2 e Periodic reporting exercise for Europe Sub-regional workshop for Central, Eastern and South-Eastern Europe Tbilissi 14 – 16 November 2012

Management of World Heritage properties Key requirement for inscription on the World heritage List (along with OUV + authenticity, integrity) Frequent requests from Committee to States Parties in reactive monitoring process to develop “management plans” or similar vehicles

Pourcentage de biens affectés par chaque principal groupe de menaces (de 2005 à 2009, de gauche à droite) SOC analysis; WHC 2009

First steps of management system requirement Management system became a necessity and have been required since years 90 –Increasing number of properties –Increase of heritage typologies’ variety –Change of scale –Decentralisation from central governement to local authorities –Growing private sector –Protection laws are not enough efficient at such scales But in Europe, very few countries took initiative

Operational guidelines – par The purpose of a management system is to ensure the effective protection of the nominated property for present and future generations. Each nominated property should have an appropriate management plan or other documented management system which must specify how the Outstanding Universal Value of a property should be preserved, preferably through participatory means.

OP : variety of management systems An effective management system depends on the type, characteristics and needs of the nominated property and its cultural and natural context. Management systems may vary according to different cultural perspectives, the resources available and other factors. They may incorporate traditional practices, existing urban or regional planning instruments, and other planning control mechanisms, both formal and informal. Impact assessments for proposed interventions are essential for all World Heritage properties.

Some principles : no unique model matching choice of planning vehicles to planning context and cultural context: complex historic city or cultural landscape? single public sector authority managing designated historic site? traditional forms of management in place? showing relations among existing planning vehicles, (whatever they are called) and how together, these ensure respect for OUV

Some principles 3 key points ensuring that management is “integrated”: co-ordination among different sectors around concern for OUV. Holistic approach ensuring management vehicles for safeguarding OUV are developed to the extent possible with the full involvement of stakeholders and those who must implement these vehicles A continuous process and not a static event

Some principles: avoiding developing planning instruments that have no authority (“management plans” without an implementing authority, sitting on a shelf somewhere) avoiding creating World Heritage site management institutions unless integrated appropriately within overall management system Link preservation to sustainable development (OP):

OP : management plan includes: a)a thorough shared understanding of the property by all stakeholders; b)a cycle of planning, implementation, monitoring, evaluation and feedback; c) the monitoring and assessment of the impacts of trends, changes, and of proposed interventions; d)the involvement of partners and stakeholders; e)the allocation of necessary resources; f)capacity-building; g)an accountable, transparent description of how the management system functions. Effective management involves a cycle of short, medium and long-term actions

Key stages for a management process 1 Getting stakeholders agreement on the approach and organise « governance » 2 Understand poperty’s values (and attributes) 3 Developing a share vision 4 Defining management objectives on the basis of diagnostic 5 Identifying actions and agreeing on the management strategy 6 Monitoring, evaluation, adaptation

Boundaries

Historic monuments – archeological sites: good experience in every country 1 Diagnostic –state of conservation, –legislation and rules, –fonction and use Identifying the threats Knowledge –Historic, archeological analysis –Scientific analysis (biology..) Protection –The monument –The surroundings

Historic monuments – archeological sites: management plan 2 Conservation/restauration –« Theoretical » choices –Methodologies –Skills identification Enhancement/education –Tools : site museum, intepretation center, publications, smartphone applications… –Educational activities –Communication

Historic monuments – archeological sites MP 3 Tourism –Capacity of charge analysis –gestion de flux de visiteurs (Zoning, circulation plan) –Evaluation prospective fréquentation) –visitors security, –visitors facilities (parkings..) –communication, marketing –Involving local communities Gouvernance, human ressources and funds Monitoring, evaluation

Historic cities

The largest heritage category on the WH list (deb 2010 : 250 sur 890 Evolution of category: From group of buildings physical objects to be protected and conserved in isolation To inhabited historic towns (OG) as places of inhabitation and social and economic activity in which individual cutural objects are recognized as components within their wider settings and human context Then Historic urban landscapes (Recommandation) a stratification of previous and current urban dynamics, with an interplay between the natural and built environment

Management of these large scale areas Authenticity, integrity –Mainly social-fonctional: –Referred to identification of the fonctions and processes on which its development over time has been based -Spatial and historical stratification Analysis of significance: complexity –Tangible and intangible, natural and cultural –Multidisciplinary –Using both professional expertise and local knowledge –= more difficult to identify « attributes », elements that constitute OUV.

Other principles for cities and cultural landscapes 1 Large number and specific quality of stakeholders –People associated with the cultural/urban landscape and economic forces are the primary stakeholders for stewardship Specific importance of governance: dialogue and agreement among stakeholders is a key for successfull management (« co-management ») Focus of management is on guiding change to retain the values and not on how to protect values

Management – Supposes that the attributes that embody value are clearly identified and reflects an understanding of the correlation between value and decision-making -Depends on economical reality -Is linked with the surroudings -Needs a global approach -and adapts to the complexity of factors that interact at heritage sites

1 Enlargement of authenticity concept From ICOMOS Venice charter 1964 To Nara Declaration 1994

Authenticity : evolution of the concept Forms Matérials Techniques context Forms Uses Fonctions Traditions Techniques Management systems Language Genius loci Intangible heritage And now? « Less is more »

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