2nd meeting wh periodic reporting reflection year monitoring indicators for cultural world heritage...
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2nd meeting WH Periodic Reporting Reflection Year
Monitoring Indicators for Cultural World Heritage sites
ICOMOS Discussion points
2nd meeting WH Periodic Reporting Reflection Year
Periodic Reporting Process
• Periodic Reporting for Europe & North America has highlighted the need to:– monitor progress and changes over time in WHSs
• In the Guidance for Part II of the Periodic Reporting process, the main aim is said to be:– … “to obtain an assessment of whether the World
Heritage value(s) for which a property was inscribed on the World Heritage list is(are) maintained over time.’
•
2nd meeting WH Periodic Reporting Reflection Year
New Operational Guidelines
‘common elements of an effective management system could include ….a cycle of planning, implementation, monitoring, evaluation and feedback”
And asks State Parties to include in nominations:– “key indicators proposed to measure and assess the
state of conservation of the property, the factors affecting it, conservation measures at the property,
2nd meeting WH Periodic Reporting Reflection Year
Sites are inscribed on the WH list if they:• Are of OUV• Have a Statement of OUV• Have Authenticity and Integrity• Have a Management Plan or Management
System that:– Identifies threats & vulnerabilities– Puts in place processes to:
• Sustain OUV• Monitor & evaluate success in sustaining OUV
2nd meeting WH Periodic Reporting Reflection Year
What needs Monitoring
• Monitoring is needed to show if OUV is being sustained
• To monitor OUV we therefore need to monitor management processes to see how successful they are
2nd meeting WH Periodic Reporting Reflection Year
Cultural WHSs
• Sites are living evolving places
• Management is part of daily practice
• Carried out by a wide range of stakeholders
• Often with no overall management system
• Collaborative or traditional management set out in a Management Plan
2nd meeting WH Periodic Reporting Reflection Year
• For some cultural sites there are a few clear management objectives related to projects– Where there is a defined output and timescale
• e.g. major conservation projects
• Construction of visitor facilities
• For majority of cultural sites• Mangement challenges are related to managing
change on a daily basis• Dont know what threat may arrive tomorrow• Need to have responsive management
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Managing change:
• Involves multiple stakeholders
• Plethora of smallscale projects
• Decisions to guide direction of change– Avoid unwanted consequences– Deliver optimum benefits
• Through responsive processes
2nd meeting WH Periodic Reporting Reflection Year
Action plans in Management plans for cultural sites often include:
• Production of strategies e.g.– Visitor management– Risk preparedness– Tall buildings– Use of local materials– Training of craft skills
2nd meeting WH Periodic Reporting Reflection Year
• Management processes are the key to successful conservation
• Management Plan often identifies those processes– Whether traditonal or modern management
• In order to deliver sustainable managementnt – Where heritage underpins development– Where opportunities can be taken
2nd meeting WH Periodic Reporting Reflection Year
• Where things go wrong
• Often because lack of process to deal with threats
• Threats may be related to complex socio-economic systems
• Need to set site into wider context
• Manage interaction with its setting
2nd meeting WH Periodic Reporting Reflection Year
Invovlement of stakeholders is essential in most cultural sites
• Includes local communites
• May include indigenous populations
• Young people
• Should be multi-disciplinary
2nd meeting WH Periodic Reporting Reflection Year
Management needs to be related to knowledge
• Of OUV
• How this is related to tangible attributes
• Of processes that drive the site
• Of people involved in it
• Of intangible values
2nd meeting WH Periodic Reporting Reflection Year
Monitoring
• For living, developing, cultural sites
• Monitoring needs to be on-going & responsive
• Monitoring that reports impacts of change – positive, negative, neutral – valuable
• More valuable are ways of showing how successful management has steered things in right direction
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• Cultural sites more complex than many natural sites– Where there are clear objectives to be acheived
over time– Success can be tracked by managers who have
some direct control over the process
• Limitations of ‘tracking’ process – activites relating to people, local communities,
visitors, management planning
• All of these relate to cultural sites
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Careful to avoid to simple objectives in order to have measurable indicators
• Can have sites where fabric is well managed– No involvement of local communities– Threats to setting– Erosion of sense of place– Lack of benfits to locals– Heritage seen as stopping development
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IndicatorsMost cultural sites
• Managed locally
• Within a national protective framework
• Both of these need to be in place
• Need indicators for both
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Monitoring IndicatorsQuantative• National protective framework• Basic data – similar to natural sites
Qualitative• Success of local responsive management
• Measuring process not the product• The product - sustaining OUV
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Qualitative Indicators
• Such indicators have not yet been developed
• Three site managers in the UK are curtrently working on this
• Will set out what indicators need to address
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Qualitative Indicators• Pre-conditions for good management:
– People– Values– Knowledge
• Sustainable management processes
• Clear agreement on shared benefits
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People:
• Management structure
• Collaborative arrangements
• How are stakeholders involved
• Local communities
• Indigenous people
• Young people
• Professional advice: expertise
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Values:
• Articulating OUV
• What it relates to on the site– Tangible– Intangible
• Other values
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Knowledge:
• Context for management – wider environment• Inventories• Conservation records• Traditional skills• Know-how• Oral knowledge/traditions
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Sustainable management:
• Decison making processes– National support
• Supportive strategies• Harnessing opportunties• Conservation & preventative conservation
processes• Fostering development• Deal with threats
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Sustainable management:
• Overall strategies
• Involvement of major external funding agencies
• Resources
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Benefits:
Sustaining OUV can bring direct and indirect benefits
To local communities, visitors etc
• Who benefits
• How do they benefit
• Who chooses
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Monitoring Indicators for Cultural WHSs
Quantative: Suite of indicators – some pre-filled
Qualitative: People 7 Values 4 Knowledge 6 Sustainable management 9 Benefits 2 Total: 28
2nd meeting WH Periodic Reporting Reflection Year
Thank You!
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