Locally & Internationally Isolated Performance Locally & Internationally EnterprisingEnterprising One Stop Shop LeadershipLeadership ProjectizationProjectization OutsourcingOutsourcing

6 Tangible Heritage Management Cultural Governance 6 1.Policy preparation and monitoring - performance; 2. Intervene in the administrative process; 3. Advice and support if required. 1.Policy preparation and monitoring - performance; 2. Intervene in the administrative process; 3. Advice and support if required. Cultural Governance Code 1.Driving cultural institutions; 2.Internal monitoring; 3.Accountability 1.Driving cultural institutions; 2.Internal monitoring; 3.Accountability Administrative Process 1.Prepare policy; 2.Establish policies and 3.Implement policies. 1.Prepare policy; 2.Establish policies and 3.Implement policies. Supervisory Process In the cultural sector three management models used: 1.The Board-of-control model; 2.The Executive Board + model; 3.Governance model.

7 Tangible Heritage Management Cultural Governance 7 Setting out a transition process, an organization should ask itself questions, such as: Inside-Collective: What is our identity and purpose? What are our communal values and worldviews? What are those of our main stakeholders? Inside-Individual: Are our people motivated to change? What are each values, treats, attitudes, knowledge and skills? Outside-Individual: What added value can we provide? To whom? At what costs? Outside-Collective: What are our life conditions? What are the societal circumstances? Our major challenges and corporate risks? What about the market in which we function? Setting out a transition process, an organization should ask itself questions, such as: Inside-Collective: What is our identity and purpose? What are our communal values and worldviews? What are those of our main stakeholders? Inside-Individual: Are our people motivated to change? What are each values, treats, attitudes, knowledge and skills? Outside-Individual: What added value can we provide? To whom? At what costs? Outside-Collective: What are our life conditions? What are the societal circumstances? Our major challenges and corporate risks? What about the market in which we function?

8 Tangible Heritage Management Cultural Governance 8 InterventionIntervention SupportSupport RegulationsRegulations ICOMOS ICCROM UNESCO Regional Org. ICOM Intl Programs AKF WHC Various NGOs

9 Tangible Heritage Management Cultural Governance 9 Sustainable Community Human Development Small Business Enterprising Self-Policing & Emergency Localization of Welfare Loyalty & Pride Changing Mind-set Economic Upgrade Peoples Partnership Communal Solidarity

10 Tangible Heritage Management Cultural Governance 10

11 Tangible Heritage Management Contents 11 Cultural Governance FrameworkFramework ImplementationsImplementations Working Papers

12 Local SIG is a Special Interest Group; which is an NGO; which is delegated and authorized to manage a particular heritage locality on behalf of the Gov Agency Local SIGs Local SIGs Tangible Heritage Management Framework 12 Strategy Programs Actions National ICOMOS Committee National ICOMOS Committee National Agency National Agency National Government Science & Research Centers

13 Tangible Heritage Management Framework 13 Tangible Heritage WHC World Heritage Center WHC World Heritage Center Oral Traditions & Expressions Intangible Heritage Performing Arts Social Practices, Rituals & Festive Events Social Practices, Rituals & Festive Events Cultural Properties Natural Properties Mixed Properties Knowledge & Practices on Nature & Universe Knowledge & Practices on Nature & Universe Traditional Craftsmanship

14 Proprietary Regulatory Implementations National Scientific Committees Public Ownership Inscriptions & Listing Research Mgmt Private Ownership KC & Communications Interventions Mgmt Mixed Ownership Permissions Presentations Mgmt Planning & Monitoring Maintenance Mgmt National Agency for Tangible Heritage Management National Agency for Tangible Heritage Management Tangible Heritage Management Framework 14 The Government

15 Tangible Heritage Management Framework 15

16 Tangible Heritage Management Contents 16 Cultural Governance FrameworkFramework ImplementationsImplementations Working Papers

17 Developing Passionate Consensus into Formal Workable Platform Tangible Heritage Management Implementations 17 A Community A Monument Enlightened Campaigners Communal Consensus Formal Authorization From Concerned Gov Agency Formal Authorization From Concerned Gov Agency General Assembly of SIG Heritage Management Procedures MaintenanceMaintenance UtilizationsUtilizations InterventionsInterventions DocumentationDocumentation

18 Tangible Heritage Management Implementations 18 Manager Records & Documentation Legal Consoler Manager Finance & Fund-Raising Technical Manager Communications Manager Communications Manager Director Operations Administration Manager ChairmanChairman Managing Director Board Of Directors Board General Assembly of SIG

19 Public Society (SIG) for Preservation & Management of The Monument Public Society (SIG) for Preservation & Management of The Monument GovernmentDepartmentsGovernmentDepartmentsPrograms & Activities Programs Tangible Heritage Management Implementations 19 General Assembly Managing Director Media, Education, Local Affairs, Religious Affairs, etc NGO, Home, Judiciary, Public Audit, etc. Municipality, Town Hall, County, Province, etc. ProprietaryAuthorizationProprietaryAuthorization Financial Authorization MediaAuthorizationMediaAuthorization Antiquities, Culture, Tourism, etc AntiquitiesAuthorizationAntiquitiesAuthorization Home, Interior, Security, Media, Foreign Affairs, etc CommunicationsAuthorizationCommunicationsAuthorization Private or Public Campaigns & Festivals Private or Public Campaigns & Festivals Management of Financial Resources & Fund-raising Site Control, Preservation, Display & Management Listing, Publishing and Management of Visitors Campaigning, Interaction with Local & Intl Agencies

20 Tangible Heritage Management Implementations 20 SIG Operations Manager Records & Documentation Administration Manager Manager Finance & Fund-Raising Technical Manager Communications Manager Communications Manager Proprietary, Permissions & Documents House Utilities & Management House Utilities & Management Treasury, Book-Keeping and Accountancy Treasury, Book-Keeping and Accountancy Manage Formal Consent of Executions Gov. Relations and Coordination Chronicles and History Chronicles and History Manage Administrative Procurement Co-Signatory of Financial Documents Manage Technical Procurements Intl Relations and Coordination Scientific Cooperation and Internship HR, Facilities and Storage Management HR, Facilities and Storage Management Financial Operations Approve Technical Deliverables Media Cooperation and Campaigns Assist in Communications Quality Assurance and Control Quality Assurance and Control Assist in Fund-raising Operations Assist in Fund-raising Operations Plan Technical Requirements and Performance Awareness Campaigns and Festivals Record & Documentation Authority Administration Authority Authority on Formal Financial Statements Authority on Technical Performance Formal Updates and Press Releases

21 Tangible Heritage Management Implementations 21

22 Tangible Heritage Management Contents 22 Cultural Governance FrameworkFramework ImplementationsImplementations Working Papers

23 Tangible Heritage Management Working Papers 23 The Art of Governance Public administration has evolved into an extraordinarily complex form of governance employing traditional bureaucracy, quasi-government public organizations, and collaborative networks of nongovernmental organizations. Analyzing and improving government performancea matter of increasing concern to citizens, elected officials, and managers of the organizations themselveshas in turn become a much more fraught undertaking. Understanding the new complexities calls for new research approaches. The development of democracy in the Underdeveloped World does not always pay sufficient attention to the cultural foundations of political and social life. Concepts of the person, time, memory, and relationship need to be considered as vital elements of the political cultures of these countries. Against that background, it may be possible to suggest elements of constitutional and legal organization that are more in keeping with cultural orientations, rather than supposing that the imposition of Western constitutional forms will necessarily suit local needs. Accountability is made on the plans, activities and finances of the institution. The accountability to the various stakeholders and can be shaped into a well-worded report. The Art of Governance Public administration has evolved into an extraordinarily complex form of governance employing traditional bureaucracy, quasi-government public organizations, and collaborative networks of nongovernmental organizations. Analyzing and improving government performancea matter of increasing concern to citizens, elected officials, and managers of the organizations themselveshas in turn become a much more fraught undertaking. Understanding the new complexities calls for new research approaches. The development of democracy in the Underdeveloped World does not always pay sufficient attention to the cultural foundations of political and social life. Concepts of the person, time, memory, and relationship need to be considered as vital elements of the political cultures of these countries. Against that background, it may be possible to suggest elements of constitutional and legal organization that are more in keeping with cultural orientations, rather than supposing that the imposition of Western constitutional forms will necessarily suit local needs. Accountability is made on the plans, activities and finances of the institution. The accountability to the various stakeholders and can be shaped into a well-worded report.

24 Tangible Heritage Management Working Papers 24 The Cultural Heritage The legacy of physical and intangible attributes of the past of a group or society that are selected from the past, and inherited, maintained in the present and bestowed for the benefit of future generations. What is considered cultural heritage by one generation may be rejected by the next generation, only to be revived by a succeeding generation. Physical or "tangible cultural heritage" includes buildings and historic places, monuments, artifacts, etc., that are considered worthy of preservation for the future. These include objects significant to the archaeology, architecture, science or technology of a specific culture. Heritage can also include cultural landscapes (natural features that may have cultural attributes) Recently heritage practitioners have moved from classifying heritage as natural as man has intervened in the shaping of nature in the past four million years. Significant was the Convention Concerning the Protection of World Cultural and Natural Heritage that was adopted by the General Conference of UNESCO in As of 2008, there are 878 World Heritage Sites: 678 cultural, 174 natural, and 26 mixed properties, in 145 countries. Each of these sites is considered important to the international community. There are more than 29 Charters, Conventions, Declarations, Agreements and Treaties that govern the inscriptions on Cultural Heritage, and adequate means for protection, rehabilitation and use. In addition, Formal World Heritage List, and Heritage in Danger List, are critical tools in the process to align and develop international cooperation. The Cultural Heritage The legacy of physical and intangible attributes of the past of a group or society that are selected from the past, and inherited, maintained in the present and bestowed for the benefit of future generations. What is considered cultural heritage by one generation may be rejected by the next generation, only to be revived by a succeeding generation. Physical or "tangible cultural heritage" includes buildings and historic places, monuments, artifacts, etc., that are considered worthy of preservation for the future. These include objects significant to the archaeology, architecture, science or technology of a specific culture. Heritage can also include cultural landscapes (natural features that may have cultural attributes) Recently heritage practitioners have moved from classifying heritage as natural as man has intervened in the shaping of nature in the past four million years. Significant was the Convention Concerning the Protection of World Cultural and Natural Heritage that was adopted by the General Conference of UNESCO in As of 2008, there are 878 World Heritage Sites: 678 cultural, 174 natural, and 26 mixed properties, in 145 countries. Each of these sites is considered important to the international community. There are more than 29 Charters, Conventions, Declarations, Agreements and Treaties that govern the inscriptions on Cultural Heritage, and adequate means for protection, rehabilitation and use. In addition, Formal World Heritage List, and Heritage in Danger List, are critical tools in the process to align and develop international cooperation.

25 Tangible Heritage Management Working Papers 25 International Council on Monuments and Sites ICOMOS The International Council on Monuments and Sites is an association of professionals that currently brings together approximately 9500 members throughout the world. ICOMOS works for the conservation and protection of cultural heritage places. It is the only global non-government organization of this kind, which is dedicated to promoting the application of theory, methodology, and scientific techniques to the conservation of the architectural and archaeological heritage. Its work is based on the principles enshrined in the 1964 International Charter on the Conservation and Restoration of Monuments and Sites (the Venice Charter). ICOMOS is a network of experts that benefits from the interdisciplinary exchange of its members, among which are architects, historians, archaeologists, art historians, geographers, anthropologists, engineers and town planners. The members of ICOMOS contribute to improving the preservation of heritage, the standards and the techniques for each type of cultural heritage property : buildings, historic cities, cultural landscapes and archaeological sites International Council on Monuments and Sites ICOMOS The International Council on Monuments and Sites is an association of professionals that currently brings together approximately 9500 members throughout the world. ICOMOS works for the conservation and protection of cultural heritage places. It is the only global non-government organization of this kind, which is dedicated to promoting the application of theory, methodology, and scientific techniques to the conservation of the architectural and archaeological heritage. Its work is based on the principles enshrined in the 1964 International Charter on the Conservation and Restoration of Monuments and Sites (the Venice Charter). ICOMOS is a network of experts that benefits from the interdisciplinary exchange of its members, among which are architects, historians, archaeologists, art historians, geographers, anthropologists, engineers and town planners. The members of ICOMOS contribute to improving the preservation of heritage, the standards and the techniques for each type of cultural heritage property : buildings, historic cities, cultural landscapes and archaeological sites

26 Tangible Heritage Management Working Papers 26 ICOMOS - The Criteria for Selection To be included on the World Heritage List, sites must be of outstanding universal value and meet at least one out of ten selection criteria. These criteria are explained in the Operational Guidelines for the Implementation of the World Heritage Convention which, besides the text of the Convention, is the main working tool on World Heritage. The criteria are regularly revised by the Committee to reflect the evolution of the World Heritage concept itself. ICOMOS - The Criteria for Selection To be included on the World Heritage List, sites must be of outstanding universal value and meet at least one out of ten selection criteria. These criteria are explained in the Operational Guidelines for the Implementation of the World Heritage Convention which, besides the text of the Convention, is the main working tool on World Heritage. The criteria are regularly revised by the Committee to reflect the evolution of the World Heritage concept itself. ii To represent a masterpiece of human creative genius; iiii To exhibit an important interchange of human values, over a span of time or within a cultural area of the world, on developments in architecture or technology, monumental arts, town-planning or landscape design; iiiiii To bear a unique or at least exceptional testimony to a cultural tradition or to a civilization which is living or which has disappeared; iviv To be an outstanding example of a type of building, architectural or technological ensemble or landscape which illustrates (a) significant stage(s) in human history; vv To be an outstanding example of a traditional human settlement, land-use, or sea-use which is representative of a culture (or cultures), or human interaction with the environment especially when it has become vulnerable under the impact of irreversible change;

27 Tangible Heritage Management Working Papers 27 Until the end of 2004, World Heritage sites were selected on the basis of six cultural and four natural criteria. With the adoption of the revised Operational Guidelines for the Implementation of the World Heritage Convention, only one set of ten criteria exists. The protection, management, authenticity and integrity of properties are also important considerations. Since 1992 significant interactions between people and the natural environment have been recognized as cultural landscapes. Until the end of 2004, World Heritage sites were selected on the basis of six cultural and four natural criteria. With the adoption of the revised Operational Guidelines for the Implementation of the World Heritage Convention, only one set of ten criteria exists. The protection, management, authenticity and integrity of properties are also important considerations. Since 1992 significant interactions between people and the natural environment have been recognized as cultural landscapes. viivii to contain superlative natural phenomena or areas of exceptional natural beauty and aesthetic importance; viiiviii to be outstanding examples representing major stages of earth's history, including the record of life, significant on-going geological processes in the development of landforms, or significant geomorphic or physiographic features; ixix to be outstanding examples representing significant on-going ecological and biological processes in the evolution and development of terrestrial, fresh water, coastal and marine ecosystems and communities of plants and animals; xx to contain the most important and significant natural habitats for in-situ conservation of biological diversity, including those containing threatened species of outstanding universal value from the point of view of science or conservation. vivi to be directly or tangibly associated with events or living traditions, with ideas, or with beliefs, with artistic and literary works of outstanding universal significance. (The Committee considers that this criterion should preferably be used in conjunction with other criteria);

28 Tangible Heritage Management Working Papers 28 Inscribed Sudanese Properties Date of Inscription: 2003 Criteria: (i)(ii)(iii)(iv)(vi) Property : ha Buffer zone: ha Northern state, province of Meroe N E Ref: 1073(i)(ii)(iii)(iv)(vi) Justification for Inscription Criteria i, ii, iii and iv: The pyramids and tombs, being also part of the special desert border landscape, on the banks of the Nile, are unique in their typology and technique. The remains are the testimony to an ancient important culture which existed and flourished in this region only. Criterion (vi): Since antiquity the hill of Gebel Barkal has been strongly associated with religious traditions and local folklore. For this reason, the largest temples (Amon Temple for example) were built at the foot of the hill and are still considered by the local people as sacred places. Inscribed Sudanese Properties Date of Inscription: 2003 Criteria: (i)(ii)(iii)(iv)(vi) Property : ha Buffer zone: ha Northern state, province of Meroe N E Ref: 1073(i)(ii)(iii)(iv)(vi) Justification for Inscription Criteria i, ii, iii and iv: The pyramids and tombs, being also part of the special desert border landscape, on the banks of the Nile, are unique in their typology and technique. The remains are the testimony to an ancient important culture which existed and flourished in this region only. Criterion (vi): Since antiquity the hill of Gebel Barkal has been strongly associated with religious traditions and local folklore. For this reason, the largest temples (Amon Temple for example) were built at the foot of the hill and are still considered by the local people as sacred places.

29 Tangible Heritage Management Working Papers 29 Failed Sudanese Properties for Inscription Dinder National Park (28/09/2004) Kerma (01/09/1994) Old Dongola (01/09/1994) Sanganeb National Park (28/09/2004) Suakin (01/09/1994) The Island of Meroe (31/08/2004) Wadi Howar National Park (28/09/2004) Failed Sudanese Properties for Inscription Dinder National Park (28/09/2004) Kerma (01/09/1994) Old Dongola (01/09/1994) Sanganeb National Park (28/09/2004) Suakin (01/09/1994) The Island of Meroe (31/08/2004) Wadi Howar National Park (28/09/2004)

30 Tangible Heritage Management Working Papers 30 Failed Sudanese Properties for Inscription Dinder National Park (28/09/2004) Kerma (01/09/1994) Old Dongola (01/09/1994) Sanganeb National Park (28/09/2004) Suakin (01/09/1994) The Island of Meroe (31/08/2004) Wadi Howar National Park (28/09/2004) Failed Sudanese Properties for Inscription Dinder National Park (28/09/2004) Kerma (01/09/1994) Old Dongola (01/09/1994) Sanganeb National Park (28/09/2004) Suakin (01/09/1994) The Island of Meroe (31/08/2004) Wadi Howar National Park (28/09/2004)

31 Tangible Heritage Management Working Papers 31 The first step a country must take is to make an inventory' of its important natural and cultural heritage sites located within its boundaries. This inventory' is known as the Tentative List, and provides a forecast of the properties that a State Party may decide to submit for inscription in the next five to ten years and which may be updated at any time. It is an important step since the World Heritage Committee cannot consider a nomination for inscription on the World Heritage List unless the property has already been included on the State Party's Tentative List. By preparing a Tentative List and selecting sites from it, a State Party can plan when to present a nomination file. The World Heritage Centre offers advice and assistance to the State Party in preparing this file, which needs to be as exhaustive as possible, making sure the necessary documentation and maps are included. The nomination is submitted to the World Heritage Centre for review and to check it is complete. Once a nomination file is complete the World Heritage Centre sends it to the appropriate Advisory Bodies for evaluation. A nominated property is independently evaluated by two Advisory Bodies mandated by the World Heritage Convention: the International Council on Monuments and Sites (ICOMOS) and the World Conservation Union (IUCN), which respectively provide the World Heritage Committee with evaluations of the cultural and natural sites nominated. The third Advisory Body is the International Centre for the Study of the Preservation and Restoration of Cultural Property (ICCROM), an intergovernmental organization which provides the Committee with expert advice on conservation of cultural sites, as well as on training activities. Once a site has been nominated and evaluated, it is up to the intergovernmental World Heritage Committee to make the final decision on its inscription. Once a year, the Committee meets to decide which sites will be inscribed on the World Heritage List. It can also defer its decision and request further information on sites from the States Parties. To be included on the World Heritage List, sites must be of outstanding universal value and meet at least one out of ten selection criteria. These criteria are explained in the Operational Guidelines for the Implementation of the World Heritage Convention which, besides the text of the Convention, is the main working tool on World Heritage. The criteria are regularly revised by the Committee to reflect the evolution of the World Heritage concept itself. -1- Tentative List -1- Tentative List -2- The Nomination File -2- The Nomination File -3- The Advisory Bodies -3- The Advisory Bodies -4- The World Heritage Committee -4- The World Heritage Committee -5- The Criteria for Selection -5- The Criteria for Selection

32 AssociationAssociation Tangible Heritage Management Working Papers 32 (NAME)SIG/NGO/Charity/NPO(NAME)SIG/NGO/Charity/NPO BoardBoard Lawful Set-up Authorization To Perform Authorization To Perform Memorandum of Association Negotiate Gov Agencies Negotiate Gov Agencies Defined Jurisdictions General Assembly (2) Assembly Representatives (2) Assembly Representatives Assembly Chosen (2) Public Figures (2) Gov. Agency Representative Managing Director Exec. Director Operations Chairmanship Public Figure OperationsOperations Manager Records & Documentation Administration Manager Administration Manager Manager Finance & Fund-Raising Legal Counselor Technical Manager Communications Manager Communications Manager

33 Tangible Heritage Management Working Papers 33 Site & Buildings Records Master Development Plan Quality Management System Project Management Service Operations Management Scientific Surveys & Documentations Associated with Scientific Researches Macro & Micro National Integrated Planning Macro & Micro National Integrated Planning Reliability & Usability Archived Documentations Reliability & Usability Archived Documentations Outsourced and Accredited Design & Construction Activities Outsourced and Accredited Design & Construction Activities Integrated Management Of End-use & End-users Integrated Management Of End-use & End-users

34 Tangible Heritage Management Working Papers 34 Detailed Records Archive Syndrome Technical Assessment & Analysis Technical Naively Complex Protect, Restore Or Refurbish Protect, Restore Or Refurbish Presentation & Public Use Presentation Poor Utilization 1- Documentation 2- Diagnose 3- Intervention 4- Presentation Isolated Planning

35 Tangible Heritage Management Working Papers 35 Presentation & Public Use Presentation QualityManagementQualityManagement InterventionActivitiesInterventionActivities GoverningBodyGoverningBody IntegratedPlanningIntegratedPlanning InstitutionalAwarenessInstitutionalAwareness 1 Realizing 1 Realizing 2 Modeling 2 Modeling 3 Authorizing 3 Authorizing 4 Planning 4 Planning 5 Controlling 5 Controlling 6 Operating 6 Operating Value for Money Sustainability Projectization Agency Global Culture


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