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General Coordinators and Editors of the Petra IMP

Ms. Giorgia Cesaro, UNESCO Amman OfficeMs. Aylin Orbasli, UNESCO Consultant

Technical Team

Eng. Tahani Al Salhi, Petra Archaeological ParkMr. Ibrahim Farajat, Petra Archaeological ParkMrs. Hanadi Al Taher, Department of AntiquitiesMr. Hussam Hijazeen, Department of Antiquities

Secretariat

Ms. Areej Farajat, Petra Archaeological ParkEng. Shatha Mubaideen, Department of AntiquitiesMs. Zaha Akroush, UNESCO Amman Office

INTEGRATED MANAGEMENT PLAN

Petra World Heritage Site

2019

PETRA WORLD HERITAGE SITE INTEGRATED MANAGEMENT PLAN 6

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Foreword by Minister of Tourism and Antiquities

The Hashemite Kingdom of Jordan is endowed with an exceptional variety of archaeological sites, spanning the entire history of human presence in the region. Many of these sites have an Outstanding Universal Value, as recognized by the inscription of five of them in the UNESCO World Heritage List.

Petra was inscribed on the UNESCO World Heritage List in 1985, in light of its extraordinary rock-cut architecture and advanced water distribution and storage systems which are a testimony to the Nabataean civilization that populated the site during Hellenistic times.

The Ministry of Tourism and Antiquities and the Department of Antiquities (DoA), as signatories of the World Heritage Convention, ensure the protection and adequate management of Jordan’s World Heritage sites.

In the case of a complex site like Petra, an integrated approach to heritage management and planning is required. The Integrated Management Plan perfectly addresses this need by proposing a sustainable and participatory approach to heritage preservation, while ensuring successful tourism and local community engagement.

It is a great pleasure to present the finalized Integrated Management Plan for the World Heritage Site of Petra, which is the result of a thoroughly participatory process that engaged a diverse number of stakeholders over a total duration of four years.

It echoes the commitment of the Government of Jordan to protect such precious heritage sites, preserving them for future generations. I am grateful to Department of Antiquities team and the Petra Development and Tourism Region Authority that have been a key part of the core project team. I would also like to acknowledge the efforts of the many stakeholders, local community groups and academics that have participated in this process.

This Integrated Management Plan is now an operational tool in the hands of the Ministry, the Department of Antiquities and the PDTRA. Its implementation and follow-up will ensure the ongoing preservation of this unique site.

H.E. Majd Mohammed ShweikehMinister of Tourism and Antiquities

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Foreword by Chief Commissioner of Petra Development and Tourism Region Authority

The Petra Integrated Management Plan represents the culmination of a long-term partnership between the UNESCO Amman office, the Petra Development and Tourism Region Authority (PDTRA) and the Department of Antiquities of Jordan (DoA) for the preservation of the World Heritage Site of Petra.

Since 2015, the PDTRA has partnered with UNESCO and the DoA working towards the development of an Integrated Management Plan for the property. This participatory and consultative process initially began with the elaboration of a road map for the identification of possible shortfalls in previous planning initiatives and progressed to encompass the development of the plan.

For the first time in the history of the World Heritage Site of Petra, the development of a management plan saw the participation of several stakeholders, ranging from the local community to academia and the Government, using an inclusive consultative process.The choice of an integrated, sustainable and participatory approach to heritage preservation ensured the success of the initiative, as it merged the often differing requirements of tourism at the site, local community engagement and heritage conservation.

The PDTRA will now lead the implementation of the Plan over the coming years, in accordance with the action plan designed. Capitalizing on the joint efforts of different parties, PDTRA employees will be able to implement the Plan in accordance with its key policies, building a strong sense of ownership.The PDTRA is committed to protecting the unique World Heritage Site of Petra while ensuring tourists enjoy its marvels and safeguarding the livelihoods of the local community. It is with great pleasure that we present the finalized Integrated Management Plan for the World Heritage Site of Petra.

H.E. Dr Suleiman FarajatChief Commissioner, Petra Development and Tourism Region Authority

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Foreword by UNESCO Representative to Jordan

A management plan represents a fundamental tool to inform management policies that enhance the protection of World Heritage sites, developed during the process leading to the inscription of a property on the World Heritage List.

Petra was inscribed in the UNESCO World Heritage List in 1985, in light of its extraordinary rock-cut architecture and advanced water distribution and storage systems; a testimony to the Nabataean civilization that populated the site during Hellenistic times. Over the years, four management initiatives were developed but did not receive Government endorsement.

The UNESCO Amman office welcomed the request of the Department of Antiquities (DoA) of Jordan to work on the development of a new management plan for the site following to an urgent World Heritage Committee decision for the preservation of the property. A four-year process was then initiated in the framework of the specialized technical assistance provided by UNESCO to the national authorities for the implementation of the World Heritage Convention, ratified by Jordan in 1975. Under the auspices of UNESCO Amman office and in full coordination with the Petra Development and Tourism Region Authority (PDTRA) and the DoA, the process started in mid-2015 with the preparation of a Road Map document identifying gaps in previous management planning strategies and continued during the period between 2016-2018 with the development of the Integrated Management Plan.

Building on previous planning initiatives, most notably the 1994 UNESCO Management Plan, the objective of the Petra Integrated Management Plan (IMP) is the protection of the World Heritage Site and its Outstanding Universal Value in accordance with international good practice and guidance and by continuing to realize the potential of the site to serve tourism, as well as economic and social development of the PDTRA Region and its communities.

To serve the complexity of a site as diverse as Petra and ensure the local ownership of the plan, an integrated, sustainable and participatory approach was applied in an effort to engage the participation of several stakeholders, ranging from the local community to academia and the Government, using an inclusive consultative process.

The Petra IMP is rooted within the broader context of the 2030 Agenda for Sustainable Development, and specifically integrates concerns for environmental sustainability, resource management, and local economic and social development as part of all 95 policies.

It is a great pleasure to present the finalized Integrated Management Plan for the World Heritage Site of Petra and turn it over to the national and local authorities that will guide its implementation over the next five years, in line with the action plan agreed upon that seeks to ensure full national ownership.

Ms Costanza FarinaHead of Office and UNESCO Representative to Jordan

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ContentsList of maps 12List of figures 13List of abbreviations 15

SECTION 1: INTRODUCTION 1.1 Introduction 19 1.2 Authorship 19 1.3 Aims of the Integrated Management Plan 21 1.4 Remit of the Integrated Management Plan 21 1.5 Background 21 1.5.1 The 1968 US National Parks Service Masterplan 22 1.5.2 The 1994 UNESCO Management Plan 22 1.5.3 The 1996 US/ICOMOS Management Analysis and Recommendation 23 1.5.4 The 2000 National Parks Service Operating Plan 23 1.5.5 The PDTRA Strategic Master Plan (2011) 23 1.5.6 The 2012 Conservation Pan and 2014 Conservation Action Plan 23 1.6 Overview of methodology 25

SECTION 2: DESCRIPTION AND DOCUMENTATION 2.1 General description and site boundaries 27 2.1.1 Geographic location 27 2.1.2 Site boundaries 27 2.2 Geology, hydrology and climate 27 2.2.1 Overview 27 2.2.2 Data sources 30 2.3 History 30 2.3.1 Brief summary 30 2.3.2 Data sources 35 2.4 Landscape and natural environment 35 2.4.1 Overview 35 2.4.2 Data sources 37 2.5 Social and economic context 38 2.5.1 Overview 38 2.5.2 Data sources 39

SECTION 3: SIGNIFICANCE AND VALUES 3.1 Statement of Outstanding Universal Value 41 3.1.1 Brief synthesis 41 3.1.2 Criteria for inscription 41 3.2 Values associated with the sites 42 3.2.1 Cultural historical value 42 3.2.2 Artistic/aesthetic value 42 3.2.3 Research value 42 3.2.4 Intangible values 43 3.2.5 Landscape and setting values 43 3.2.6 Natural and biodiversity values 43


3.2.7 Social and communal values 44 3.2.8 Education value 44 3.2.9 Economic value 44

SECTION 4: MANAGEMENT CONTEXT 4.1 Ownership and management 47 4.1.1 Ownership and responsibility 47 4.1.2 Legal status 47 4.2 Planning, Land-use and infrastructure 49 4.2.1 Overview 49 4.2.2 Data sources 50 4.3 Excavations and Archaeological investigation 51 4.3.1 Overview 51 4.3.2 Data sources 52 4.4 Heritage Conservation 53 4.4.1 Overview 53 4.4.2 Data sources 53 4.5 Visitor facilities 57 4.5.1 Overview 57 4.5.2 Recent developments 58 4.5.3 References 59 4.6 Tourism 61 4.6.1 Overview 4.6.2 References

SECTION 5: MANAGEMENT ANALYSIS 5.1 Existing good practice and opportunities 63 5.2 High priority issues 69 5.2.1 Identification of issues 69 5.2.2 Issues related to the management of the site 69 5.2.3 Issues of a highly critical nature 69 5.3 Priority issues 71 5.3.1 Issues related to archaeology 71 5.3.2 Issues related to heritage protection and conservation 71 5.3.3 Issues related to visitor management 73 5.3.4 Issues related to presentation and interpretation 73 5.3.5 Issues related to tourism 73 5.3.6 Issues related to the natural environment and nature conservation 74 5.3.7 Issues related to infrastructure 75 5.3.8 Issues related to planning and land-use 75 5.3.9 Issues related to the local community 75 5.4 Overall risk appraisal 76

SECTION 6: APPROACH AND OBJECTIVES 6.1 Developing a shared vision 79 6.2 Management approach 79 6.3 Management structure 80 6.4 Management platforms 81 6.5 UN Sustainable Development Goals 81

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6.6 Format of the Integrated Management Plan 88 6.6.1 GIS platform linked up databases 88 6.6.2 The Action Plan 88 6.6.3 Web based access 88

SECTION 7: MANAGEMENT POLICIES 7.1 Management framework and categories 89 A) Critical tools and actions 94 B) Priority and urgent action 98 C) Actions that enhance good practice 109 D) Essential actions 123 E) Necessary (not urgent) actions 153 F) Actions that support long term sustainability 170

SECTION 8: PROJECT PROFILES 8.1 Overview 184 8.2 Potential project profiles 185 8.2.1 Risk Management Plan 185 8.2.2 Storage/Research Centre 186 8.2.3 Conservation Centre 187 8.2.4 Awareness programme 189 8.2.5 Interpretation material package 191 8.2.6 Sustainable Destination accreditation 192

APPENDIX 1: SELECTED BIBLIOGRAPHY & RESOURCES 198

APPENDIX 2: METHODOLOGICAL APPROACH A2.1 Overview of methodology 203 A2.1.1Management planning as a process 202 A2.1.2 Principles adopted 202 A2.2 Literature review and background information 203 A2.3 Stakeholder analysis 203 A2.3.1 Identification of stakeholders 203 A2.3.2 Stakeholder map 204 A2.4 Stakeholder engagement 205 A2.4.1 Advisory groups (forum) 205 A2.4.2 The cyclical consultation structure 206 A2.4.3 Cyclical forum meetings 208 A2.5 Capacity building 210 A2.6 Sustainability 210

APPENDIX 3: PARTICIPANTS A3.1 Steering Committee 214 A3.2 Advisory Groups 214


List of maps

Map 1.1. Location of Petra and surrounding areas (base maps Bing Maps © 2018)

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Map 2.1 The official boundary map of the World Heritage Site 28Map 2.2 Maps showing major monuments and site features as accessed

through Wadi Musa (base maps Bing Maps © 2018)32

Map 2.4 Map showing all the paths within the site (source: DoA) 36Map 2.5 Map showing the Beidah area and the entrance to Siq Al Barid (Little

Petra) (base maps Bing Maps © 2018)36

Map 4.1 The two settlements of Wadi Musa and Umm Sayhoun are in close proximity to the site. Wadi Musa is expanding with a growing population and an increase in tourism services (base map Google Earth © 2018)

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Map 4.2 The dispersal of visitors across the site based on research carried out by Farajat (2011) (base map Bing Maps © 2018, graphics Aylin Orbasli)

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List of figures

Figure 1.1. Improved conditions and the regulation of horses is just one example of previous management recommendations that have been put into place (Aylin Orbasli, 2015)

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Figure 1.2 A number of conservation studies that monitored the rate of weathering of the sandstone led to a management decision to stop visitor access to the theatre and inside the Treasury building (Aylin Orbasli, 2016)

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Figure 1.3 As in many sites, for many decades the management challenges at Petra WHS have revolved around monument conservation and human interactions (Aylin Orbasli, 2016)

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Figure 2.1 Flashfloods in the Treasury (Al Khazneh) courtyard (© UNESCO Amman Office / Giorgia Cesaro, 2013)

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Figure 2.2 The Bronze Age settlement of Umm Saysaban is one of the many historic layers that make up Petra (Aylin Orbasli, 2015)

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Figure 2.3 Amongst some of the monuments from the Nabataean Era at Petra are the rock-cut tombs referred to as the Royal Tombs at the heart of the site (above) and others such as the Roman Soldier Tomb complex located further afield (Aylin Orbasli 2018 and 2015)

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Figure 2.4 The biodiversity, natural setting and agricultural uses of the surrounding areas are highly significant to the protection of the site (Aylin Orbasli, 2015)

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Figure 2.5 For the local communities of the surrounding areas, the site is an economic opportunity realised in a number of ways, including allocation of retail points, like these allocated to the Ammarin in Siq Al Barid (Aylin Orbasli, 2015)

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Figure 3.1 The Monastery embodies many of the sites values including historical, architectural and aesthetic values, landscape values linked to its unique setting, geological and hydrological values linked to the Nabataean water systems that form part of the historic complex and which were the subject of an international research project, and local economic values for the operators of the cafe (Aylin Orbasli, 2015)

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Figure 4.1 Stone conservation was undertaken as part of the German funded CARCIP project (Aylin Orbasli, 2006)

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Figure 4.2 The conservation of the wall paintings and plaster in Siq al-Barid was a collaborative project overseen by PNT (Aylin Orbasli, 2015)

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Figure 4.3 The Petra Guest House Hotel, originally constructed in the 1960s is now in the core zone of the World Heritage Site and incorporates a Nabataean era tomb (Aylin Orbasli, 2015)

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Figure 4.4 Designed kiosks and unlicensed stalls located side by side near the Byzantine Church. The servicing of facilities generate additional pressures on the site (Aylin Orbasli, 2018)

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Figure 4.5 A number of community trails have been repaired and made safe for visitors, but still require local guides to navigate (Aylin Orbasli, 2015)

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Figure 5.1 The most recent work undertaken at the Temple of the Winged Lions by ACOR/SCHEP has involved the consolidation, restoration and protection of previously excavated areas through a work programme that has specifically engaged in training local community members (Aylin Orbasli, 2018)

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Figure 5.2 Signs prepared by the Care for Petra Campaign inform visitors about good conduct on the site (left), trails are shown on a map outside the visitor centre which includes levels of difficulty (right) Aylin Orbasli, 2015)

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Figure 5.3 The Umm Sayhoun Community Centre provides vital resources and training, especially for women in the local community

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Figure 5.4 The UNESCO Siq Stability Project has developed a good preventative methodology and monitoring system for risks associated with rock falls (© UNESCO Amman Office / Nadir Daoud, 2018)

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Figure 5.5 The recently re-opened Hyatt Zaman hotel in Taibeh is built into restored village houses and provides employment to locals as well as an outlet for local pottery and crafts in its shop (Aylin Orbasli, 2018)

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Figure 5.6 The locations used for the storage of archaeological finds, including caves are highly inappropriate for the storage of such material (Aylin Orbasli, 2015)

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Figure 5.7 The increasing number of donkeys on the site are damaging to the historic paving, whilst visitors rarely consider animal welfare or the potential for accidents (left). Stones chipped from the site are being sold in unregulated stalls (right) (Aylin Orbasli, 2018)

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Figure 5.8 Salt damage, often a result of ground water fluctuations, is a regular occurrence, as seen at the Temple of the Winged Lions (left) and the Colonnaded Road (right) where damage to the stone has been further exacerbated by inappropriate cementitious mortar repairs (Aylin Orbasli, 2018)

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Figure 5.9 There are wide range of interpretation panels across the site and only few are part of a coordinated interpretive scheme. Exposure to the elements and vandalism, especially in remote areas, is a common problem (Aylin Orbasli, 2015, 2018)

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Figure A2.1 The stakeholder map prepared by the Technical Team 206Figure A2.2 The consultation process 207


Figure A2.3 The various Advisory Groups (forum) met in Amman (above) and in Petra, and also undertook site visits (below)

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Figure A2.4 Each cycle of Advisory Group meetings concluded with a round table meeting of all the chairs and members of the Steering Committee

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Figure A2.5 The process is repeated as many times as necessary and can also serve as an advisory mechanism when the management plan is being implemented

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Figure A2.6 Sample from ‘what works’ working document 212Figure A2.7 Sample from ‘issues’ working document for the subject of archaeology

with issues categorised in terms of risks and priorities213

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List of Abbreviations

ACOR American Centre for Oriental ResearchADAJ Annals of the Department of AntiquitiesCBRL Centre for British Research in the LevantCulTech CulTech for Heritage and ConservationDoA Department of Antiquities EIA Environmental Impact AssessmentFAO Food and Agriculture Organisation of the United NationsGJU German Jordanian UniversityGPIA German Protestant Institute of ArchaeologyGTZ German Corporation for Technical Cooperation (GIZ since 2011)HbTC Hussein bin Talal CollegeHIA Heritage Impact AssessmentICCROM International Centre for the Study of the Preservation and Restoration of Cultural PropertyICOMOS International Council on Monuments and SitesIFPO Institut Français du Proche-OrientIUCN International Union for Conservation of Nature JICA Japan International Cooperation AgencyJordanGBC Jordan Green Building CouncilJTB Jordan Tourism BoardMoTA Ministry of Tourism and Antiquities NGO Non-governmental OrganisationOUV Outstanding Universal Value PAP Petra Archaeological ParkPDTRA Petra Development and Tourism Region AuthorityPNT Petra National TrustRSCN Royal Society for the Conservation of NatureSDG Sustainable Development Goals (United Nations)SMP Strategic Master PlanUNDP United Nations Development Programme UNEP United Nations Environment ProgrammeUNESCO United Nations Educational, Scientific and Cultural OrganisationUN-Habitat United Nations Human Settlements Programme USAID United States Agency for International DevelopmentWAJ Water Authority of JordanWorldGBC World Green Building CouncilWHC World Heritage CentreWHS World Heritage Site

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PART 1~

THE SITE & CONTEXT

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SECTION 1

INTRODUCTION

1.1 Introduction

This Petra World Heritage Site Integrated Management Plan was prepared under the auspices of UNESCO Amman Office at the request of the Jordan Department of Antiquities in the framework of the specialized technical assistance provided by UNESCO to the national authorities for the implementation of the World Heritage Convention, ratified by Jordan in 1975, and responding to the most urgent World Heritage Committee decisions for the preservation of the site. The process started in mid-2015 with the preparation of a Road Map document that identified gaps on previous management planning strategies and continued in the period 2016-2018 with the development of the Integrated Management Plan.

Petra was inscribed as a World Heritage Site in 1985 and has been the subject of a number of master plans, management plans and operational plans starting from 1968. None of these plans were fully endorsed or operational and the site continues to face a number of challenges also attested by the State of Conservation reports submitted to UNESCO.

The need for a workable management plan was specifically expressed in the World Heritage decision 37 COM 7B.50, 4, b where the State Party was required to “develop a comprehensive Management Plan for the property, building on previous documents and ensuring synergies with existing planning initiatives; ensure official endorsement of existing plans (e.g. Operational Priorities Plan 2010-2015 or the Strategic Master Plan 2011-2030) by the governing bodies; submit all completed plans related to the conservation and management of the property for review by the World Heritage Centre and the Advisory Bodies, and undertake the necessary adoption process to ensure their effective enforcement”.

1.2 Authorship

The Integrated Management Plan was coordinated by Ms Giorgia Cesaro at the UNESCO Amman office and Dr Aylin Orbasli, an independent consultant. A technical team specifically established for this project included Mrs Hanadi Taher, Mr Hussam Hijazeen (Department of Antiquities) and Mrs Tahani Al Salhi and Ibrahim Farajat (PDTRA/Petra Archaeological Park). In addition Shatha Mubaideen (DoA), Areej Farajat (PDTRA/PAP) and Zaha Akroush (UNESCO Amman Office) provided administrative support. This document has been prepared by Dr Aylin Orbasli and Ms Giorgia Cesaro at the UNESCO Amman office.

The preparation of the Integrated Management Plan was overseen by a Steering Committee consisting of the Director General of Antiquities, Dr Monther Jamhawi, the Chief Commissioner of the Petra Development and Tourism Regional Authority (PDTRA), Dr Mohammad Nawafleh and the Commissioner for the Petra Archaeological Park, Dr Emad Hijazeen (until May 2017). The final endorsement of the Integrated Management Plan was achieved under a new Board of Commissioners and Chief Commissioner of PDTRA, Dr. Suleiman Farajat, and Deputy


MAP 1.1 Location of Petra and surrounding areas (base maps Bing Maps © 2018)

Beidah

Umm Sayhoun

Wadi Musa

Taibeh

Rajef

PETRA

Wadi Araba

PETRA

Gulf of Aqaba

Dead Sea

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Chief Commissioner of Petra Archaeological Park and Tourism Affairs Eng. Majed Hasanat. For the duration of the project the Steering Committee was chaired by the director of the UNESCO Amman Office Mrs Costanza Farina. 1.3 Objectives of the Integrated Management Plan

Petra is recognised as a rich but fragile eco-system of historic sites and monuments, geology, biodiversity and communities that are highly interdependent for their survival. The objectives of the Integrated Management Plan are to:

1. Protect the Petra World Heritage Site and its Outstanding Universal Value in accordance with international good practice and guidance.

2. Enhance the experience of visitors engaging with Petra and its surrounding areas.

3. Continue to realise the potential of the site to serve the tourism, economic and social develop-ment of the PDTRA Region and its communities.

4. Encourage wider appreciation and understanding of the site, its uniqueness and fragility by its local communities, visitors to the site, nationally and internationally.

5. Introduce measures and management practices that reduce the adverse impacts of site opera-tions and associated visitor functions on the cultural and natural environment.

The Integrated Management Plan has been developed within the context of the 2030 Agenda for Sustainable Development, and specifically integrates concerns for environmental sustainability, resource management, and local economic and social development.

1.4 Remit of the Integrated Management Plan

The primary remit of this Integrated Management Plan is the Petra Archaeological Park World Heritage Site and its buffer zone (Map 2.2). In addition, the management plan considers areas or issues that influence the site or are directly influenced by the site and/or activities taking place at the site (Map 1.1).

The key stakeholders responsible for implementing the Petra WHS Integrated Management Plan will be the Petra Development and Tourism Region Authority (PDTRA) with Petra Archaeological Park (PAP) and The Department of Antiquities (DoA).

1.5 Background

Although none of the master, management or conservation plans prepared for the site were formally endorsed, they provide useful documentary evidence that this management plan builds on. Combined with more specific data held in a number of technical reports there is a reasonably good dataset of information on Petra. These plans are briefly summarised below.

1.5.1 The 1968 US National Parks Service MasterplanThis is the first plan produced for the site and probably one of the first comprehensive plans in the format that is now recognised as a management plan for an archaeological site. It significantly provides some of the early benchmarks for the condition of the site and also starts to document a wide range of information ranging beyond archaeology such as geology and local socio economic conditions. This plan laid the foundations for Petra to become a national park.

SECTION 1 INTRODUCTION


The plan also highlights the longevity of some issues that continue to be challenges in today’s park management, including threats to natural assets, exposure and decay of archaeological material, theft of antiquities and emergence of hotels and visitor infrastructure.

1.5.2 The 1994 UNESCO Management PlanThis management plan is the first comprehensive management plan prepared for the site and follows the site’s inscription as a World Heritage Site in 1985. The plan adopts a values-based approach that remains recognisable today. The growing nature of tourism is clearly recognised and incorporated into the objectives. The key recommendation of the plan is that an independent park authority is formed, which was realised when the Petra Archaeological Park (PAP) was established in 2007.

Issues highlighted in this management plan continue to concern the level and quality of conservation works, lack of local capacity in most respects of managing the park, ongoing looting, growing unease of local communities and conflicts of interest, the unethical conduct of some of the tour guides1, the impact of horses on the site and to the visitor experience. The urgent need for better flood control in the wadi systems and the uncontrolled development of hotels and of Wadi Musa are flagged as major concerns and risk factors. Overall this is a very detailed plan that over 20 years later holds good baseline data that is utilised as a baseline for the present integrated management plan.

1 UNESCO (coordinated by B. Lane and B. Bousquet).1994. Petra National Park Management Plan (main report, annexes and synthesis), chapter 5.4.5.B, page 106.

FIGURE 1.1 Improved conditions and the regulation of horses is just one example of previous management recommendations that have been put into place

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1.5.3 The 1996 US/ICOMOS Management Analysis and RecommendationsThis document also utilises a values-based approach and supported of the recommendation to create a Petra National Park with clearly delineated boundaries and a dedicated management agency.

This report’s recommendations highlight other growing concerns, such as a discord and limited management effectiveness due to a lack of coordination between the various authorities operating on the site (including the police), the absence of an authority overseeing the operation of visitor services, including hotels and other services in Wadi Musa and authorisations for private sector operators in the park. The recommendations also call for the recognition of the site as a cultural landscape to protect key view points from being obliterated by construction.

1.5.4 The 2000 National Parks Service Operating PlanReferred to as the Operational Plan, this is a comprehensive three volume plan prepared by the US National Parks Service. The plan is comprehensive in content, but a reluctance to implement it is attributed to the limited participation of some key stakeholders in the process. Issues identified in the plan include management constrains due to limited staffing, ongoing and often unmonitored deterioration of stone, conflicts between locals and officials noted at the time and low rates of visitor satisfaction. Much of this is attributed to a lack of management cohesion and the presence of too many autonomous divisions in the decision making processes affecting the site.

This plan was linked to the formation of Petra Archaeological Park (PAP). The first volume of the report includes a series of operating procedures, some of which are very specific and detailed. Although the plan was never systematically implemented, some of the guidance, such as on events or licensing, has formed the basis for guidelines used by PAP authorities.

1.5.5 The PDTRA Strategic Master Plan (2011)The Strategic Master Plan (SMP) was prepared for the areas of PDTRA that fall outside of the boundaries of PAP. Nonetheless, the recommendations of the plan are likely to impact on the setting and visual site lines of PAP and movement to and from the site. In some places the SMP makes recommendations for uses within the buffer zone that could potentially impact on the significance of the site. Ultimately the asset that drives PDTRA is the archaeological site so it is difficult to delineate an operational master plan for the region from the park.

The SMP is based on a substantial research base and also provides a good body of baseline data, some of it being of direct relevance to the site. The master plan stage has been followed up by land-use studies for each of the towns/ settlements that surround the site. A number of investment projects have also arisen from this process, but these do not appear to be part of a holistic approach to sustainable land uses in the area surrounding PAP.

1.5.6 The 2012 Conservation Plan and 2014 Conservation Action Plan The Conservation Plan was prepared by local consultants CulTech and later adapted into a Conservation Action Plan as part of the USAID Jordan Tourism Development Project III (Siyaha). The plan is organised in a similar fashion to a management plan and identifies a vision (environmentally integrated management of cultural and natural resources), issues, risks and recommendations for actions. These cover a broad range including tourism segments (and expansion of), carrying capacity and quality of the visitor service.


A number of the issues raised relate to the local economic activity such as the speeding horses and carriages and unattended donkeys that are a serious hazard to tourists; and the disruption caused by the concessions impacting on the environment and ultimately the visitor experience, the use of caves for storage, noisy generators, and the visual impact of some facilities. The report also draws attention to the poor level of infrastructure including waste management, power generation, above ground water pipes in what is in effect difficult terrain to navigate for such things.

FIGURE 1.2 A number of conservation studies that monitored the rate of weathering of the sandstone led to a management decision to stop visitor access to the theatre and inside the Treasury building

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1.6 Overview of methodology

These successive plans cover many of the management aspects of the site and hold within them substantial baseline data. Combined with more specific data held in a number of technical reports they represent a good dataset of information on the site that has also informed this management plan.

This Integrated Management Plan was preceded by a Road Map phase of work in 2015, where an overview of previous plans and extensive consultation with key stakeholders and interest groups, helped define the way forward. At this stage a wide range of stakeholders and expertise base that would need to be consulted in the process were identified.

The management planning process adopted an integrated and participatory approach as the most appropriate means of addressing the complexities of the site, its significant size and stakeholder base alongside the range of disciplinary inputs that were required. The management planning process specifically adopted a process of working closely with local entities and making use of local resources as a means of strengthening organisational allegiances and building capacity to implement the Integrated Management Plan.

Participation in the process was achieved through the formation of 14 thematic groups (forum) that brought together key stakeholders, interest groups and professionals together through cyclical cycles of working meetings. Integration across areas of interest and disciplines were achieved through overlapping issues being discussed by more than one group, the participation of members of the technical team at all the meetings, a number of stakeholders participating in more than one group and most critically through round table discussions at the end of each consultation cycle attended by the chairpersons of each group and members of the Steering Committee. This enabled a continuous cycle of reporting and the resolution of cross-cutting issues. A more detailed description of the methodology and the participatory process adopted is described in Appendix 2.

Local communities, who are an integral part of the site and dependent on it economically, were consulted through representatives in the group on ‘Communities’ as well as the groups on ‘Education’ and ‘Tourism’. The team also met with various local groups and individuals regularly throughout the process,

The management planning process was conducted over an 18 month period between July 2016 and December 2017, with a further five month period for additional consultation with a new Commissioners Board at PDTRA and completion of the final version of the Integrated Management Plan and accompanying Action Plan in 2018. The endorsement of the Petra Integrated Management Plan is planned to happen in September 2019.


FIGURE 1.3 As in many sites, for many decades the management challenges at Petra WHS have revolved around monument conservation and human interactions

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SECTION 2

DESCRIPTION AND DOCUMENTATION

The 1994 UNESCO Management Plan is taken as the baseline for a general description of the site. This information is only summarised here, but additional information and research that has been generated in the intervening period is listed and where such information supersedes the 1994 data this is also noted.

Reference is also made to the Operating Plan of 2000 prepared by the United States National Park Service, especially in terms of guidance and policy areas that are referred to by PAP in the operation of the site.

2.1 General description and site boundaries

2.1.1 Geographic locationSituated between the Red Sea and the Dead Sea and inhabited since prehistoric times, the rock-cut capital city of the Nabataeans, became during Hellenistic and Roman times a major caravan centre for the incense of Arabia, the silks of China and the spices of India, a crossroads between Arabia, Egypt and Syria-Phoenicia. Petra is half-built, half-carved into the rock, and is surrounded by mountains riddled with passages and gorges. An ingenious water management system allowed extensive settlement of an essentially arid area during the Nabataean, Roman and Byzantine periods. It is one of the world’s richest and largest archaeological sites set in a dominating red sandstone landscape (http://whc.unesco.org/en/list/326).

2.1.2 Site boundariesThe site boundaries are shown on the map overleaf. A 2015 review of the boundaries by UNESCO Amman Office ensured that more remote points are also now recorded and mapped and the WHS boundaries are clearly identified on maps and marked on the ground.

2.2 Geology, hydrology and climate

2.2.1 OverviewIn geological terms the landscape of Petra is the outcome of a collapse in the Rift Valley some four million years ago. It is at the heart of a mountainous desert, with routes cut through the mountain with deep clefts or siqs, The significance of the site lies in the way man has shaped and utilised this landscape over millennia.

The Cambrian sandstone Paleozoic age appears in a number of different colours depending on its mineral content, the rose red which is often used to describe the site being Umm Ishrin sandstone. The spectacular colour banding reflecting the mineral content and known as Liesegang banding, adds to the geological character of the site and the monuments.


MAP 2.1 The official boundary map of the World Heritage Site

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The present day village of Umm Sayhun was originally one of the sandstone quarries used during the Nabataean period. Petra sandstone is not of great quality as a building material, especially if compared to limestones or granite used elsewhere in the classical world. Nonetheless, sandstone is an easy material to carve. To the east is cretaceous limestone, and limestone used in the site is likely to have come from Wadi Musa. Geotechnical issues linked to rock formations increase the seismic vulnerability of the region.

Petra is characterised by both water scarcity (need to harvest) and water abundance (flooding). The Nabataeans notably built a perennial stream system to provide water all year round in a hot climate and to reduce the effects of flash flooding, and turning Petra into an artificial oasis.

Although dry for much of the year, rainfall over an average 20-day period a year and the steep incline of land from the Al Shara Mountains down to the low plains of Wadi Araba presents a serious flood risk. The dry river beds with near-vertical sides increase risks to people and to monuments at times of heavy rainfall. Furthermore the most risky time for flooding between November and March is also a busy time for tourism. A very severe flood in 1963 flood, described as a 1 in 100 year event left severe silt deposits in the basin, and another major flood in 1991 flooded the basin area including Qasr Al Bint. Flash flooding continues to represent a major risk for the site with most recent floods in April 2018 leading to the emergency evacuation of thousands of visitors at short notice.

SECTION 2 DESCRIPTION AND DOCUMENTATION

FIGURE 2.1 Flash flooding is a regular occurrence in Petra and a major threat to visitor safety as well as the protection of the monuments


2.2.2 Data sources1994 Management Plan baseline 1.3 Hydrology and water resource1.4 Geology4.2.5 Water and its relationship to the City Petra4.2.6 Nabataean hydrological systems5.2.3 Immediate conservation needs (Nabataean hydrological works: Aqueduct, Wadi Mudhlim retaining wall, Garden Triclinium)5.3 Natural resources management 6.3 Impact assessments

1994 Management Plan recommendations8.1.1 Rock hewn tombs (conservation)8.1.3 Conservation of Nabataean hydrological works8.6.5 Water resource and erosion control

2000 Operating Plan policiesVolume 2, Policy area 4:4.6 Water resource management4.8 Geological resource management

Recent studies2011 ATC Consultants, The Strategic Masterplan for Petra Region2014 UN Habitat, Mainstreaming Biodiversity into Tourism Development in Jordan, Preliminary Phase Comprehensive Technical Final Report & Annexes

2.3 History

2.3.1 Brief summaryPetra’s strategic location at the heart of ancient trade routes and it’s secluded and therefore defensible nature within narrow gorges and sandstone valleys made it a point of continuous settlement since prehistory. It was a passing point for the Silk Road trade coming from the East and the Incense Road from Souther Arabia heading to the port of Gaza and the Mediterranean to the north and the Nile Delta to the west. In historical reference it is known as the land of the Edomites, also mentioned in the Bible. The population were nomads and traders connecting the ancient empires of Mesopotamia and Ancient Egypt, Southern Arabia and the Mediterranean basin.

The over 200,000 year occupation is evident through the survival of archaeological remains from the different periods of occupation. Of the earliest settlements, the Middle and Upper Paleolithic and Epipaleolithic are well represented in the Petra area, with some evidence also of Lower Paleolithic settlement. Much of the Paleolithic finds to date have been in the Sabra area and Beidha. Beidha alongside Ba’ja and Shakaret Musei’ed are where most Neolithic settlement sites have been identified to date.

Copper mines that significantly contributed to the wealth of The Kingdom of Solomon and up into the Islamic era were first opened in the Chalcolithic Period. A Bronze Age settlement dating to 3000BC has been discovered at Al-Saddeh. The Iron Age also signals the Edomite presence at the area with notable remains found at Um al-Biyarah. A series of high level ‘eagle’s nest’ fortifications were used by the Edomites to guard their territories and trade routes.

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Petra is best known for the Nabataeans, who were responsible for building many of the much visited monuments and structures at the site. The full extent of the Nabataean settlements is not known, but includes farms and settlement areas beyond the basin as well as complex hydrological systems to maximise the use of water and protect low lying areas from the ravages of flash flooding.

Key Nabataean monuments at the site include Bab al-Siq, the Siq, Al Khazne (Treasury), the Outer Siq and the Theatre, the Royal Tombs cut into the rock faces, the Royal Palace, Temple of the Winged Lions, the Great Temple, the Temenos Gate, Qasr al-Bint and various other public building, private houses and civic spaces that made up what was the city centre area in the Basin. Further afield are the sites of Al-Habis, Wadi Siyagh, Um al-Biyara, Wadi Farasa and the Roman Soldier Tomb Ensemble, Wadi Mataha and the Dorotheos House, Wadi Turkmeniya and the Turkmeniya Tomb, the High Place of Sacrifice (Jabal al-Madhbah), the High Places on Jabal al-Khutba and Jabal al-Deir where the rock cut temple, Al-Deir (Monastery), is located. Other Nabataean monuments include monumental staircases alongside smaller settlements such as at Siq al-Barid with some well-preserved painted caves, and agricultural settlements such as those at Sleisel, Sabra and Ba’ja.

A number of the Nabataean monuments were continued to be used and expanded during the Roman period, including the Theatre. Other monuments from this period include the Colonnade Street, Nymphaeum, Markets built into the slopes of the hillside, the Temenos Gate, the Tomb of Sextius Florentinus and the domestic complex of Al-Zantur. Although known as a period of decline, early Christian and Byzantine occupation continued at the site and has been the focus of some more recent studies.


FIGURE 2.2 The Bronze Age settlement of Umm Saysaban is one of the many historic layers that make up Petra


MAP 2.2 Maps showing major monuments and site features as accessed through Wadi Musa (base maps Bing Maps © 2018)

OVERVIEW

BASIN AREA

BASIN

CENTRAL AREA

SIQ

MAIN ENTRANCE

Back road

Temple of the Winged Lions

Byzantine church

Qasr Al-Bint

Great Temple

Visitor centreToiletsRestaurantCafe and kiosksHealth centreTrails

Back road exit point

Trail to Monastery/ Ad-Deir

Colonnaded Street

Nymphaeum

Temenos Gate

Trail to Monastery/ Ad-Deir

Al-Khubtha trail

TREASURY/ AL-KHAZNEH

High Pace of Sactifice trail

Wadi Al-Farasa

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ENTRANCE & SIQ

CENTRAL AREA

High Place of Sacrifice

Theatre

New museum

Visitor centre

Coach park

Stables for horses

Entrance

Obelisk tomb

Bab al-Siq

Siq

Treasury/ Al-Khazneh

Hotel


Street of facades

Royal Tombs

Palace Tomb

Urn Tomb

Trail to High Place of Sacrifice Al-Khubtha

view point

Corinthian Tomb

Al-Khub-tha trail


FIGURE 2.3 Amongst some of the monuments from the Nabataean Era at Petra are the rock-cut tombs referred to as the Royal Tombs at the heart of the site (above) and others such as the Roman Soldier Tomb complex located further afield

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The Islamic period is also not fully researched, including the Ottoman period (1516-1918). The character of occupation during this period is believed to be a mixture of settled rural and pastoral nomadic tribes, a pattern common to much of the inland areas of the Arabian Peninsula during this time. Two Islamic era forts are those at Wu’eira and Al-Habis (Al-Aswit), known to have been visited by Sultan Baybars in 1276.

2.3.2 Data sources1994 Management Plan baseline 4.2 Cultural values4.2.2 Historical periods of occupation4.2.3 ‘Greater Petra’ in Nabataean times4.2.4 Principal sites and monuments4.2.5 Water and its relationship to the City Petra4.2.6 Nabataean hydrological systems

Research documentationThere is a comprehensive body of literature on the history of the site dating back over a century and continuing to be added to by the various research institutions and individuals researching the site, its environs and historical context. The library at DoA is another important resource including as a depository of reports and the Annals of the Department of Antiquities (ADAJ).

These documents or references to them are currently being compiled in a comprehensive electronic bibliography. An extensive bibliography of academic sources on Petra can also be found on the Brown University Petra Archaeological Project website: http://proteus.brown.edu/bupap/8501

2.4 Landscape and natural environment

2.4.1 OverviewAlthough the rich natural environmental attributes of the site have always been recognised, it is several recent studies that are beginning to link the biodiversity values with the cultural values of the site. The 1968 Masterplan for example lists the flora and fauna typical to the area. This is expanded in the 1994 UNESCO Management Plan, although the management recommendations are too dependent on substantial staffing increases.

A 2014 project initiated by UN Habitat and UNDP, Mainstreaming Biodiversity Conservation in Tourism Sector Development in Jordan, aims to build awareness and planning capacity at regional level; improve enforcement and engage in community relations at protected area level; and find ways in which to integrate eco- and biodiversity tourism with tourism industry generally. Petra is one of three regions selected for the initiative that includes the establishment of a Building Biodiversity Information Management System (BIMS).

Studies undertaken by UN Habitat as part of this initiative have not only helped to identify the biodiversity values of the site, but also highlighted threats such as loss of species, direct damage to vegetation and plant species in the park, damage to ecology arising from development and infrastructure projects, increased waste, and changing land use practices.

Rapid urban growth and increasing visitor numbers also place pressure on natural resources, water extraction and waste discharge, which are not sufficiently supported by existing infrastructure.



MAP 2.4 Map showing all the paths within the site (source: DoA)

14/01/2019, 19)11Bing Maps - Directions, trip planning, traffic cameras & more

Page 1 of 1https://www.bing.com/maps/

Notes

© 2018 DigitalGlobe, ©CNES (2018) Distribution Airbus DS© 2018 DigitalGlobe, ©CNES (2018) Distribution Airbus DS

1000 feet1000 feet 250 m250 m

Siq Al Barid (Little Petra

Beidah village

Amarine Camp

Visitor entrance

MAP 2.5 Map showing the Beidah area and the entrance to Siq Al Barid (Little Petra) (base maps Bing Maps © 2018)

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2.4.2 Data sources1994 Management Plan baseline 2 Bio-ecological environment3.4 Farming systems and production systems4.3 Natural values5.3 Natural resources management

1994 Management Plan recommendations8.2 Conservation of biodiversity and natural habitat8.6.2 Agriculture8.6.3 Livestock and grazing management8.6.6 Forest management and vegetation re-instatement

2000 Operating Plan policiesVolume 2, Policy area 4Natural resource management (flora and fauna) concentrates on establishing a management system and the restoration of natural systems. 4.2.2 Need for further studies4.3.1 Biosphere reserves (designation)

Other sources2011 ATC Consultants, The Strategic Masterplan for Petra Region2014 UN Habitat, Mainstreaming Biodiversity into Tourism Development in Jordan, Preliminary Phase Comprehensive Technical Final Report & Annexes 2014 UNDP/ GEF, Mainstreaming Biodiversity Conservation in Tourism Sector Development in Jordan: project inception phase report2014 PNT Biodiversity study

FIGURE 2.4 The biodiversity, natural setting and agricultural uses of the surrounding areas are highly significant to the protection of the site



In the case of the protection and conservation of the site’s natural resources, the 2014 UN Habitat report and subsequent work being carried out by UNDP will be taken as the key baseline studies for guidance.

2.5 Social and economic context

2.5.1 OverviewSix different tribes form the community located around the site. In the immediate surroundings of the site are the Ammarin in Beidha, the B’dul in Umm Sayhoun and the Lyathneh in Wadi Musa. Farming was traditionally the main source of income for many of these communities, though joining the army (especially for the Ammarin) is also seen as a viable source of income. A growing tourist interest in Petra, and associated employment opportunities, has seen a shift in focus, especially in Wadi Musa to growing dependence on the site as a source of income.

The site is of high significance for the Bdul tribe, who lived in the site and was engaged in subsistence farming, herding goats and sheep, donkeys and camels. Over time, members of the tribe started to work as labourers on the excavations while others scavenged artifacts to sell to tourists, alongside running soft drink shacks.

In the early 1980s the B’dul were moved out of the site in a joint undertaking of the Ministries of Tourism and Antiquities and Agriculture and placed in the settlement of Umm Sayhoun2. Not only were the B’dul placed on Lyathneh lands, but the move was not accompanied by farming projects. Today the size of the settlement is not big enough to accommodate the growing population and the need for expansion. Some of the community were given licenses to operate at the site which continues to the present day. However, this excludes the informal traders, who are mainly women and children._________2 UNESCO (coordinated by B. Lane and B. Bousquet). 1994. Petra National Park Management Plan (main report, annexes and synthesis), chapter 5.4.5.B, page 75-76.

FIGURE 2.5 For the local communities of the surrounding areas, the site is an economic opportunity realised in a number of ways, including allocation of retail points, like these allocated to the Amarine in Siq Al Barid

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A 2007 Siyaha study estimated that 70% of the district’s inhabitants had become dependent on the tourism sector. For Umm Sayhoun this is predominantly income from the donkeys and camels, but the local capacity to informally make a living out of tourism is reaching saturation. Historic rivalries over land and resources amongst the tribes has extended to the access to benefits from tourism. Women are under-represented in the tourism economy as well, and often limited to craft production for cultural/traditional reasons. Recent community initiatives including the Umm Sayhoun community development centre and the Care for Petra campaign have been directly addressing some of the key issues related to the local community.

2.5.2 Data sources1994 Management Plan baseline3.1 Demography, social and administrative data3.2 Land tenure3.3 Land use3.4 Farming 4.4 Socio-Anthropological values4.5.2 Petra Identity and concept of site

8.4.3 Handicraft development (recommendation)

2000 Operating Plan policiesVolume 2: policy area 2Land tenure and land use, land ownership and access to lands for traditional uses such as grazing [largely superseded by Strategic Masterplan] 5.3.4.2.6 Land use and ethnographic value5.3.4.3 Ethnographic resources5.3.4.3.3 Research of ethnographic and anthropological nature

Other sources of information1985 Bienkowski, P., ‘New Caves for Old: Bedouin Architecture in Petra’, World Archaeology, Vol 17 No 2, pp. 149-160.2001 Bienkowski, P. and Van der Steen, E., ‘Tribes, Trade and Towns: A new framework for the Late Iron Age in Southern Jordan and the Negev’, Bulletin of the American Schools of Oriental Research, No 323, pp. 21-47.Temple of the Winged Lions Cultural Resource Management Initiative2016 CBRL ‘The Deep Past as a Social Asset in the Levant’ projectare just some examples amongst a growing body of studies, including in Arabic.


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SECTION 3

SIGNIFICANCE AND VALUES

3.1 Statement of Outstanding Universal Value

The outstanding universal value of the site is defined in its inscription on the list of World Heritage Sites (http://whc.unesco.org/en/list/326), where it is described as follows:

3.1.1 Brief synthesisThe Outstanding Universal Value of Petra resides in the vast extent of elaborate tomb and temple architecture; religious high places; the remnant channels, tunnels and diversion dams that combined with a vast network of cisterns and reservoirs which controlled and conserved seasonal rains, and the extensive archaeological remains including of copper mining, temples, churches and other public buildings. The fusion of Hellenistic architectural facades with traditional Nabataean rock-cut temple/tombs including the Khasneh, the Urn Tomb, the Palace Tomb, the Corinthian Tomb and the Deir (“monastery”) represents a unique artistic achievement and an outstanding architectural ensemble of the first centuries BC to AD. The varied archaeological remains and architectural monuments from prehistoric times to the medieval periods bear exceptional testimony to the now lost civilisations which succeeded each other at the site.

3.1.2 Criteria for inscriptionCriterion (i): The dramatic Nabataean/Hellenistic rock-cut temple/tombs approached via a natural winding rocky cleft (the Siq), which is the main entrance from the east to a once extensive trading city, represent a unique artistic achievement. They are masterpieces of a lost city that has fascinated visitors since the early 19th century. The entrance approach and the settlement itself were made possible by the creative genius of the extensive water distribution and storage system.

Criterion (iii): The serried rows of numerous rock-cut tombs reflecting architectural influences from the Assyrians through to monumental Hellenistic; the sacrificial and other religious high places including on Jebels Madbah, M’eisrah, Khubtha, Habis and Al Madras; the remains of the extensive water engineering system, city walls and free standing temples; garden terraces; funerary stelae and inscriptions together with the outlying caravan staging posts on the approaches from the north (Barid or Little Petra) and south (Sabra) also containing tombs, temples, water cisterns and reservoirs are an outstanding testament to the now lost Nabataean civilization of the fourth century BC to the first century AD.

Remains of the Neolithic settlement at Beidha, the Iron Age settlement on Umm al Biyara, the Chalcolithic mining sites at Umm al Amad, the remains of Graeco-Roman civic planning including the colonnaded street, triple-arched entrance gate, theatre, Nymphaeum and baths; Byzantine remains including the triple-apses basilica church and the church created in the Urn Tomb; the remnant Crusader fortresses of Habis and Wueira; and the foundation of the mosque on Jebel Haroun, traditionally the burial place of the Prophet Aaron, all bear exceptional testimony to past civilizations in the Petra area.


Criterion (iv): The architectural ensemble comprising the so-called “royal tombs” in Petra (including the Khasneh, the Urn Tomb, the Palace Tomb and the Corinthian Tomb), and the Deir (“monastery”) demonstrate an outstanding fusion of Hellenistic architecture with Eastern tradition, marking a significant meeting of East and West at the turn of the first millennium of our era.The Umm al Amad copper mines and underground galleries are an outstanding example of mining structures dating from the fourth millennium BC.

The remnants of the diversion dam, Muthlim tunnel, water channels, aqueducts, reservoirs and cisterns are an outstanding example of water engineering dating from the first centuries BC to AD.

3.2 Values associated with the sites

Alongside the significance and outstanding universal value of the site, there are a wide range of values associated with Petra. A comprehensive value evaluation can be found in the 1994 UNESCO Management Plan. This section is intended to compliment these descriptions and update them where appropriate.

3.2.1 Cultural historical valuePetra is universally recognised for its historic and cultural significance linked to the Nabataean civilisation, and also for the civilisations that preceded and succeeded this golden age. The many layers of settlement and important trade links evidence a cultural and historical value that is of wider regional and international relevance. It is important to recognise the site as one of multiple historical layers, with the Nabataean period being one of many.

Since the late 19th century the site has been the focus of European exploration and archaeological excavations. Over a hundred years of research excavations, including by Jordanian Universities, are also a part of the rich history of the site and contribute to its cultural historical values.

3.2.2 Artistic/aesthetic valueThe technical, artistic and aesthetic values of the site are clearly recognised in the Statement of Outstanding Universal Value and in its standing as a World Heritage Site. Within the site many periods of high scientific and technical developments and artistic expression executed in different media and architectural compositions are evident. These range from highly sophisticated hydrological systems and monuments to simpler vernacular dwellings and settlements dating back to the Neolithic that made the best use of available materials. There are also some good survivals of highly sophisticated artistic productions in mosaics, painted tombs and caves, stucco decorations, and carved architectural elements.

3.2.3 Research value The site has considerable research value for archaeologists and historians researching its many layers of history, settlement patterns and trade links. The rock formations and unique water management systems are of significant research value for geologists and hydrologists. The site’s rich natural habitat it is also of significant value for environmental research. Other research that has been gaining momentum in past decades is ethnographic research around the local communities residing in the region.

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3.2.4 Intangible values Petra is also recognised for its intangible values, including those attached to its past as well as the cultures and traditions that are associated with present day communities. These include food, handicraft, music and traditional medicine, animal husbandry, tent-making craftsmanship, tracking and climbing skills.

Since 2005 the cultural space of the Bedu of Petra and Wadi Rum has been included in the representative list of the Intangible Cultural Heritage of Humanity in line with the 2003 UNESCO Convention for the Safeguarding of the Intangible Cultural Heritage. This recognises the traditional and communal values of the different communities and tribes that are settled around the site, and no doubt also derive inspiration and meaning for some of their cultural production from the site.

3.2.5 Landscape and setting valuesThe setting of the site due to the geological formations of its surroundings which are also an integral part of the monuments that are carved into them make the setting of the site globally unique. As such the site is of geological and geo-archaeological value, and with its various periods of development forms a distinct cultural landscape.

3.2.6 Natural and biodiversity values The ecological and biodiversity values are integral to the cultural landscape and the landscape setting of the site. The larger park area contains area of indigenous forest cover as well as a rich flora and fauna, including endemic species. These have been more specifically defined in the application to possibly designate the area as a Natural Protected Area and will also be expanded for consideration under criterion viii of the World Heritage Convention, especially in elaborating the nature-culture connectivity and inter-dependence of the site.

SECTION 3 SIGNIFICANCE AND VALUES

FIGURE 3.1 The Monastery embodies many of the sites values including historical, architectural and aesthetic values, landscape values linked to its unique setting, geological and hydrological values linked to the Nabataean water systems that form part of the historic complex and which were the subject of an international research project, and local economic values for the operators of the cafe


3.2.7 Spiritual valuesThe site contains various buildings and places that were in the past or continue to be places of worship and spiritual value to their communities. The numerous tombs that today represent some of the most iconic imagery of Petra also imbues it with a sense of spirituality.

The remains of several Christian churches have been excavated and consolidated within the site and the Tomb of Aaron at Jabal Haroun is marked by a 14th century mosque and is of significance in the Islamic faith.

3.2.8 Social and communal valuesFor all the local communities who live in close proximity to the site, Petra has a social value of past connections with the site and as a place where many work and earn a living. The attachment with the site is a shared identity that attest to the communal values of the site to the various tribes that are associated with it.

3.2.9 Education valueWith its position in global and Jordanian history and geography, the site is of high educational value, with relevance to many disciplines of study and levels of learning from primary education through to life-long learning. More specifically the site offers a wide range of educational opportunities to those training in the professional fields of archaeology, conservation, history, geology, hydrology, natural sciences and heritage management amongst others. Both on site activities as well as linked tourism industries generate opportunities for training and capacity building in areas including site maintenance, security, guiding, excavation, conservation, handicrafts and small business skills.

3.2.10Economic value The direct monetary benefit gained from the site via ticket sales, economically benefits the PDTRA, Petra WHS and the Jordanian Treasury, alongside payments made to the Horse Owners Association and guides, and specifically allocated for conservation projects. Much of the money retained at the site is used to generate employment in the immediate region. The site is of significant economic value to those who make a living directly from the site by working at the site or in industries generated from the site’s value, such as tourism (Figure 2.5). As one of the sites that is seen as a key attraction for visitors coming to Jordan, the wider tourism spend into the local, regional and Jordanian economy is also significant.

PART 2~

MANAGEMENT ASSESSMENT

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SECTION 4

MANAGEMENT CONTEXT

4.1 Ownership and management

4.1.1 Ownership and responsibilityThe 26,171 ha (264 square kilometre) designated site area is largely owned by the Treasury and as a protected monument comes under the protection of the Department of Antiquities in accordance with Antiquities Law No.21 (1988).

The site is managed on a daily basis by Petra Archaeological Park (PAP) under the jurisdiction of the Petra Development and Tourism Regional Authority (PDTRA). Much of the designated buffer zone of the site falls within the jurisdiction of the PDTRA. The Antiquities Law is enforced in PAP buffer area and within PDTRA boundaries.

4.1.2 Legal status Jurisdiction in Jordan is established by 1) Laws (Royal decree); 2) Policy (Bylaws) and 3) Guidance (regulations).

Two laws have direct impact on PAP, the PDTRA Law, first issued in 2009, updated 2015; and the Antiquities Law (1988) and its amendements. Each law is linked to a series of regulations and guidance. PDTRA law gives the region its own legal autonomy, and with the exception of antiquities and the DoA, the role of all other departments and ministries is covered within PDTRA whereby PDTRA law overrides any specific laws associated with these ministries.

Nonetheless, much of the planning activity in the region will have been carried out in accordance with well-established laws such as the Cities, Villages and Buildings Zoning Law, No. 79 of 1966 (the Planning Law) and amendments; Law on Sub-divisions within Municipality Areas (Law no.11 of 1968 amended by Law no. 9 of 1984); Agricultural Law 20 (1973); Environmental Protection Law No. 52 (2006); Environmental impact assessment Regulation No. 37 (2005); Regulations No. (29) of 2005 Natural Reserves and National Parks Regulations.

PDTRA law (revised 2016)The PDTRA law of 2016 replaces the 2009 law which established PDTRA’s governance structure and jurisdiction.

The 2016 amendments reflect some of the outcomes of the Strategic Master Plan for the region and provide the authority with greater autonomy to attract inward investment.

PDTRA (2014) Petra Archaeological Park Buffer Zone Special RegulationsThese regulations are mainly concerned with developments within the buffer zone of the site with a particular emphasis on ‘eco’ developments.


The regulations stipulate that all construction and infrastructure works within the buffer zone will require permission. The protection of archaeological material within the buffer zones is referred to the Antiquities Law.

Bylaw 2014 Administration and Protection of Petra Archaeological ParkThis bylaw replacing an earlier bylaw of 2007 sets out the role of PAP as an authority. The role of the DoA and the Antiquities Law is clearly referenced in the title of the bylaw as well as in the articles. The bylaw also sets out the restrictions placed on PAP in terms of trespassing, using animals inside the park or holding events without prior consent (Article 5).

Article 8 of the bylaw dictates that 10% of the Authority’s share of the revenues (being 50% of total revenues) is set aside for restoration works.

Antiquities Law No. 21 for the year 1988Known as the Antiquities Law, including the amending Law No. 23 for the year 2004. All antiquities sites are owned by the State and managed by the DoA which sits in MoTA.

Updated Bylaw no 82, 2014 (endorsed in July 2014) governs site activities relating site protection and tourism management.

Until 2016, foreign archaeological missions had to pay 10% of their budget to the DoA for site maintenance costs (including fencing, guards, etc.). With the new archaeological excavation regulations, issued in 2016, missions are charged according to the size of the excavation team (Article 8).

Restoration is considered part of an excavation and is covered under the same regulations.

Conservation projects are approved on a case-by-case basis on application and are tested against international charters and principles in order to ensure that they are appropriate.

A number of regulations are set out under the 1988 Antiquities Law. Among these Regulations of Archaeological Excavations (1991) and as updated Regulations for Archaeological Projects (2015) sets out the procedures to be followed by foreign missions. The 2015 update includes the requirement for excavation teams ‘to develop academic and practical plans to conserve and restore the site, in coordination with, and with the acceptance of the Department’ (Article 3e).

Petra is within the remit of the Regional Office in Ma’an, one of the DoA’s 12 regional offices. The site based offices report to the regional office and directors of the regional offices have direct responsibility for all the sites within their region.

In the case of the PDTRA, the DoA’s overseeing role is ensured through the presence of a DoA representative at PAP. An enhanced presence of DoA representation has been raised as a priority area for action.

At the time of preparing this Integrated Management Plan, the Antiquities Law was being revised. A copy of the revised law was not available, but several upcoming areas from the new law are included in policies related to the DoA.

Tourism Law No. 20 for the Year 1988

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The Tourism Law sets out the obligations of the Ministry to promote, organise and manage tourism activity, alongside protect tourism sites and develop human resource capacity. The law also sets out the make up and role of the Jordan Tourism Board (JTB). A review of the law by a tourism law expert indicates that compared to international standards, the law is weak, and as is the case with several laws and regulations reviewed here, contains ambiguous or not sufficiently comprehensive definitions.

According to PDTRA Law (2016) the role of the Ministry of Tourism and Antiquities in Petra is taken over by the PDTRA, set out in an MoU between the two institutions signed in 2015. In parallel to the integrated management planning process an MoU that establishes joint management arrangements for the site has been signed between the DoA and PDTRA in 2018.

Other relevant legislationThe Ministry of Agriculture is also responsible for forestry, but Agricultural Law 20 (1973) does not include grazing rights. The Water Authority under the Ministry of Water looks after irrigation.

Until 2015 land zoning in PDTRA was governed by Cities, Villages and Buildings Zoning Law No 79 (1966) and amendments (Planning Law) and Regulation of Construction and Zoning for Cities & Villages No 19 (1985).

4.2 Planning, Land-use and infrastructure

4.2.1 OverviewThe 1968 Masterplan refers to Wadi Musa as a ‘scenic’ and well-watered oasis’, which is in stark contrast to the sizable town of today and the expansion of tourism infrastructure in and beyond Wadi Musa, including along the Scenic Road. Land-use and infrastructure planning directly impacts on the site through developments in the buffer zone and in areas that are part of the landscape setting, visual and archaeological character of Petra World Heritage Site.

Complexity (and at times randomness) of land use planning around the site has resulted in a ‘piecemeal approach’ to resolutions impacting on the protecting the buffer zone in a uniform fashion. For example, a 1997 Dar Al Handasah study for the World Bank allowed 25% development in Darah for light tourism activities; in 2003 88% of the land was purchased by Jordan Social Security, the rest remains in private ownership; and a more recent Royal initiative has pushed up development to 75% (Paolini et al 2012).

At the present time PDTRA are directly responsible for land-use planning. A Strategic Master Plan (SMP) was commissioned from ACT Consultants in 2011. The SMP was intended as a vehicle to address the growing need for urban expansion as well as identify a series of investment project that would attract inward investment into the area. The SMP, proposed as a more strategic document, has been followed by a number of more detailed land-use plans commissioned by the PDTRA in 2012, and another for the buffer zone in 2014. These plans were reviewed in the 2014 UN Habitat report. The report raises concern on land uses in the wadi systems in particular, the implications of uncontrolled urban expansion and what is seen to be poorly conceived investment projects that could adversely impact on the biodiversity of the site.

The most pressing land-use planning issues concern Umm Sayhoun and lack of opportunities to expand the village despite a rapidly growing population and the impact construction and infrastructure projects are having on increasing flood risks in the Basin (Map 4.1).

SECTION 4 MANAGEMENT CONTEXT


4.2.2 Data sources 1994 Management Plan baseline 3.2 Land tenure3.3 Land use3.4 Farming systems and production systems5.3 Natural resources management 5.4.3 Accommodation for tourists6.3.3 Impact assessment of rural infrastructure7 Boundary development and zoning

1994 Management Plan recommendations8.3 Park infrastructure8.3.1 Boundary development8.4.1 Tourism infrastructure8.4.2 Tourism circulation8.5 Physical planning8.6.1 Land tenure and land use8.6.2 Agriculture 8.6.3 Livestock and grazing management8.6.4 Rural infrastructures8.6.5 Water resource and erosion control

UMM SAYHOUN

WADI MUSA

Back road

New exit

Basin

Treasury

SiqMain visitor entrance and exit

MAP 4.1 The two settlements of Wadi Musa and Umm Sayhoun are in close proximity to the site. Wadi Musa is expanding with a growing population and an increase in tourism services. The impact on the site is not only visual, but the water run off from an increased built up area contributes to the volume of water carried by flash floods into the site. Umm Sayhoun is also no longer big enough to house the B’dul community it was constructed for (base map Google Earth © 2018)

55

8.6.6 Forest management and vegetation re-instatement 8.7.1 Mitigation measures related to infrastructures8.7.2 Mitigation measures related to hotel development

2000 Operating Plan policiesVolume 2, Policy sections 4, 5 and 9 and notably:4.9 Soundscape management4.10 Lightscape management4.11 Odorscape management4.1 Natural resource management 4.6.4 Watershed and stream processes5.3.4.2.6 Respecting ethnographic landscape values (cultural landscape) 5.3.4.2.7 New construction: Contemporary alterations and additions to a cultural landscape will not radically change, obscure, or destroy its significant spatial organisation, materials and features.9.1.3 New construction: sustainable principles and practices into design, siting, construction, building materials, and waste management9.1.4.2 Acquisition of environmentally preferable and energy efficient products 9.1.7 Energy management9.2.1.1 Road systems within the park that are sensitive to natural and cultural resources9.2.2 Alternative transportation systems

Other sources2011 ATC Consultants, The Strategic Masterplan for Petra Region2014 UN Habitat, Mainstreaming Biodiversity into Tourism Development in Jordan, Preliminary Phase Comprehensive Technical Final Report & Annexes 2016 Revisions to land-use plan

4.3 Excavations and Archaeological investigation

4.3.1 OverviewAs part of this Integrated Management Plan a full list of archaeological excavations and surveys undertaken at and around Petra are being documented in a database with linked reference sources. The Conservation Plan for Petra, by CulTech (2012) also provides in Table 1.4 a list of known excavations undertaken at Petra since 1962.

Most recent excavations and related initiatives since 2014 include the Temple of the Winged Lions Cultural Resource Management Initiative by ACOR; Ad Deir Plateau erosion control, research and conservation by Brigham Young University; a French project led by IFPO (Institut Français du Proche Orient) at Qasr Al Bint ongoing since the 1980s with a current focus on conservation and site presentation and the Garden and Pool Complex excavation, led by Leigh Ann Bedal, Professor at Pennsylvania State University. In addition, the ‘Silsila’ project by the German Jordanian University to rehabilitate ancient water management systems funded through the US Ambassador Fund for Cultural Preservation in Jordan and the German Cooperation Agency, is currently in its second phase of implementation.

The geographically extensive and multi-period qualities of Petra as well as its renown has made it very attractive to archaeological excavation and research. Over the years the DoA has granted permits to missions from numerous countries to conduct excavations, with numerous excavations being undertaken at the site at any one time. This has over the years delivered mixed quality in terms of site conduct, end of excavation procedures and in the deposition of reports with the DoA.



A comprehensive review of excavations by the DoA in 2012 and the introduction of new regulations subsequently has introduced much stricter controls on excavating and also raised questions on the purpose of excavations. The new DoA regulations also stipulate that any excavation must be followed by conservation or consolidation works as appropriate and that findings must be published within three years and the final publications no longer than 10 years after an excavation.

Storage of objects arising from excavations, alongside the location of spoil heaps are major considerations going forward. Since the 1960s a number of the caves have been used for storage purposes, but this is not a sustainable long term prospect.

4.3.2 Data sources1994 Management Plan baseline5.2.4 Prior and ongoing research, projects and studies (B,C)

An extensive reference bibliography of published sources on the sites is provided in Appendix 1 of the 1994 Management Plan.

1994 Management Plan recommendations8.9 Research and monitoring8.9.1 Additional inventories/monitoring8.9.2 Additional studies8.9.3 Archaeological research

2000 Operating Plan policiesVolume 2, Policy areas 4 and 5 (cultural resource management)4.8.2.1 Paleontological/paleoecological resources 4.8.2.2 Rock shelters5.1 Research5.3.4.1 Archaeological resource (in-situ preservation)

2012 The Petra Conservation Plan (CulTech)Chapter 1: An Overview of Petra and its Region

Other sources:Archaeological missions continue to publish their excavation findings, DoA reports (then published on the Annals of the Department of Antiquities of Jordan - ADAJ) on a regular basis and a list of all such publications and reports is being compiled in the form of a searchable electronic bibliography that will accompany the operational phase of the Petra WHS Integrated Management Plan. A revision of the current Antiquities Law is underway and is likely to include the provision that a failure to published within five years from the time of the field work, will result in further excavation permits to be withdrawn.

57

4.4 Heritage Conservation

4.4.1 OverviewAlongside excavations, the conservation and consolidation of exposed structures have been an ongoing process at the site. The nature of the sandstone and its vulnerability to weathering has placed extra pressure on the protection of carved surfaces, whilst sites that have been left exposed following archaeological excavations are in danger of ongoing deterioration.

The Conservation Plan for Petra, by CulTech (2012) provides in Table 5.1 a comprehensive list of known conservation and restoration projects undertaken at Petra between 1954 and 2012.

Stone repairs at Petra have ranged from architectural repairs such as cleaning, pointing and reconstructing (Qasr Al Bint, Winged Lions, Petra Church, Blue Chapel, Urn Tomb, Al Khazneh; as well as rebuilding staircases, water channels) to interventions to the material itself. Silane applications for example used in the 1990s involves the application of a silica gel that permeates the voids of the stone compound to strengthen and waterproof it. These types of techniques still need to be carefully monitored, especially as many of Petra’s monuments are elevations carved into a rock face. Polymers used for repairs in the 1980s for example have since discoloured or are peeling, and cement used in some repairs has accelerated weathering. Conservation approaches that are specific to the site still need to be researched and applications carefully monitored.

The most scientific and systematic approach to conservation was undertaken by the CARCIP Conservation Centre that as operational at the site between 1993 and 2002. Funded by GTZ, the project was a cooperation between Yarmouk University and German partner Bavarian State Conservation Office for stone conservation/consolidation supported by research laboratories (Figure 4.1). It has not been possible to maintain the momentum generated by the project, and conservation and consolidation works have reverted to piecemeal approaches.

In 2007 the wall paintings and plaster in Siq al-Barid (Beidha) were cleaned, stabilised and locally conserved in a collaboration between PNT, DoA, PAP and the UK’s Courtauld Institute (Figure 4.2). This work included the Painted Biclinium (No 849), where a Nabataean figure painting with Hellenistic and Roman influences is of ‘immense art-historical significance’ and a very important survival.

In another move, visitors have had to be restricted from entering the Khazneh and Theatre to reduce the significant weathering and wearing of the sandstone in these much visited locations.

Another major hurdle for conservation has been the ways in which it is funded and dependence on external funding, even though a proportion of the ticket price has been allocated for conservation and restoration purposes since the 1990s.

4.4.2 Data sources1994 Management Plan baseline 5.2 Conservation of antiquitiesMonumentsArchaeological sites (consolidation)Murals paintings and stucco decoration5.2.4 Prior and ongoing restoration6.1 Agents of erosion



FIGURE 4.1 Stone conservation was undertaken as part of the German funded CARCIP project

FIGURE 4.2 The conservation of the wall paintings and plaster in Siq al-Barid was a collaborative project overseen by PNT

59

1994 Management Plan recommendations8.1.1 Rock hewn tombs8.1.2 Conservation of free standing monuments8.1.3 Conservation of Nabataean hydrological works8.1.4 Archaeological excavation, presentation8.1.5 Restoration of mural paintings

2000 Operating Plan policiesVolume 1, Appendix C: Conservation GuideVolume 2, Policy section 5: Cultural Resource Management5.1.1 Research to identify needs5.3.1 Protection and preservation of cultural resources5.3.4.1 Archaeological resource (means of preservation/conservation)

Other sources and reports2008 Shekede, L. and Rickerby, S., Conservation of the Wall Painting and Plaster in Siq al-Barid, Beidha (Petra) Report on Phase 32010 Chambel, A., Brief report on issues of conservation at Petra2010 Chambel, A. and Colvin, C., Groundwater seepage nearby the monument ‘El Deir’ or ‘Monastery’ at Petra, Jordan2014 Engicon/ PDTRA, Environmental and Social Impact Assessment Study and Engineering Works for the Petra Archaeological Park Back Road2014 USAID Economic Growth Through Sustainable Tourism Project , Petra Conservation Action Plan2015 DoA/ PAP, State of Conservation Report for Petra Archaeological Park

Alongside project reports, journal articles and other publications are listed in the bibliography.

State of conservation reports submitted to UNESCO, and reports of UNESCO missions can be found at: http://whc.unesco.org/en/list/326/documents/

2012 The Petra Conservation Plan (CulTech)Full report, covering management assessment, assessment of vulnerabilities and conservation recommendations.

The 2014 Conservation Action PlanThe 2014 Petra Conservation Action Plan prepared by the USAID Economic Growth Through Sustainable Tourism Project is the most recent conservation policy document and is based on the 2012 Petra Conservation Plan prepared by CulTech Consultants.



FIGURE 4.3 The Petra Guest House Hotel, originally constructed in the 1960s is now in the core zone of the World Heritage Site and incorporates a Nabataean era tomb

FIGURE 4.4 Designed kiosks and unlicensed stalls located side by side near the Byzantine Church. The servicing of facilities generate additional pressures on the site

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4.5 Visitor facilities

4.5.1 OverviewThe first visitor centre at the site was built in the 1960s, when a small museum in the Basin and a restaurant (Nazzal’s camp) were also established. Also at this time a guesthouse was built on top of the Al Khan tomb, and plans laid for a hotel in close proximity to the site entrance (now the Crown Plaza) (Figure 4.3). Other facilities such as the Basin restaurant, the Nabataean tent was funded by World Bank in 1982. The visitor centre at the site entrance has also been renewed several times, the most recent arrangement with a plaza and new entrance gate having been completed in 2009.

Although there are plenty of visitor services on site, none are coordinated or of a very high standard. Variously different designs for toilets, kiosks and cafés, with the addition of encroachment and infrastructure to serve them (water pipes, generators etc.) create a messy image. There have also been numerous signage and interpretation schemes across the site, with often older dilapidated signage left in place when new signage is introduced.

Souvenir shops and vendors also have a long history of agreements and restrictions on the site. Locations and number of vendors at each location was initially agreed in 1975. In 1998 the Petra Regional Council brought together nine vendors from Umm Sayhoun and Wadi Musa into a cooperative. By 2008, 14 cooperatives had been established in response to growth in visitor numbers and to spread the benefits, with new shop designs as well. Unlicensed vendors continue to occupy the site and harassment of visitors and child labour remains an issue, as does the use of some caves for generators and storage - practices that date back to the 1960s (Figure 4.4).

Transport within the site for visitors is provided by animals, including horse carts (Siq) horses (up to the Siq), camels (between Al Khazne and Qasr Al Bint) and donkeys (often up the trails). The horses have been licensed as have the Camels, which were first introduced in 1980.

Visitor safety is managed by the tourist and desert police forces and Jordan Civil Defence. The police kiosks are not visually compatible with site. Since 2009 there has also been a rangers programme with local rangers providing support across the site.

Most visitors arrive at the site by organised tours and individual travellers and families make up 20%. As a result, visitor concentration remains through the Siq and around the Khazne, dwindling towards the Basin. Outlying sectors such as the High Place and the Monastery accessed by steep paths are less likely to be visited by the organised tours. Congestion at peak times, especially with growing visitor numbers, has implications for the carrying capacity of the site. Numerous studies have been undertaken regarding carrying capacity, with various estimates placing limits at 400-600 visitors per hour, 2000-3500 visitors per day, 60,000-90,000 visitors per month and 1.1 million visitors per year. All these limits have been exceeded at times of high visitor volume. It is anticipated that with the opening of the new back road from Turkmaniya, visitor flow patterns can be more regulated and the congestion caused by two way traffic in the Siq will be reduced. There remains a need to establish the carrying capacity of the site for the protection of its cultural and natural values, including and benchmarks levels of acceptable change.

There have been a number of initiatives to disperse visitors, including the introduction of specific management zones and trails. A USAID study, for example, established options for nine guided trails (Figure 5.2). The most commonly used, alongside the main visitor route through the site are the High Place trail, the Ad-Deir (Monastery) trail and the Al-Khutba trail. Community trails are often



dangerous for visitors and may also lead to archaeologically sensitive areas which means they need to be strictly closed to tourists. As a means of providing a nigh time experience for visitors, ‘Petra by Night’ was established in 1998 by a local tourism company and runs three times a week for up to 250 people in high season. It is organised by three tour operators in collaboration with PAP. Events at Siq Al Barid are mostly organised by hotels and tour operators, but in the absence of sufficient guidelines presents risks to the monuments as well as to visitors. There are also two camps within PAP boundaries operated by tour operators, and the Ammarin camp operated by a local cooperative. Camps are not properly supervised or monitored by PAP due to lack of capacity and their remote locations.

4.5.2 Recent developmentsA new project for a museum sponsored by JICA and located in the buffer zone close to the entry to the site is currently under close to completion. The new museum replaces the small museum within the Social Security building in the Basin which has now closed. The organisation of displays in the new museum has implications for the content of the Visitor Centre and also for the visitor flows at the site entry.

The new exit route, the Turkmaniyya Road has recently been completed and will significantly impact on visitor flows and site usage once it is operational. Several other ongoing projects, including a shuttle bus service and a Cultural Heritage Village and Eco-Lodge will also have an impact on visitor management and presentation of the site. Both projects are discussed in the Management Assessment.

FIGURE 4.5 A number of community trails have been repaired and made safe for visitors, but still require local guides to navigate

63SECTION 4 MANAGEMENT CONTEXT

There have been several interpretation projects supported by the USAID/Jordan Tourism Development Project II, including the development of walking trails and new interpretation signage using a standard format and ceramic tiles as a material. A UNDP project has also included interpretive boards.

These changes necessitate careful consideration of visitor routes, interpretation and visitor experience and safety on the site which are addressed in the management policies (Section 7).

4.5.3 References1994 Management Plan baseline 1.3.6 Tourism use5.4.5 Weakness of information policy5.4.7 Visitors’ expectations (Current tourism management)

1994 Management Plan recommendations8.4.1 Tourism infrastructure8.4.2 Visitor circulation8.8.3 Interpretation: development of thematic circuits, upgrading of visitors’ centre, design of coherent signposts and information panels, reorganisation of site museum, creation of a monumental sculpture museum in the Urn Tomb, creation of a living ethnographic museum for the B’dul, Wadi Farasa, creation of a living museum for the Amarine, replanting of Wadi Farasa, presentation of Siq Al Barid, landscaping the Khazneh Area

2000 Operating Plan policiesVolume 1, Appendix C: Conservation GuideV2, Policy section 4 4.9 Soundscape management4.10 Lightscape management4.11 Odorscape management

Volume 2, Policy section 5: Cultural Resource Management5.1.1 Research to identify needs5.3.1 Protection and preservation of cultural resources5.3.4.1 Archaeological resource (means of preservation/conservation)5.3.2 Physical access for people with disabilitiesVolume 2, Policy section 7: Interpretation and Education7.1 interpretation and orientation; education curriculum based programmes7.5 access to educational opportunities, outreach, research base, regular local consultation7.6 volunteer training

Other studies2012 Comer, D. C., Tourism and Archaeological Heritage Management at Petra, Springer Briefs in Archaeological Heritage Management.2010 USAID/Jordan Tourism Development Project II, Conserving and Presenting Petra to the World: The Petra Trails Plan 2010 USAID/Jordan Tourism Development Project II, Proposed Turkmaniyya Road Shuttle Service


100%

30%

98%

80%

60%

15%

Basin


Monastery/ Ad-Deir

Siq entrance

Theatre

High Place of Sacrifice

MAP 4.2 The dispersal of visitors across the site based on research carried out by Farajat (2011). The majority of visitors arriving in organised groups only visit a small number of key sites, and it is only those travelling independently who tend to follow trails up to the Monastery/Ad-Deir, The High Place of Sacrifice and the Al-Khutba view point (base map Bing Maps © 2018)

65SECTION 4 MANAGEMENT CONTEXT

4.6 Tourism

4.6.1 OverviewPetra has been a tourist destination since the 1920s following early excavations. The first tourist camp was established in 1925 by Thomas Cook and Sons, and later sold to Nazzals. Entry tickets were introduced shortly afterwards, as were guides and the regulated lease of animals to travel to the site from owners in Wadi Musa. In 1956-57 the camp was replaced by a small hotel built in the archaeological remains next to Qasr Al Bint, and handed over to the DoA in 1978.

The visitor numbers for the 1960s vary according to source, but the lower estimate of 15,000 for 1964 grew to 90,000 in 1987 and 140,000 by 1993 (US/ICOMOS, 1996). Visitor numbers had reached a peak of 975,000 by 2010 although a fall was noted in subsequent years linked to both an increase in ticket price and the political situation in the region. A growing confidence in the region has seen visitor numbers return to 2010 levels in the 2017/18 winter season.

Year TOTAL Jordanians International visitors

2007 581,145 122,679 458,466

2008 813,267 90,293 722,974

2009 766,938 105,582 661,356

2010 975,285 99,067 876,218

2011 629,864 121,346 508,518

2012 636,146 113,856 522,290

2013 609,044 110,372 498,672

2014 596,602 125,120 471,482

2015 430,106 115,304 314,802

2016 464,154 130,281 333,873

2017 620,367 110,532 509,853

2018 (first half) 560,414 115,686 444,728

TABLE 4.1 Visitor numbers for Petra (Source: mota.gov.jo/Contents/Tourism_Statistical_Newsletter)

While one study estimated the average stay for a visitor as 1.93 days in 2009 (Farajat 2011), the UN Habitat report (2014) places it at 1.2 nights. The average expenditure per visitor on an overnight stay is estimated as 55JD with a further 13JD spending on souvenirs.

For many years the biggest sector for visitors has been Europeans, though this is gradually changing with an increasing number of arrivals from Gulf States and the Far East. Arrivals by organised tours account for about 80% of visitors, and although group tourists are older and wealthier, independent travellers spend more time on site and in the wider area. Cruise ship arrivals through the port of Aqaba is a growing market. These arrivals often account for peak congestion and with a short time spent in Petra make a limited contribution to the local economy.

Tourism investment in the area started in earnest in the 1960s when the rest house was built, and later the Forum hotel (now Crown Plaza). The first tourism development project for Petra by MoTA was launched in 1979, which included the Basin restaurant and paving around the visitor centre. In the 1990s the government permitted investors to build hotels in Wadi Musa, with the number of hotels reaching 23 in 1996, and almost doubling to 43 by 1998. The majority of the hotels being constructed in and around Wadi Musa, often paid little regard to the environmental or historic


impacts, and consequently there has been a declining quality of the visitor offer stemming from this uncontrolled development.

From the 1994 Management Plan onwards, the unplanned nature of visitor services outside of the site and poor practices (by guides). is regularly reported as an issue1. The absence of quality control of concessions within the park and a proliferation of their number impacts both on the site as well as the visitor experience. Low rates of visitor satisfaction, and animals, including speeding horses, are regularly cited as issues raised by visitors.

4.6.2 References1994 Management Plan baseline 4.5 Economic values: tourism5.4 Current tourism management5.4.2 Income from tourism5.4.3 Accommodation6.3.2 Impact of visitors

1994 Management Plan recommendations8.4 TourismTourism strategy/ diversification/ carrying capacity8.4.1 Tourism infrastructure 8.4.3 Handicraft development8.5 Physical planning 8.8.2 Education and people awareness

Recent studies2008 USAID/Jordan Tourism Development Project, Jordan Tourism Development in the Petra Region2010 USAID/Jordan Tourism Development Project II, Conserving and Presenting Petra to the World: The Petra Trails Plan 2010 USAID/Jordan Tourism Development Project II, Proposed Turkmaniyya Road Shuttle Service 2011 ATC Consultants, The Strategic Masterplan for Petra Region2014 UN Habitat, Mainstreaming Biodiversity into Tourism Development in Jordan, Preliminary Phase Comprehensive Technical Final Report & Annexes 2014 UNDP/ GEF, Mainstreaming Biodiversity Conservation in Tourism Sector Development in Jordan: project inception phase report2016 Jordan National Tourism Plan.

1 UNESCO (coordinated by B. Lane and B. Bousquet). 1994. Petra National Park Management Plan (main report, annexes and synthesis), chapter 5.4.5.B, page 106.

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SECTION 5

MANAGEMENT ANALYSIS

The management assessment considers the sensitivities of the sites, threats and known, perceived and probable future risks that are then addressed in the management policies. This section also considers good practice that is in place, the strengths of the site and opportunities that can be built on when planning for effective management.

As part of the management planning process a comprehensive list of practices that were good about the current management of the site or ‘what worked’ as well as issues were compiled from:

1. Extensive stakeholder interviews undertaken in 2015 (Road Map phase), in 2016 at the start of the management planning phase;

2. A comprehensive review of various technical reports and previous management plans;3. Site observations by the team;4. The technical team’s internal assessment;5. Three cycles of meetings held with the advisory groups in November/December 2016 and

February 2017;6. Ranking of issues according to criticality and risk factors with the technical team and

advisory groups.

5.1 Existing good practice and opportunities

As much as the management plan sets out to solve issues, it also needs to recognise what is working well at the site, as well as past and present initiatives that have made a positive contribution to the protection of the site and its OUV. These were identified from previous reports, interviews with stakeholders, site observations and in discussion with the advisory groups which often included differing perspective on various practices. For each case the reasons for the success were recorded, and policies developed to ensure the practice could be continued and/or improved in support of the new management objectives. These are often listed as category C policies ‘Actions that enhance and strengthen existing good practices’. In total over 75 areas of good practice were identified. The most significant ones are reported here.

5.1.1 Archaeology and heritage conservation• DoA regulations for archaeological projects in Jordan is in place and regulations are being

enforced. There is now a research policy in place and requirement to publish findings within 3 years and final publications within 10 years of an excavation.

• There are existing mechanism of coordination between DoA and PAP for the approval of excavation permits and a yearly committee to assess ongoing excavation projects.

• PAP staff undertake an assessment of the site after each heavy rainfall and report back.• There is an archive of approved excavations held at DoA and comprehensive reports and

documentation available for the site.


• Regulations for excavations projects include conservation matters at World Heritage sites as Petra to be carried out after 3 years of work (Art. 16): some archaeological missions excavating in Petra are now also undertaking conservation and consolidation actions.

• Archaeological missions provide reports on conservation works to PAP and DoA regularly• Initiatives such as Se’la have been established to train local community members on

conservation techniques. • There is ongoing research on conservation in Petra being carried out by national and

international institutions.• There are joint efforts and coordination ongoing between PAP and DoA to report on

conservation activities on site, that includes a committee that meets regularly.• Regulations on activities within PAP take site preservation into account.• There are a number of Universities in Jordan that offer courses in conservation and in

heritage management (E18).• There are established awareness programme on site conservation targeting the local

community (e.g. PNT work with school children).• The GTZ initiative was a success story in establishing conservation principles, undertaking

material studies and tests and training staff (B2).• There is a Conservation Plan and a Conservation Action Plan that PAP use as the basis for

their work programme.• The annual State of Conservation reports submitted to UNESCO are a good vehicle through

which to monitor developments at the site.

FIGURE 5.1 The most recent work undertaken at the Temple of the Winged Lions by ACOR/SCHEP has involved the consolidation, restoration and protection of previously excavated areas through a work programme that has specifically engaged in training local community members

69SECTION 5 MANAGEMENT ANALYSIS

5.1.2 Interpretation and visitor management• There are a range of interpretative panels present on site, including in less central areas

following the Siyaha project.• A New Petra Museum is being built outside PAP main gate.• Presence of an established visitor centre at the entrance gate with good quality exhibits.• Sign boards about Petra site available on the way from Shobak to Petra, starting at 40 km

before Petra and also on the highway.• In Beidha and other areas there are agricultural areas dating back to the Nabataean period

that illustrate historic land and water management practices (E3).• Signposting present on site, including for some of the main trails.• Possible trails have been researched and identified and shown on a map. • Transportation (taxis) available outside main gate.• Regulations for activities (e.g. organized group tours) are in place.• An established level of visitor services are available on the site including refreshments (kiosk

and restaurant), toilets, an information kiosk and supplementary transportation offered by carriage, camels or donkeys.

• The local community contributes to the visitor experience.• The Park ranger system, many of them from the local community, is working and their

presence and engagement at the site improves visitor behaviour.• Brochures are available at the visitor centre and site maps available outside PAP• There are efforts to relieve the main trail from tourism pressure by establishing the back

road exit.• The SCHEP programme has been involving tourists in excavations of spoil heaps, adding

to the visitor experience.• The recently restored Elgi heritage village in Wadi Musa is potentially an additional attraction

in Wadi Musa (C12).

FIGURE 5.2 Signs prepared by the Care for Petra Campaign inform visitors about good conduct on the site (left), trails are shown on a map outside the visitor centre which includes levels of difficulty (right)


FIGURE 5.3 The Umm Sayhoun Community Centre provides vital resources and training, especially for women in the local community

FIGURE 5.4 The UNESCO Siq Stability Project has developed a good preventative methodology and monitoring

system for risks associated with rock falls

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5.1.3 Engagement with the local community• There is a Community Council within PDTRA bringing together representatives from all

local communities to act as joint decision making and consultation mechanism with PDTRA and among the communities.

• There is an established directorate for local community development within PDTRA.• There is an operational community centre in Umm-Sayhoun that also provides training for

local women (Figure 5.3).• Existence of a local association (Nabataean Capital) involving workers from all the local

communities and engaged in activities inside and outside PAP.• International projects targeting the establishment of a coordination mechanism between

PDTRA and the stakeholders, including the local community.• Economic benefits for the local community from the site through involvement in archaeological

excavations and capacity building opportunities created by various organisations. • The site is an important source of income for members of the local communities.• There is at least education provided up to grade 10 in all communities.• The Princess Basma Centre for Intangible Heritage (at HBTU) is a valuable vehicle through

which intangible heritage can be promoted and supported (C11).

5.1.4 Nature conservation • There are a number of high profile international projects concerning the protection of

biodiversity within PAP.• Areas of PAP that have highest levels of biodiversity are those that are under least visitor

pressure and least impacted on.• The ecological message and environmental values of the site offers the opportunity to

introduce more sustainability awareness, including links to the ways in which the Nabataeans treated their environment with care (E1).

• The UNESCO Siq Stability project has developed a good preventative methodology and monitoring system for risks associated with rock falls (A4) (Figure 5.4).

• There are some established awareness programmes such as those run by PNT and UNESCO that can be built on.

• The nomination file as Natural Protected Area has been submitted to the Ministry of Environment.

5.1.5 Tourism services• PDTRA oversees the Tourism Council for professional associations (7 members from Wadi

Musa representing tour guides, souvenir shops, travel agencies, hotels, restaurants) which aims to coordinate activities and issues. The PAP Commissioner and PDTRA Tourism Directorate participate in the council.

• There are regulations for tour guides who work in Petra regulating standard fares per trail linked to the trail paths.

• There are regulations for site uses and activities within PAP (camping, events management, etc) (C8).

• There are regulation for horses and carriages, especially in relation to how they drive through the Siq (B6, C8)

• The Care for Petra Campaign on responsible tourism is being implemented (Figure 5.2).• Good coordination mechanism at Petra (site level) among stakeholders through established

associations.• Ongoing discussions and projects linked to tourist products sold at Petra (C11).

SECTION 5 MANAGEMENT ANALYSIS


• There have been several initiatives for making local products for tourists (silverware, woven bags, sand bottles).

• There are ongoing studies on Petra’s branding (JICA).• There is a predominance of locally owned and operated hotels and an active hoteliers

association.• The hoteliers association have received a grant for a shared solar energy facility (E10).• Existence of Hussein bin Talal College offering courses in Tourism and Archaeology since

2004 training students in fields that are closely connected to Petra. The University has qualified staff and also spaces that could be made use of (B4, E21).

• Potential of site to be a Geopark (F1)• There is a staffed clinic on site (behind the Museum in the basin) with equipment paid for

by USAID (A4).

5.1.6 Planning and infrastructure• There is an MoU between PDTRA and Ministry of Public Works in place. • Geological assessment studies are being conducted prior to major infrastructure projects • Several studies existing on the implementation of works on site.• Wastewater plant present (E15)• Buffer zone regulations have been identified and are in place: with a further study of buffer

zone regulations and land sub-division within PDTRA and building code.• A Strategic Master Plan has been completed and is available providing valuable base-line

data on the region. • There is a planned project to improve the tourist street in Wadi Musa.• There are clusters of old houses in Rajef and Taibeh that contribute to the ongoing history

of the area and that could potentially contribute to the visitor experience (C12).

FIGURE 5.5 The recently re-opened Hyatt Zaman hotel in Taibeh is built into restored village houses and provides employment to locals as well as an outlet for local pottery and crafts in its shop

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5.2 High priority issues

5.2.1 Identification of issues

As anticipated the issues identified are higher in number than the examples of good practice. Issues were identified from previous reports, site visits, extensive interviews with stakeholders and interest groups, a working session with the technical team and input received from the advisory groups. All the issues identified from the different sources were organised on a spreadsheet under the broad themes of: Archaeology, Conservation, Site and Visitor Services, Presentation (including interpretation), Tourism, Infrastructure, Environment (nature conservation), Planning and Land-use and Community. Issues were further subdivided thematically within each category and mapped against the cross cutting themes of Sustainability, Risk Management, Legal Affairs and Education.

The categories also reflect the groups with which they were discussed, with cross references to other groups where issues overlap or connect. The issues were then ranked by the groups in terms of priority and urgency. The highest priority issues with the most critical implications to the protection of the OUV of the site are discussed below. Issues identified as critical or as being of priority are discussed in the following section under thematic headings, although there are inevitable overlaps in many instances. The management policies are outlined in Section 7 of this Integrated Management Plan, references to the policy that addresses a given issue is shown in parenthesis.

5.2.2 Issues related to the management of the siteIssues related to the management of the site, ranging from the legal frameworks in place to protect the OUV to the daily operation of the site are considered of the highest priority. Most of the issues identified below are addressed in A category policies concerning ‘Tools and actions that are critical to the implementation of the Integrated Management Plan’ (Section 7).

• Division of responsibilities between DoA and PAP are not always clear, especially in areas where there are shared responsibilities; data management and sharing of information and data between PAP and DoA not formalized (A2);

• Lack of capacity, staff and expertise in main partner organisations (B1);• The capacity of DoA and PAP staff to maintain an overview of what is happening at the site

is under-resourced (A2)• Donor funding for major and minor projects can result in projects that do not necessarily

respond to urgent or priority site needs and good projects sometimes come to an abrupt end once funding has ended (B2);

• Limited coordination between various PDTRA directorates where project planning is concerned can generate adverse impacts on the park (A2);

• Overlapping roles between various security personnel on site including tourist police and park rangers; levels of responsibility and channels for communication and coordination between park rangers, tourism police and Jordan Civil Defence in case of an emergency are not clear (A4).

5.2.3 Issues of a highly critical natureIssues identified under this category are those recognised as being highly critical to the sustainable management of the cultural and natural values of the park that could either be causing significant damage or where the failure to act will cause damage to the site. These issues are addressed in B category policies which are ‘Priority and urgent actions necessary to avoid further degradation or damage to the site’, that are also considered as gateway policies in that they enable other policies to be operationalised (Section 7).



• There is a lack of dedicated funding for conservation and preventive conservation (B2). • This is coupled with insufficient professional and practice expertise (multiple disciplines) to

support the conservation needs of the site’s monuments (B1).• Archaeological material continues to be stored on site in highly unsuitable conditions, is

hard to access and a number of these storage spaced are an eyesore on the site (B3) (Figure 5.6).

• Poor quality of guiding and the attitude of some guides adversely impacts on the visitor experience (B4).

• There are real and perceived inequalities amongst the local communities in the PDTRA region in access to the economic benefits derived from the park and associated tourism (B5).

• Working animals on site raise dust, cause damage to historic paved surfaces and soft sandstone paths, are a common cause of visitor complaints and accidents, and can also encourage child labour practices. A steady increase in animals on site is compounding these issues (B6).

• Multiple land ownerships and interests complicate the management of the buffer zone, and land-use designations such as ‘eco-tourism’ and ‘agri-tourism’ are being misconstrued (B7, B8 and B9).

• Development pressures including residential expansion and tourism growth are negatively impacting on the setting of the site as well as compounding the risk of flooding and soil and debris flow into the park (B7, B8) (Map 4.1).

• Low education levels and above average illiteracy rates, especially within the communities of Umm Sayhoun and Beidha, are also linked to children working at the site with donkeys or selling various items at makeshift stalls (including antiquities) and perpetuate long-term inequalities and access to employment (B10).

FIGURE 5.6 The locations used for the storage of archaeological finds, including caves are highly inappropriate for the storage of such material

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5.3 Priority issues

Most issues identified as being priority are addressed in D category policies which are ‘Essential actions that are necessary for the sustainable management of the site’ (Section 7).

5.3.1 Issues related to archaeology • No priority list on areas for excavation has been identified, whilst some periods at the site

have been better researched than others (C3).• There is no clear guidance on spoil heaps and how dump material is to be treated (D11).• There is no clear guidance on storage procedures. The existing stores are insufficient and

it is very difficult to recover or find material placed in storage as the database held by PAP is not linked to the objects (B3, A3).

• Procedures for salvage excavations are not in place at PAP (D7).• There are no recognised or imposed safety regulations for during and after excavations

concerning the safety of the team, staff or visitors (D8).• There is no mechanism in place for archiving data coming from each excavation at PAP

(A3).• In the Beidha area within the buffer zone there are agricultural areas dating back to the

Nabataean period that are part of a larger Cultural Landscape that needs to be protected (D9).

• There is very limited information on some of the early excavations, and although some finds (including inscriptions) are documented, their location is not known (A3).

5.3.2 Issues related to heritage protection and conservation • Floods and ground water are causing damage to the rock as salt cycles in the rock increase

levels of erosion (D24).• Absence of conservation guidelines or principles within the Antiquities Law is limiting (A2); • There have been various conservation projects at Petra but these conservation works are

not always properly maintained (B2).• The ‘10% allocation of an excavation budget for conservation works’ requirement does not

necessarily translate into much needed actions on site (C5).• There isn’t sufficient monitoring of the preservation of archaeological features during

infrastructure works (B8).• There has been too much experimentation at the site in the past, often to the detriment of

the monuments, and there is no common framework for conservation interventions (D6).• There has been no systematic monitoring of conservation works and effectiveness of the

techniques employed and transfer of knowledge to maintenance teams (D5).• There is an expectation that conservation will include anastylosis and practices of re-

building even though there are issues with concrete used alongside the sandstone in some past projects (D6).

• Petra is a unique place in terms of its geological make-up and construction techniques. There are no ready-made or tried and tested products that are known to be suitable for the site (D5).

• Stones are being chipped off to sell to tourists or use for coloured sand sold in bottles and there are regular instances of vandalism, including graffiti, on the site (E14) (Figure 5.7).



FIGURE 5.7 The increasing number of donkeys on the site are damaging to the historic paving, whilst visitors rarely consider animal welfare or the potential for accidents (left). Stones chipped from the site are being sold in unregulated stalls (right). Unregulated stalls and donkeys are regularly operated by children meaning they are missing out on mainstream education.

FIGURE 5.8 Salt damage, often a result of ground water fluctuations, is a regular occurrence, as seen at the Temple of the Winged Lions (left) and the Colonnaded Road (right) where damage to the stone has been further exacerbated by inappropriate cementitious mortar repairs

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5.3.3 Issues related to visitor management • Donkey rides are not regulated and the impacts (accidents, health of the animals and child

labour practices) are not fully communicated to visitors (D14).• Stall holders and concessions in park are not fully regulated or inspected with a proliferation

of informal and unregulated stalls in the park (D15) (Figure 5.7).• There are no legal mechanisms to control food hygiene standards (D15).• There is no system in place to record visitors setting off on some of the less used paths

leading to delays in reaching them in case of an emergency (A4).• Overlapping roles of tourist police and park rangers generates ambiguity in providing

services to tourists (A4).• Insufficient number of park rangers on site which is particularly an issue with increasing

visitor numbers (C8).• Carrying capacity of the site is still not known or properly established and overcrowding,

especially around the Treasury in peak seasons, negatively impacts on the visitor experience and potentially increases damage to the monuments and escalates risk factors (D16).

• Studies have been carried out for alternative trails within and outside of the park, but these are not managed and therefore not promoted to visitors (C7).

• The site can be dangerous in many places, the rocks fragile and paths uneven; there are limited safety measures in place on some trails (A4).

• There is no clear complaints procedure for tourists and no joined-up mechanism through which these issues are addressed and those responsible made aware (E13)

• The horse carts can be a hindrance to visitors walking through the Siq, as they raise dust and also cause accidents, especially when speeding; they also scrape across the rock surfaces and damage the surviving Roman paving in the Siq (B6).

5.3.4 Issues related to presentation and interpretation • The quality of guides varies and they are not always up-to-date with latest finds at the site

(B4).• There is no unified vision on the “story of Petra” among archaeological missions and tour

guides (related to tour guides description, panel contents, etc.) (C6).• There is limited reference to local communities and a local voice in the interpretation (C6).• There are various typologies of interpretative panels on the site; not all panels are well

maintained, and outdated panels have not been removed. Some panels are directly attached to monuments causing damage to historic material (E10) (Figure 5.9).

• There are insufficient panels for trails outside the main spine (e.g. Siq Al Barid-Deir) (E10).• There is no fully coordinated digital inventory of the artefacts discovered at Petra and held

in various museums in Jordan (B3, A3).

5.3.5 Issues related to tourism • Many in the local community see tourism as an opportunity to make an easy profit, with little

concern for long term stability of the market or the protection of the site (C9).• Hotel closures are experienced when there is an economic downturn or the political volatility

of the larger region keeps tourists at bay (D17).• Destination marketing and promotion by JTB and MOTA is not focused on Petra as a

destination and is often marketed as being part of a larger tourism product (e.g. Jordan) rather than a destination area in its own right (D17).



• There is a growth in the day-tripper market segment as Petra is being marketed as a day trip destination from Aqaba, Egypt and Israel - adding pressure to the site but with limited benefits locally (D17).

• A number of camps marketed as ‘Bedouin camps’ look aged and messy and have limited indications of being ‘eco’ or ‘Bedouin’ (B9).

• A number of proposed investment projects could impact on the cultural and natural values of the site, archaeological material and overall authenticity of Petra (the Petra brand) (B8).

• Investment opportunities for small local businesses are limited (D19).• High cost of flights to the region and limited competition impact adversely on independent

visitor arrivals (D17).• There is a very limited night-time economy and things for visitors to do in the evenings and

an absence of additional cultural or other types of activities for tourists (D19, E13).• There is no established means of communicating major weather events (potential flooding)

to tourist groups (A4).

5.3.6 Issues related to the natural environment and nature conservation• The natural values of the site are not fully recognised and rarely integrated with cultural

values when it comes to site management approaches and practices (C1). • Important juniper and oak forests are being depleted for firewood (D1).• Some areas of natural significance have been overgrazed (D3).• Live-stock such as goats and sheep are coming within the park boundaries (D3).• Hunting and intensive agricultural practices are causing a significant decrease in some

species (D1).• The soft sandstone in particular is susceptible to weathering and erosion, including from

natural causes (D16, D24).

FIGURE 5.9 There are wide range of interpretation panels across the site and only few are part of a coordinated interpretive scheme. Exposure to the elements and vandalism, especially in remote areas, is a common problem

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5.3.7 Issues related to infrastructure• Flash flooding has become a much more regular occurrence with significant implications to

the protection of the monuments and visitor safety (D24).• Flood control measures are concentrated in proximity to the major monuments in the Park

rather than upstream (D24).• Infrastructure works outside or inside the site increase the magnitude of floods and the

damage they cause in the park (D26).• Dams are not maintained regularly and become silted up leading to water overflow during

heavy rains (D24).• The construction of the back road at the Turkmaniya entrance has impacted on the setting of

the site, agricultural lands (orchards) and archaeological remains and the local community.

5.3.8 Issues related to planning and land-use• Planning strategies (e.g. SMP) and planning decisions do not take full consideration of

the significance of Petra WHS in the midst of the PDTRA region and the impacts planning practices may have on the site and its OUV (B7).

• Some of the land uses being proposed in the SMP and other planning studies are incompatible with the watershed of the wadi systems (D24).

• The steadily increasing built up area of Wadi Musa and hard surfaces increases the amount of surface water run-off into the archaeological park (D24).

• There are overlaps and gaps in legislation that generates loopholes that can be exploited (B7).

• The location of a new museum at the entrance of the site and a heritage village within the buffer zone at Beidah set a precedent for construction in the buffer zone.

• There is limited design guidance within the buffer zone and none for developments outside of the buffer zone but with visual impact on the site (B7).

• The rapid and often unplanned growth of Wadi Musa has created a not very attractive or easy to navigate settlement for tourists (E17).

5.3.9 Issues related to the local community• Locals can be more interested in immediate monetary benefits of working on projects than

long term capacity building (C9).• The Umm Sayhoun community is highly dependent on tourism as their main source of

income and demonstrate little interest in engaging in different economic activities resulting an excessive use of site by local community for economic benefits (D29).

• Conflicts amongst the six communities based on perceived economic advantages held by the various groups, unequal distribution of tourism economy amongst the communities, and lack of diversity in the economic base (B5).

• Rural communities in particular are not aware of certain legal obligations that their urban counterparts are aware of ranging from taxation to food hygiene in commercial operations (D29).

• Only one company, Nabataean Capital, is officially charged with conducting all projects in Petra, but is not seen by some of the community as being equitable in terms of access to employment or share of benefits (B5).

• Education levels in some communities (Umm Sayhoun and Beidah in particular) are very low. Teachers are not always suitable for the local context or sufficiently qualified/trained to deal with difficult students (B10, C14).

• Poor treatment of animals on and off the site is commonplace (B6) (Figure 5.7).



5.4 Overall risk appraisal

The management planning process has also been integrated with disaster risk management considerations building on UNESCO’s ongoing work at the site, including the Siq Stability project.

This work also builds on the following reports:Paolini, A. et. al. 2012. Risk Management at Heritage Sites: A case study of the Petra Word Heritage Site. UNESCO Amman and University of LeuvenUNESCO. 2013. Siq Stability – Sustainable Monitoring Techniques for Assessing Instability of Slopes in the Siq of Petra, Jordan. Intermediate report on Activity 1 and 2 submitted to UNESCO Amman Office by Delmonaco G., Margottini C., Spizzichino D., Dessì B., Guerrieri L., Iadanza C., Leoni G., Porfidia B., Trigila A. (ISPRA – Italian Institute for Environmental Protection and Research – Geological Survey of Italy)UNESCO. 2016. Siq Stability – Mitigation of Immediate Hazards in the Siq of Petra, Jordan. Final report on Block Dislodgement & Intermediate Report on Debris Removal Operations, submitted to UNESCO Amman Office by Delmonaco G. UNESCO 2017. Key Policy Recommendations Pertaining to Disaster Risk Preparedness, Response and Recovery to be Included in the Integrated Management Plan for the World Heritage Site of Petra, currently under development. Technical Report to UNESCO Amman Office by Dr Rohit Jigyasu.

UNESCO. 2018. Siq Stability – Managing Disaster Risks in the Siq of Petra, Jordan- Emergency Plan for the Siq of Petra, Jordan, as included in the final report submitted to UNESCO Amman Office by Delmonaco G. (2018). Siq Stability Project, Phase III. Assessment of consolidation works in ‘Siq’ sector 11, Petra (Jordan). Technical Report to UNESCO Amman Office. UNESCO. 2018. Outcomes of the joint UNESCO Amman and Cairo fact-finding mission to support the Petra Development & Tourism Region Authority in identifying urgent flash-flood mitigation measures.

and recommendations from the 2000 Operating PlanVolume 2, Policy sections 4 and 54.5 Fire management 4.6 Water resource management 4.6.4 Watershed and stream processes4.8.1.1 Geologic hazards 5.3.1.1 Emergency management5.3.1.2 Fire detection, suppression and post-fire rehabilitation 5.3.1.3 Flood control

PART 3~

MANAGEMENT STRATEGY

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SECTION 6

APPROACH AND OBJECTIVES

6.1 Developing a shared vision

The aim of this management plan is to establish a framework that will ensure the sustainable development of the site within its broader regional context to provide a memorable and educational experience for users and visitors, within the guidelines of internationally accepted conventions.

The Petra WHS Integrated Management Plan builds on the aims and objectives of previous plans for the site, but the consultation process is also revealing some new directions or new areas of emphasis, including ethics and sustainability practices running through site operations. A shared vision and objectives that emerged from forum meetings were to:

• Protect, promote and sustain the OUV of the World Heritage Site whilst recognising the site’s shared values (diverse stakeholders)

• Improve the resilience of the site through management practices that are sustainable and equitable

• Instigate management practices that are effective and efficient (make a difference, offer value for money)

6.2 Management approach

The management planning approach that has been adopted:• Establish what is already working and identify ways in which this can be built on and

enhanced, and inform other areas of operation.• Identify what is not working or remains an issue in order to develop strategies to address

the problem or reduce and mitigate impacts.• Develop a shared vision for the site and identify means and actions to achieve these goals

and enhance site values.

The table overleaf summarises this approach.


6.3 Management structure

One of the key objectives of Integrated Management Plan is to establish a robust management structure to deliver the integrated management plan.

To date a Steering Committee – composed of the PAP Commissioner, DoA Director General, UNESCO Amman Head of Office – overseeing the process and technical team made up of two members each from the DoA and PAP are directly involved in the management planning process with a view that they will also remain responsible for its implementation.

The 14 advisory group, called Forums, are also becoming established and are expected to continue into useful advisory groups that can be called upon by the management team to discuss specific issues.

The proposed implementation structure is:

Present position What worksWhat is good about

now(in terms of

management)

What doesn’t workWhere are the issues

What is the visionWhere do we want to

get to

Management outcome KEEPMaintainEnhanceBuild onExpand

ELIMINATEStop or removeReduce impactsMitigate against

ResolveChange

DEVELOPIdentify strategies and

steps to reach the desired outcomes New approaches

Projects Partnerships

Steering CommitteeDoA DG, PDTRA Chief CommissionerPAP Commissioner,

Advisory groups14 subject specific expert groups (forum)

Implementation teamPDTRA/PAP and DoA

staff

Implementation partnersPDTRA CommissionersLocal community, local NGOs, international NGOs, donors etc.

Implementation actions devolved to PDTRA

departments

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6.4 GIS-based management platforms

Petra is a large and complex site with a substantial depository of data and background information. Whilst some of this data is well catalogued and accessible, other elements are not. More critically, data that may be collated through different disciplinary departments is often not accessed together even though it may need to be jointly evaluated to in order to take informed management decisions.

There appear to be several GIS based platforms with information on Petra and the immediate target is to establish whether a Petra Archaeological Park based platform managed by PAP can be set up in a way that enables the data from these other platforms to be integrated alongside the data collected for the purposes of this integrated management plan and linked action plan.

The Data Management Group has been established to deal specifically with these matters and standardise the spatial information and bibliography data related to the site.

6.5 UN Sustainable Development Goals

One of the key objectives of this Integrated Management Plan is to ‘improve the resilience of the site through management practices that are sustainable and equitable’. This objective runs through the core of the policies of the Petra IMP and is also explicitly linked to the United Nations Sustainable Development Goals (SDGs).

Outlined in United Nations Resolution A/RES/70/1 of 25 September 2015, the 17 sustainable development goals and the 169 targets contained within them cover a broad range of social and economic development issues. The way in which this Integrated Management Plan integrates the Sustainable Development Goals into its policy structure is explained below. The relevant SDG targets are set out in the left hand column with the specific emphasis in relation to this IMP underlined as appropriate.

SUSTAINABLE DEVELOPMENT GOAL 1 End poverty in all its forms everywhereSDG1.4 By 2030, ensure that all men and women, in particular the poor and the vulnerable, have equal rights to economic resources, as well as access to basic services, ownership and control over land and other forms of property, inheritance, natural resources, appropriate new technology and financial services, including microfinance.

Policy B5 recognises the importance of a more equitable distribution of economic benefits derived from the site and tourism to a wider section of the community. This is supported by Policy C9 instigating capacity building and improving access to employment

SDG1.B Create sound policy frameworks at the national, regional and international levels, based on pro-poor and gender-sensitive development strategies, to support accelerated investment in poverty eradication actions.

Policy C10 seeks to strengthen support for the most marginalised members of the community, including women and groups that have less access to employment opportunities

SECTION 6 APPROACH AND OBJECTIVES


SUSTAINABLE DEVELOPMENT GOAL 2 End hunger, achieve food security and improved nutrition and promote sustainable agricultureSDG 2.3 By 2030, double the agricultural productivity and incomes of small-scale food producers, in particular women, indigenous peoples, family farmers, pastoralists and fishers, including through secure and equal access to land, other productive resources and inputs, knowledge, financial services, markets and opportunities for value addition and non-farm employment

Initiatives in support of this target are found in Nature Conservation Policy D3 and indirectly through Policy E2, concerning climate change studies.Employment and capacity building initiatives as shown above in Policies B5, C9 and C10.

SDG 2.4 By 2030, ensure sustainable food production systems and implement resilient agricultural practices that increase productivity and production, that help maintain ecosystems, that strengthen capacity for adaptation to climate change, extreme weather, drought, flooding and other disasters and that progressively improve land and soil quality

Policies D2 and D3 directly address improved management of forested areas and an increase in tree coverage to reduce impacts of flooding.Climate change adaptation is specifically addressed in Policy E2.

SUSTAINABLE DEVELOPMENT GOAL 4 Ensure inclusive and equitable quality education and promote lifelong learning opportunities for allSDG 4.1 By 2030, ensure that all girls and boys complete free, equitable and quality primary and secondary education leading to relevant and effective learning outcomes

Policy B10 focuses on improving awareness amongst local communities on the value of educating children and provision of support to improve education facilities

SDG 4.2 By 2030, ensure that all girls and boys have access to quality early childhood development, care and pre-primary education so that they are ready for primary education

Policy C14 supports activity spaces for children to engage them with education and discourage them from working on the site.

SDG 4.3 By 2030, ensure equal access for all women and men to affordable and quality technical, vocational and tertiary education, including university

Policy D29 supports improved adult education provision targeted to marginalised groups, including women.

SDG 4.5 By 2030, eliminate gender disparities in education and ensure equal access to all levels of education and vocational training for the vulnerable, including persons with disabilities, indigenous peoples and children in vulnerable situations

This target is supported by Policies B10, C13 and D29.

87SECTION 6 APPROACH AND OBJECTIVES

SDG 4.7 By 2030, ensure that all learners acquire the knowledge and skills needed to promote sustainable development, including, among others, through education for sustainable development and sustainable lifestyles, human rights, gender equality, promotion of a culture of peace and non-violence, global citizenship and appreciation of cultural diversity and of culture’s contribution to sustainable development

This target is supported through Policies B9, D27, E1, E16 and E17.

SUSTAINABLE DEVELOPMENT GOAL 5 Achieve gender equality and empower all women and girlsSDG 5.1 End all forms of discrimination against all women and girls everywhere

Policy D22 concerns the promotion of more positive attitudes towards visitors

SDG 5.5 Ensure women’s full and effective participation and equal opportunities for leadership at all levels of decision-making in political, economic and public life

Through the process of developing this management plan, women’s participation in heritage management and conservation at all levels (as professionals, operational, coordination and management staff, leadership positions) has been actively supported.

SDG 5.A Undertake reforms to give women equal rights to economic resources, as well as access to ownership and control over land and other forms of property, financial services, inheritance and natural resources, in accordance with national laws

Policy D29 focuses on provision of adult education in support of better economic opportunities, especially for marginalised groups including women.

SUSTAINABLE DEVELOPMENT GOAL 6 Ensure availability and sustainable management of water and sanitation for allSDG 6.3 By 2030, improve water quality by reducing pollution, eliminating dumping and minimizing release of hazardous chemicals and materials, halving the proportion of untreated wastewater and substantially increasing recycling and safe reuse globally

Policy E15 identifies improvements to the capacity of infrastructure provision to respond to current and future needs.

SDG 6.4 By 2030, substantially increase water-use efficiency across all sectors and ensure sustainable withdrawals and supply of freshwater to address water scarcity and substantially reduce the number of people suffering from water scarcity

The introduction of eco-tourism guidelines benchmarks in Policy B9, improved sustainability practices for all new projects in Policies D25 and D27, and sustainability standards for the site stipulated in Policies E15 and E16 will support this target.


SUSTAINABLE DEVELOPMENT GOAL 7 Ensure access to affordable, reliable, sustainable and modern energy for allSDG 7.2 By 2030, increase substantially the share of renewable energy in the global energy mix

Sustainability standards for the site and its environs set out in Policies E15 and E18 include access to clean energy.

SDG 7.B By 2030, expand infrastructure and upgrade technology for supplying modern and sustainable energy services for all in developing countries, in particular least developed countries, small island developing States, and land-locked developing countries, in accordance with their respective programmes of support

Policy E18 supports the expansion of existing clean energy initiatives in the region, including public private partnerships.

SUSTAINABLE DEVELOPMENT GOAL 8 Promote sustained, inclusive and sustainable economic growth, full and productive employment and decent work for allThese goals are addressed in policies for Community and Education SDG 8.2 Achieve higher levels of economic productivity through diversification, technological upgrading and innovation, including through a focus on high-value added and labour-intensive sectors

Policies B5, C9, C10 and D29 are linked to upskilling and improved access to employment.

SDG 8.3 Promote development-oriented policies that support productive activities, decent job creation, entrepreneurship, creativity and innovation, and encourage the formalization and growth of micro-, small- and medium-sized enterprises, including through access to financial services

Policy C12 supports local enterprises through the re-use of vernacular buildings for tourism purposes.

SDG 8.4 Improve progressively, through 2030, global resource efficiency in consumption and production and endeavour to decouple economic growth from environmental degradation, in accordance with the 10-year framework of programmes on sustainable consumption and production, with developed countries taking the lead

These are addressed in Policy D1 with regards to safeguarding forests and E16 with regards to managing excess water run off that leads to soil erosion.

SDG 8.6 By 2020, substantially reduce the proportion of youth not in employment, education or training

Policies B10 and C14 support improved education opportunities for young people and Policy D19 supports capacity building in entrepreneurship.

SDG 8.9 By 2030, devise and implement policies to promote sustainable tourism that creates jobs and promotes local culture and products

Policy E16 directly supports sustainable tourism practices, Policy B9 advocates eco-tourism standards for all projects in the buffer zone and Policies C11 and C12 support intangible heritage and promotion of local products.

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SUSTAINABLE DEVELOPMENT GOAL 9 Build resilient infrastructure, promote inclusive and sustainable industrialization and foster innovationSDG 9.1 Develop quality, reliable, sustainable and resilient infrastructure, including regional and transborder infrastructure, to support economic development and human well-being, with a focus on affordable and equitable access for all

Policy D23 concerns the development of transportation infrastructure to improve access and connectivity across the region.

SDG 9.3 Increase the access of small-scale industrial and other enterprises, in particular in developing countries, to financial services, including affordable credit, and their integration into value chains and markets

Policy D19 specifically focuses on support for local entrepreneurs. Policies C9 and C11 address ways in which local communities can play a greater part in local economic activity.

SUSTAINABLE DEVELOPMENT GOAL 10 Reduce inequality within and among countriesSDG 10.2 By 2030, empower and promote the social, economic and political inclusion of all, irrespective of age, sex, disability, race, ethnicity, origin, religion or economic or other status

Policy D20 advocates equal representation on community councils.

SUSTAINABLE DEVELOPMENT GOAL 11 Make cities and human settlements inclusive, safe, resilient and sustainableSDG 11.2 By 2030, provide access to safe, affordable, accessible and sustainable transport systems for all, improving road safety, notably by expanding public transport, with special attention to the needs of those in vulnerable situations, women, children, persons with disabilities and older persons

Policy D23 on transportation infrastructure specifically targets improved connectivity across the region, including improving access to employment opportunities.

SDG 11.3 By 2030, enhance inclusive and sustainable urbanization and capacity for participatory, integrated and sustainable human settlement planning and management in all countries

Policy D20 supports more participatory approaches to planning and local development.

SDG 11.4 Strengthen efforts to protect and safeguard the world’s cultural and natural heritage

The safeguarding of the Petra World Heritage site is the primary objective of this Integrated Management Plan. The safeguarding of the natural heritage is promoted in Policies C1, C2, D1, D2, D3, E1, E2, E3 and F1.

SDG 11.6 By 2030, reduce the adverse per capita environmental impact of cities, including by paying special attention to air quality and municipal and other waste management

Waste management practices concerning the built up and the site area is addressed in Policy E15.

SDG 11.7 By 2030, provide universal access to safe, inclusive and accessible, green and public spaces, in particular for women and children, older persons and persons with disabilities

Policy D25 concerns creating green recreational spaces in the wadis as part of water management measures. Policy D22 aims to reduce incidents of harassment

SECTION 6 APPROACH AND OBJECTIVES


SDG 11.A Support positive economic, social and environmental links between urban, peri-urban and rural areas by strengthening national and regional development planning

PDTRA strategies to linking smaller settlements with Wadi Musa/Shobak (also linked to urban growth strategy) and development of local tourism products in Policy C12, and improved transport links to urban centres in Policy D23.

SDG 11.B By 2020, substantially increase the number of cities and human settlements adopting and implementing integrated policies and plans towards inclusion, resource efficiency, mitigation and adaptation to climate change, resilience to disasters, and develop and implement, in line with the Sendai Framework for Disaster Risk Reduction 2015-2030, holistic disaster risk management at all levels

Policy A4 proposes the production of a Risk Management Strategy that will have implications to the surrounding urban and rural areas in terms of risk reduction.

SUSTAINABLE DEVELOPMENT GOAL 12 Ensure sustainable consumption and production patternsSDG 12.3 By 2030, halve per capita global food waste at the retail and consumer levels and reduce food losses along production and supply chains, including post-harvest losses

Policy B9 addresses this under the umbrella of eco-tourism practices.

SDG 12.5 By 2030, substantially reduce waste generation through prevention, reduction, recycling and reuse

Policy E16 concerns sustainability standards being established for the site, linked tourism services and the surrounding areas to promote access to clean energy, resource management and recycling.

SDG 12.8 By 2030, ensure that people everywhere have the relevant information and awareness for sustainable development and lifestyles in harmony with nature

Policy E18 concerns support for and promotion of sustainable tourism initiatives including awareness programmes.

SDG 12.B Develop and implement tools to monitor sustainable development impacts for sustainable tourism that creates jobs and promotes local culture and products

These are addressed in Policies B9, E16 and E17; local products and tourism businesses are covered in Policies C11 and C12.

SUSTAINABLE DEVELOPMENT GOAL 13 Take urgent action to combat climate change and its impactsSDG 13.1 Strengthen resilience and adaptive capacity to climate-related hazards and natural disasters in all countries

These are considered in Policy A4 through the preparation of a Disaster Risk Plan, and Policy D20 identifies approaches to upstream water management as a flood reduction measure.

SDG 13.3 Improve education, awareness-raising and human and institutional capacity on climate change mitigation, adaptation, impact reduction and early warning

Policy A4 on risk management is directly linked to potential outcomes of climate change. Policy E2 proposes research on climate change.

91SECTION 6 APPROACH AND OBJECTIVES

SUSTAINABLE DEVELOPMENT GOAL 15 Protect, restore and promote sustainable use of terrestrial ecosystems, sustainably manage forests, combat desertification, and halt and reverse land degradation and halt biodiversity lossSDG 15.2 By 2020, promote the implementation of sustainable management of all types of forests, halt deforestation, restore degraded forests and substantially increase afforestation and reforestation globally

Policies D1 and D2 respectively address issues concerning the protection of forests and reforestation.

SDG 15.5 Take urgent and significant action to reduce the degradation of natural habitats, halt the loss of biodiversity and, by 2020, protect and prevent the extinction of threatened species

Policies C2 and D18 concern the protection of biodiversity in the park, the buffer zone and beyond.

SDG 15.9 By 2020, integrate ecosystem and biodiversity values into national and local planning, development processes, poverty reduction strategies and accounts

Policy C2 links environmental protection to planning policies. Policies D18 and E3 are about protecting historic agricultural landscapes linked to local development

SDG 15.A Mobilize and significantly increase financial resources from all sources to conserve and sustainably use biodiversity and ecosystems

Policy C2 underlines PDTRA and other agency funding in support for biodiversity

SUSTAINABLE DEVELOPMENT GOAL 16 Promote peaceful and inclusive societies for sustainable development, provide access to justice for all and build effective, accountable and inclusive institutions at all levelsSDG 16.7 Ensure responsive, inclusive, participatory and representative decision-making at all levels

Policy D20 advocates that the PDTRA to engage in participatory approaches to decisions that involve local community development.

SUSTAINABLE DEVELOPMENT GOAL 17 Strengthen the means of implementation and revitalize the global partnership for sustainable developmentSDG 17.16 Enhance the global partnership for sustainable development, complemented by multi-stakeholder partnerships that mobilize and share knowledge, expertise, technology and financial resources, to support the achievement of the sustainable development goals in all countries, in particular developing countries

Many of the policies outlined in this IMP are designed to enable knowledge transfer through private-public and third sector-public partnerships with local, national and international actors.

SDG 17.17 Encourage and promote effective public, public-private and civil society partnerships, building on the experience and resourcing strategies of partnerships

Many of the policies outlined in this IMP are centred on partnerships that promote knowledge transfer amongst private-public and third sector public partnerships and amongst local, national and international actors.


6.6 Format of the Integrated Management Plan

6.6.1 GIS platform linked up databasesAt a complex site like Petra with a substantial data set of information and an extensive network of partners, stakeholders and interest groups the compilation of the information that is relevant to the sustainable management of the site is problematic. The result, as evidenced with the three volume US National Parks Service 2000 Operational Plan is lengthy tomes, that are not easy to use or navigate as a reference source in the course of managing the site and decision-making.

The PDTRA with support from the Data Management Group are developing the use of a suitable GIS system that can be operated and accessed by PAP and PDTRA staff as the basis for the effective management of the site (Policy A3).

6.6.2 The Action PlanThe Action Plan is the key operational document that accompanies the Integrated Management Plan. As a direct and traceable response to the issues raised during the early parts of the process (Section 7.2) the actions will clearly identify lines of responsibilities and time frame.

Each policy/action will be formulated to be SMART, in that they will be Specific, Measurable against targets, Achievable (within current legislation and budgetary context), Realistic and Time bound.

The actions will specifically seek operational efficiencies and reduce duplication; promote partnership working and wherever possible introduce innovative practices.

6.6.3 Web based accessApart from the Action Plan, the management policies are available from a web-based platform with open and restricted access layers that also link the plan to other relevant websites.

93

SECTION 7

MANAGEMENT POLICIES

7.1 Management framework and categories

The management framework combines all the management policies in a grid, identifying level of importance and alongside link to area of focus. Each policy is expanded in the following section.

All policies are listed under the following categories A) Tools and actions that are critical to the implementation of the Integrated Management Plan These are the key tools that are essential for the management plan to become operational. The Steering Committee has affirmed that the ground work, including the legal basis for implementation, is underway in November 2017.

B) Priority and urgent actions necessary to avoid further degradation or damage to the siteThese are gateway policies responding to issues identified as highly critical and are essential for the ongoing protection and management of the site. All B level polices have been considered by the Steering Committee at their meetings in September and November 2017, and areas for immediate action identified.

C) Actions that enhance and strengthen existing good practicesThese are actions that build on existing good practices at the site and seek to find ways in which they can be strengthened and enhanced.

D) Essential actions that are necessary for the sustainable management of the site These are actions that are not urgent immediacy but need to be considered in a 2-3 year period to support the effective management of the site.

E) Actions that are necessary (but not urgent) and/or denote good practice and are linked to the long term aspirations for the site These are longer term actions that build on some of the higher level polices (B, C and D) and build up longer term vision and aspirations for the site, with actions planned for a five year time horizon.

F) Actions that are desirable for the support of the long term sustainability of the site.These are good practice and aspirational policies linked to the long term objectives for the site and its future sustainability.

Petr

a W

orld

Her

itage

Site

Inte

grat

ed M

anag

emen

t Pla

n: P

olic

y Fr

amew

ork

A) Tools

A1.

Ope

ratio

nal I

nteg

rate

d M

anag

emen

t Pla

n (a

s le

gally

bin

ding

) – im

plem

enta

tion

team

A2.

Leg

al in

stru

men

ts th

at s

uppo

rt th

e im

plem

enta

tion

of th

e M

anag

emen

t Pla

n

Envi

ronm

enta

l law

s - M

oU

betw

een

PDTR

A an

d M

inis

try o

f En

viro

nmen

t

MoU

bet

wee

n D

oA a

nd P

DTR

A

Form

atio

n of

a D

oA/P

DTR

A Te

chni

cal C

omm

ittee

Plan

ning

and

Lan

d-us

e re

gula

tions

A3.

Dat

a M

anag

emen

t Sys

tem

s

A

4. R

isk

Man

agem

ent P

lan

Na

ture

Con

serv

atio

n He

rita

ge C

onse

rvat

ion

Arc

haeo

logy

Pr

esen

tatio

n +

Visi

tor m

an.

Tour

ism

C

omm

unity

Pl

anni

ng/ l

and-

use

&

Infr

astr

uctu

re

Sust

aina

bilit

y Ed

ucat

ion

B) Priority + urgent

B1

. Im

prov

e ca

paci

ty o

f pr

ofes

sion

al a

nd o

pera

tiona

l sta

ff to

wor

k on

con

serv

atio

n pr

ojec

ts

and

sust

ain

this

exp

ertis

e in

PA

P

B3. I

dent

ify a

nd o

pera

tiona

lise

stra

tegy

for t

he s

tora

ge o

f ar

chae

olog

ical

mat

eria

l and

ob

ject

s th

roug

h a

dedi

cate

d st

orag

e/re

sear

ch fa

cilit

y

B4

. Im

prov

e qu

ality

of g

uidi

ng a

nd

expa

nd ro

le o

f gui

des

as b

rand

am

bass

ador

s

B5

. Im

prov

e ac

cess

to e

cono

mic

be

nefit

s de

rived

from

the

site

and

to

uris

m to

a w

ider

par

t of t

he

com

mun

ity

B7. P

repa

re a

det

aile

d la

nd-u

se

map

with

for t

he b

uffe

r zon

e an

d ar

eas

of in

fluen

ce o

utsi

de o

f the

bu

ffer z

one

with

man

agem

ent a

nd

deve

lopm

ent g

uide

lines

B9. E

stab

lish

eco-

tour

ism

gu

idel

ines

and

ben

chm

arks

for a

ll ne

w e

co-to

uris

m p

roje

cts

and

oper

atio

nalis

e th

roug

h pe

rmit

proc

edur

e

B10.

Impr

ove

awar

enes

s am

ongs

t lo

cal c

omm

uniti

es o

n va

lue

of

educ

atin

g ch

ildre

n; s

uppo

rt an

d im

prov

e ed

ucat

ion

faci

litie

s

B2

. Sec

ure

ongo

ing

fund

ing

for

cons

erva

tion

and

prev

entiv

e co

nser

vatio

n th

at c

an b

e im

plem

ente

d th

roug

h a

perm

anen

t si

te-b

ased

Con

serv

atio

n C

entre

B6

. Wor

k w

ith o

wne

rs o

f wor

king

an

imal

s to

redu

ce d

amag

e ca

used

to

the

site

, im

prov

e vi

sito

r ex

perie

nce

and

cons

ider

impa

cts

on c

hild

labo

ur

B8. P

roje

cts

with

in P

AP

boun

darie

s, b

uffe

r zon

es a

nd

area

s of

influ

ence

mus

t not

ne

gativ

ely

impa

ct o

n th

e O

UV

of

the

WH

S an

d its

set

ting

C) Enhance + strengthen

C

1. In

trodu

ce in

tegr

ated

ap

proa

ches

to n

atur

e an

d he

ritag

e co

nser

vatio

n

C

3. P

repa

re a

forw

ard-

look

pla

n id

entif

ying

prio

rity

area

s fo

r re

sear

ch, e

xcav

atio

n an

d co

nser

vatio

n

C6.

Dev

elop

an

inte

rpre

tatio

n po

licy

that

link

s up

exi

stin

g in

terp

reta

tion

prov

isio

n (M

useu

m,

Visi

tor C

entre

, sig

nage

, app

s) to

te

ll a

cohe

rent

‘sto

ry’ a

nd a

id

visi

tor m

anag

emen

t

C8.

Enf

orce

PD

TRA/

PAP

regu

latio

ns li

nked

to g

uide

s,

hors

es, u

se o

f site

and

eve

nts

C9.

Enc

oura

ge s

ite-li

nked

in

itiat

ives

that

sup

port

loca

l pa

rtici

patio

n an

d de

liver

sus

tain

ed

econ

omic

ben

efits

thro

ugh

capa

city

bui

ldin

g an

d ac

cess

to

empl

oym

ent

C13

. Con

tinue

aw

aren

ess

build

ing

prog

ram

mes

for y

oung

ster

s an

d w

ith lo

cal s

choo

ls

C2.

Lin

ked

to th

e N

atur

al

Prot

ecte

d Ar

ea n

omin

atio

n,

cont

inue

col

labo

ratio

n w

ith v

ario

us

natio

nal a

nd in

tern

atio

nal

agen

cies

for n

atur

e co

nser

vatio

n

C

4. U

nder

take

regu

lar r

evie

ws

of

arch

aeol

ogic

al re

sear

ch o

r ex

cava

tions

taki

ng p

lace

at t

he

site

C7.

Dev

elop

trai

ls a

nd a

ltern

ativ

e vi

sito

rs e

xper

ienc

es (e

.g. B

eidh

a ar

ea) t

o in

crea

se s

prea

d of

vi

sito

rs a

nd in

crea

se s

tay

at s

ite

C

10. E

stab

lish

mea

ns fo

r the

U

mm

Say

houn

Com

mun

ity C

entre

to

be

sust

aina

ble

and

cont

inue

to

deliv

er s

uppo

rt to

the

loca

l co

mm

unity

C14

. Im

prov

e lo

cally

ava

ilabl

e ed

ucat

ion

prov

isio

n an

d ra

ise

awar

enes

s on

sch

ool a

ttend

ance

an

d lo

nger

-term

val

ue o

f ed

ucat

ion

C5.

Enf

orce

new

Ant

iqui

ties

regu

latio

ns c

once

rnin

g ex

cava

tion

perm

its, c

onse

rvat

ion

and

publ

icat

ion

of fi

ndin

gs (a

nd

cons

erva

tion

proc

edur

es)

C

11. S

uppo

rt th

e sa

fegu

ardi

ng o

f in

tang

ible

her

itage

C

12. S

uppo

rt pr

otec

tion

and

cons

erva

tion

of h

isto

ric v

illag

es in

th

e se

ttlem

ents

sur

roun

ding

the

site

and

use

for t

ouris

m p

urpo

ses

D) Essential

D1.

Wor

k w

ith lo

cal c

omm

uniti

es

to p

rote

ct fo

rest

ed a

reas

and

fa

una

(incl

udin

g fro

m il

lega

l fir

ewoo

d co

llect

ion

and

hunt

ing)

D4.

Impr

ove

data

sha

ring

of

cons

erva

tion

prac

tices

, mat

eria

ls

and

tech

niqu

es a

nd m

onito

r ef

ficac

y of

inte

rven

tions

D7.

Exp

and

DoA

exc

avat

ion

polic

ies

to in

clud

e sa

lvag

e ex

cava

tions

D12

. Pre

pare

a c

oord

inat

ed

evac

uatio

n pl

an fo

r Pet

ra

Arch

aeol

ogic

al P

ark

D17

. Im

plem

ent a

mor

e fo

cuse

d m

arke

ting

cam

paig

n of

Pet

ra a

s a

dest

inat

ion

and

with

a c

lear

m

essa

ge o

n th

e ‘P

etra

’ bra

nd

D23

. Im

prov

e pu

blic

tran

spor

tatio

n in

frast

ruct

ure

to in

crea

se

acce

ssib

ility

and

conn

ectiv

ity

acro

ss th

e re

gion

D

29. I

ncre

ase

prov

isio

n of

adu

lt ed

ucat

ion

in s

uppo

rt of

bet

ter

econ

omic

opp

ortu

nitie

s, e

spec

ially

fo

r mar

gina

lised

gro

ups

incl

udin

g w

omen

D2.

Sup

port

the

plan

ting

of m

ore

fore

sted

are

as a

nd tr

ee p

lant

ing

in

urba

nise

d ar

eas

to re

duce

the

impa

cts

of fl

oodi

ng o

n th

e si

te

D5.

Iden

tify

prio

rity

area

s fo

r pr

even

tive

cons

erva

tion

and

cons

erva

tion

proj

ects

attr

act

fund

ing

to p

riorit

y pr

ojec

t

D8.

Intro

duce

saf

ety

guid

elin

es

and

polic

ies

for e

xcav

atio

n si

tes

D13

. Im

prov

ed fi

rst a

id a

nd fi

rst

resp

onse

faci

litie

s on

site

D

18. A

ny e

xpan

sion

of t

ouris

m

serv

ices

(inc

ludi

ng h

otel

s) s

houl

d no

t adv

erse

ly im

pact

on

the

OU

V of

the

site

and

its

setti

ng o

r dis

rupt

im

porta

nt b

io-d

iver

sity

cor

ridor

s

D20

. Bro

aden

the

base

of

com

mun

ity p

artic

ipat

ion

in th

e Pe

tra R

egio

n by

dis

cuss

ing

the

plan

s an

d pr

ogra

ms

man

date

d by

th

e PD

TRA

in th

e ar

ea o

f co

mm

unity

dev

elop

men

t

D

27. E

nsur

e th

at a

ll pr

ojec

ts

perm

itted

for t

he b

uffe

r zon

es

stric

tly a

dher

e to

sus

tain

abilit

y an

d en

viro

nmen

tally

sou

nd p

ract

ices

D30

. App

roac

hes

to im

prov

e sc

hool

chi

ldre

n’s

beha

viou

r dur

ing

visi

ts to

the

site

D3.

Wor

k w

ith lo

cal c

omm

uniti

es

to e

nsur

e gr

azin

g pr

actic

es a

re

not u

ndul

y de

grad

ing

the

natu

ral

valu

es o

f the

site

and

buf

fer z

one

D6.

Bui

ld u

p a

guid

ance

fra

mew

ork

for c

onse

rvat

ion

appr

oach

es a

nd m

etho

dolo

gies

at

the

site

bas

ed o

n pa

st p

roje

ct

expe

rienc

es a

nd a

ppro

pria

te

met

hodo

logi

es

D9.

Iden

tify

and

impr

ove

prot

ectio

n of

are

as o

f hig

h hi

stor

ic

and

arch

aeol

ogic

al v

alue

with

in

the

buffe

r zon

e (e

.g. N

abat

aean

ag

ricul

tura

l ter

race

s in

Bei

dha)

D14

. Com

mun

icat

e go

od

prac

tices

to v

isito

rs (p

erso

nal

safe

ty, c

are

for t

he s

ite, a

nim

al

wel

fare

, chi

ld la

bour

, su

stai

nabi

lity)

D

19. S

uppo

rt lo

cal i

nves

tors

and

en

trepr

eneu

rs in

dev

elop

ing

tour

ism

pro

ject

s se

nsiti

ve to

the

site

and

bef

ittin

g th

e Pe

tra b

rand

D

24. H

olis

tic a

nd u

pstre

am w

ater

m

anag

emen

t and

floo

d co

ntro

l D

28. C

onsi

der o

ptio

ns fo

r ex

pans

ion

of re

side

ntia

l zon

es

that

do

not a

dver

sely

impa

ct th

e O

UV

of th

e W

HS

D10

. Ins

tigat

e be

tter c

oord

inat

ion

proc

edur

es to

pro

tect

ar

chae

olog

ical

mat

eria

l dur

ing

infra

stru

ctur

e pr

ojec

ts

D15

. Im

prov

e th

e qu

ality

, ap

pear

ance

and

man

agem

ent o

f co

nces

sion

sta

lls o

n th

e si

te

D

21. E

mpo

wer

less

wel

l re

pres

ente

d gr

oups

, inc

ludi

ng

wom

en, t

hrou

gh p

rovi

sion

of

train

ing,

bus

ines

s su

ppor

t, pl

acem

ents

and

job

oppo

rtuni

ties

D25

. Ens

ure

adeq

uate

wat

er

man

agem

ent f

eatu

res

are

inte

grat

ed in

to n

ew e

xpan

sion

and

de

velo

pmen

t are

as

D11

. Ide

ntify

sui

tabl

e lo

catio

ns fo

r ex

cava

tion

spoi

l hea

ps a

nd ru

bble

D

16. M

anag

e vi

sito

r num

bers

ar

ound

car

ryin

g ca

paci

ty fo

r the

si

te a

nd in

trodu

ce ti

med

tick

etin

g fo

r pea

k tim

es

D

22. P

rom

ote

mor

e po

sitiv

e at

titud

es to

war

ds v

isito

rs w

ithin

an

d ar

ound

the

site

D

26. E

stab

lish

clea

r man

agem

ent

prac

tices

for r

emov

al o

f rub

ble

or

soil

from

infra

stru

ctur

e an

d co

nstru

ctio

n pr

ojec

ts to

sto

p th

em

bein

g w

ashe

d in

to th

e si

te in

flo

ods

E) Necessary and/or good practice

E1. I

mpr

ove

prom

otio

n of

en

viro

nmen

tal a

nd b

io-d

iver

sity

va

lues

of t

he s

ite, i

nclu

ding

in

inte

rpre

tatio

n an

d ed

ucat

ion

prog

ram

mes

E4. R

eorg

anis

e N

azza

l’s c

amp

for

use

as a

n ex

hibi

tion

spac

e on

pa

st e

xcav

atio

ns a

t Pet

ra a

nd o

n ho

w a

rcha

eolo

gist

s w

ork

E6. E

stab

lish

a pe

rman

ent

com

mitt

ee w

ith e

xper

t mem

bers

fro

m P

AP a

nd D

oA to

mai

ntai

n a

stra

tegi

c vi

ew o

n ex

cava

tions

and

co

nser

vatio

n at

Pet

ra

E10.

Sta

ndar

dise

des

igns

for

toile

ts, r

est a

reas

, boo

ths,

sig

nage

an

d in

terp

reta

tion

pane

ls w

ithin

th

e si

te a

nd in

are

as c

onne

cted

to

it

E12.

Reg

ulat

e pr

ices

and

labe

lling

of p

rodu

cts

sold

in a

reas

link

ed to

th

e si

te

E15.

Wor

k w

ith lo

cal c

omm

uniti

es

to d

isco

urag

e th

e sa

le o

f an

tiqui

ties

and

chip

ped

off s

tone

s on

site

E16.

Impr

ove

curr

ent a

nd fu

ture

ca

paci

ty fo

r sol

id w

aste

m

anag

emen

t to

resp

ond

to

curr

ent a

nd fu

ture

nee

ds

E18.

Est

ablis

h su

stai

nabi

lity

stan

dard

s fo

r the

site

and

link

ed

tour

ism

ser

vice

s an

d th

e su

rrou

ndin

g ar

eas

to p

rom

ote

clea

n en

ergy

, res

ourc

e m

anag

emen

t and

recy

clin

g.

E20.

Wor

k cl

osel

y w

ith U

nive

rsity

pa

rtner

s to

ens

ure

train

ing

prov

isio

n is

alig

ned

with

site

-ba

sed

need

s (in

arc

haeo

logy

, co

nser

vatio

n an

d he

ritag

e m

anag

emen

t)

E2. C

omm

issi

on c

limat

e ch

ange

st

udie

s (fl

ood

even

ts, s

peci

es,

plan

ting)

to e

stab

lish

whe

ther

th

ere

are

disc

erni

ble

patte

rns

that

sh

ould

info

rm fu

ture

pla

nnin

g

E5. C

ondu

ct fu

rther

stu

dies

on

grou

nd w

ater

to e

stab

lish

impa

ct

on m

onum

ents

and

info

rm fu

ture

co

nser

vatio

n m

anag

emen

t

E7. A

ppro

ve a

nd u

phol

d a

Cod

e of

Eth

ics

for P

etra

E13.

Est

ablis

h a

Tour

ism

In

form

atio

n Po

int i

n W

adi M

usa

prov

idin

g vi

sito

rs in

form

atio

n on

th

e si

te a

nd o

ther

attr

actio

ns a

s w

ell a

s pr

oces

s vi

sito

r fee

dbac

k

E17.

Inst

igat

e pr

ojec

ts a

nd

plan

ning

gui

danc

e th

at w

ill im

prov

e th

e ap

pear

ance

of W

adi

Mus

a as

gat

eway

to th

e W

orld

H

erita

ge S

ite

E19.

Con

tinue

to s

uppo

rt an

d pr

omot

e su

stai

nabl

e to

uris

m

initi

ativ

es a

nd lo

cally

man

aged

to

uris

m b

usin

esse

s

E21.

Impr

ove

partn

ersh

ips

with

H

usse

in B

in T

alla

l Uni

vers

ity fo

r re

sear

ch a

nd c

apac

ity b

uild

ing

purp

oses

E3. P

rote

ct a

reas

link

ed to

N

abat

aean

farm

ing

prac

tices

and

de

velo

p as

a v

isito

r attr

actio

n

E8

. Dev

elop

pro

toco

ls fo

r obj

ects

to

be

cons

erve

d an

d/or

dis

play

ed

at th

e M

useu

m

E11.

Est

ablis

h of

ficia

l vis

itor

info

rmat

ion

poin

ts in

the

site

to

assi

st v

isito

rs a

nd p

rovi

de

info

rmat

ion

on tr

ails

and

oth

er

attra

ctio

ns

E1

4. In

trodu

ce n

ew ti

cket

ing

and

entry

poi

nts

arou

nd th

e si

te to

en

cour

age

disp

ersa

l of v

isito

rs

and

a sp

read

of v

isito

rs b

enef

its to

th

e co

mm

uniti

es a

roun

d P

etra

E9

. Pro

vide

spa

ce in

the

Visi

tor

Cen

tre fo

r inf

orm

atio

n on

cur

rent

ex

cava

tion,

rese

arch

and

co

nser

vatio

n pr

ojec

ts to

be

disp

laye

d

F) Desirable

F1. E

xplo

re p

oten

tial o

f site

to b

e re

cogn

ised

as

a G

eopa

rk

F2. T

hrou

gh th

e C

onse

rvat

ion

Cen

tre w

ork

with

man

ufac

ture

rs to

in

vest

in R

&D fo

r mat

eria

ls a

nd

tech

niqu

es s

uita

ble

for P

etra

F3. P

rom

ote

rese

arch

co

nfer

ence

s on

Pet

ra th

at a

re

mor

e re

pres

enta

tive

and

incl

usiv

e

F5. I

mpr

ove

acce

ss a

cros

s th

e si

te fo

r vis

itors

and

use

rs w

ith

disa

bilit

ies

and

impa

irmen

ts

F8. C

ondu

ct re

gula

r vis

itor

satis

fact

ion

surv

eys

and

stre

amlin

e co

mpl

aint

s pr

oced

ures

F10.

Rev

iew

ext

ent o

f equ

itabl

e ac

cess

to re

sour

ces

amon

gst

Petra

’s c

omm

uniti

es

F11.

Em

bed

view

she

d st

udie

s in

to m

aste

r pla

nnin

g an

d ur

ban

grow

th p

ropo

sals

F13.

Wor

k to

war

ds P

etra

be

com

ing

a Su

stai

nabl

e D

estin

atio

n

F14.

Est

ablis

h a

dedi

cate

d ed

ucat

ion

spac

e fo

r sch

ool v

isits

F4. S

uppo

rt fu

rther

rese

arch

on

Petra

and

link

ed p

ublic

atio

ns

F6. I

ntro

duce

coo

rdin

ated

el

ectro

nic

med

ia to

ass

ist s

ite

inte

rpre

tatio

n an

d m

anag

emen

t

F9. E

ngag

e in

mor

e pr

o-ac

tive

trans

-bor

der c

olla

bora

tions

for t

he

prom

otio

n of

Pet

ra

F12.

Ens

ure

all p

lann

ing

appl

icat

ions

mee

t sus

tain

abilit

y cr

iteria

that

lead

to re

sour

ce

cons

erva

tion

F7

. Sup

port

mor

e in

tern

atio

nal

exhi

bitio

ns a

nd o

utre

ach

Petr

a W

orld

Her

itage

Site

Inte

grat

ed M

anag

emen

t Pla

n: P

olic

y Fr

amew

ork

A) Tools

A1.

Ope

ratio

nal I

nteg

rate

d M

anag

emen

t Pla

n (a

s le

gally

bin

ding

) – im

plem

enta

tion

team

A2.

Leg

al in

stru

men

ts th

at s

uppo

rt th

e im

plem

enta

tion

of th

e M

anag

emen

t Pla

n

Envi

ronm

enta

l law

s - M

oU

betw

een

PDTR

A an

d M

inis

try o

f En

viro

nmen

t

MoU

bet

wee

n D

oA a

nd P

DTR

A

Form

atio

n of

a D

oA/P

DTR

A Te

chni

cal C

omm

ittee

Plan

ning

and

Lan

d-us

e re

gula

tions

A3.

Dat

a M

anag

emen

t Sys

tem

s

A

4. R

isk

Man

agem

ent P

lan

Na

ture

Con

serv

atio

n He

rita

ge C

onse

rvat

ion

Arc

haeo

logy

Pr

esen

tatio

n +

Visi

tor m

an.

Tour

ism

C

omm

unity

Pl

anni

ng/ l

and-

use

&

Infr

astr

uctu

re

Sust

aina

bilit

y Ed

ucat

ion

B) Priority + urgent

B1

. Im

prov

e ca

paci

ty o

f pr

ofes

sion

al a

nd o

pera

tiona

l sta

ff to

wor

k on

con

serv

atio

n pr

ojec

ts

and

sust

ain

this

exp

ertis

e in

PA

P

B3. I

dent

ify a

nd o

pera

tiona

lise

stra

tegy

for t

he s

tora

ge o

f ar

chae

olog

ical

mat

eria

l and

ob

ject

s th

roug

h a

dedi

cate

d st

orag

e/re

sear

ch fa

cilit

y

B4

. Im

prov

e qu

ality

of g

uidi

ng a

nd

expa

nd ro

le o

f gui

des

as b

rand

am

bass

ador

s

B5

. Im

prov

e ac

cess

to e

cono

mic

be

nefit

s de

rived

from

the

site

and

to

uris

m to

a w

ider

par

t of t

he

com

mun

ity

B7. P

repa

re a

det

aile

d la

nd-u

se

map

with

for t

he b

uffe

r zon

e an

d ar

eas

of in

fluen

ce o

utsi

de o

f the

bu

ffer z

one

with

man

agem

ent a

nd

deve

lopm

ent g

uide

lines

B9. E

stab

lish

eco-

tour

ism

gu

idel

ines

and

ben

chm

arks

for a

ll ne

w e

co-to

uris

m p

roje

cts

and

oper

atio

nalis

e th

roug

h pe

rmit

proc

edur

e

B10.

Impr

ove

awar

enes

s am

ongs

t lo

cal c

omm

uniti

es o

n va

lue

of

educ

atin

g ch

ildre

n; s

uppo

rt an

d im

prov

e ed

ucat

ion

faci

litie

s

B2

. Sec

ure

ongo

ing

fund

ing

for

cons

erva

tion

and

prev

entiv

e co

nser

vatio

n th

at c

an b

e im

plem

ente

d th

roug

h a

perm

anen

t si

te-b

ased

Con

serv

atio

n C

entre

B6

. Wor

k w

ith o

wne

rs o

f wor

king

an

imal

s to

redu

ce d

amag

e ca

used

to

the

site

, im

prov

e vi

sito

r ex

perie

nce

and

cons

ider

impa

cts

on c

hild

labo

ur

B8. P

roje

cts

with

in P

AP

boun

darie

s, b

uffe

r zon

es a

nd

area

s of

influ

ence

mus

t not

ne

gativ

ely

impa

ct o

n th

e O

UV

of

the

WH

S an

d its

set

ting

C) Enhance + strengthen

C

1. In

trodu

ce in

tegr

ated

ap

proa

ches

to n

atur

e an

d he

ritag

e co

nser

vatio

n

C

3. P

repa

re a

forw

ard-

look

pla

n id

entif

ying

prio

rity

area

s fo

r re

sear

ch, e

xcav

atio

n an

d co

nser

vatio

n

C6.

Dev

elop

an

inte

rpre

tatio

n po

licy

that

link

s up

exi

stin

g in

terp

reta

tion

prov

isio

n (M

useu

m,

Visi

tor C

entre

, sig

nage

, app

s) to

te

ll a

cohe

rent

‘sto

ry’ a

nd a

id

visi

tor m

anag

emen

t

C8.

Enf

orce

PD

TRA/

PAP

regu

latio

ns li

nked

to g

uide

s,

hors

es, u

se o

f site

and

eve

nts

C9.

Enc

oura

ge s

ite-li

nked

in

itiat

ives

that

sup

port

loca

l pa

rtici

patio

n an

d de

liver

sus

tain

ed

econ

omic

ben

efits

thro

ugh

capa

city

bui

ldin

g an

d ac

cess

to

empl

oym

ent

C13

. Con

tinue

aw

aren

ess

build

ing

prog

ram

mes

for y

oung

ster

s an

d w

ith lo

cal s

choo

ls

C2.

Lin

ked

to th

e N

atur

al

Prot

ecte

d Ar

ea n

omin

atio

n,

cont

inue

col

labo

ratio

n w

ith v

ario

us

natio

nal a

nd in

tern

atio

nal

agen

cies

for n

atur

e co

nser

vatio

n

C

4. U

nder

take

regu

lar r

evie

ws

of

arch

aeol

ogic

al re

sear

ch o

r ex

cava

tions

taki

ng p

lace

at t

he

site

C7.

Dev

elop

trai

ls a

nd a

ltern

ativ

e vi

sito

rs e

xper

ienc

es (e

.g. B

eidh

a ar

ea) t

o in

crea

se s

prea

d of

vi

sito

rs a

nd in

crea

se s

tay

at s

ite

C

10. E

stab

lish

mea

ns fo

r the

U

mm

Say

houn

Com

mun

ity C

entre

to

be

sust

aina

ble

and

cont

inue

to

deliv

er s

uppo

rt to

the

loca

l co

mm

unity

C14

. Im

prov

e lo

cally

ava

ilabl

e ed

ucat

ion

prov

isio

n an

d ra

ise

awar

enes

s on

sch

ool a

ttend

ance

an

d lo

nger

-term

val

ue o

f ed

ucat

ion

C5.

Enf

orce

new

Ant

iqui

ties

regu

latio

ns c

once

rnin

g ex

cava

tion

perm

its, c

onse

rvat

ion

and

publ

icat

ion

of fi

ndin

gs (a

nd

cons

erva

tion

proc

edur

es)

C

11. S

uppo

rt th

e sa

fegu

ardi

ng o

f in

tang

ible

her

itage

C

12. S

uppo

rt pr

otec

tion

and

cons

erva

tion

of h

isto

ric v

illag

es in

th

e se

ttlem

ents

sur

roun

ding

the

site

and

use

for t

ouris

m p

urpo

ses

D) Essential

D1.

Wor

k w

ith lo

cal c

omm

uniti

es

to p

rote

ct fo

rest

ed a

reas

and

fa

una

(incl

udin

g fro

m il

lega

l fir

ewoo

d co

llect

ion

and

hunt

ing)

D4.

Impr

ove

data

sha

ring

of

cons

erva

tion

prac

tices

, mat

eria

ls

and

tech

niqu

es a

nd m

onito

r ef

ficac

y of

inte

rven

tions

D7.

Exp

and

DoA

exc

avat

ion

polic

ies

to in

clud

e sa

lvag

e ex

cava

tions

D12

. Pre

pare

a c

oord

inat

ed

evac

uatio

n pl

an fo

r Pet

ra

Arch

aeol

ogic

al P

ark

D17

. Im

plem

ent a

mor

e fo

cuse

d m

arke

ting

cam

paig

n of

Pet

ra a

s a

dest

inat

ion

and

with

a c

lear

m

essa

ge o

n th

e ‘P

etra

’ bra

nd

D23

. Im

prov

e pu

blic

tran

spor

tatio

n in

frast

ruct

ure

to in

crea

se

acce

ssib

ility

and

conn

ectiv

ity

acro

ss th

e re

gion

D

29. I

ncre

ase

prov

isio

n of

adu

lt ed

ucat

ion

in s

uppo

rt of

bet

ter

econ

omic

opp

ortu

nitie

s, e

spec

ially

fo

r mar

gina

lised

gro

ups

incl

udin

g w

omen

D2.

Sup

port

the

plan

ting

of m

ore

fore

sted

are

as a

nd tr

ee p

lant

ing

in

urba

nise

d ar

eas

to re

duce

the

impa

cts

of fl

oodi

ng o

n th

e si

te

D5.

Iden

tify

prio

rity

area

s fo

r pr

even

tive

cons

erva

tion

and

cons

erva

tion

proj

ects

attr

act

fund

ing

to p

riorit

y pr

ojec

t

D8.

Intro

duce

saf

ety

guid

elin

es

and

polic

ies

for e

xcav

atio

n si

tes

D13

. Im

prov

ed fi

rst a

id a

nd fi

rst

resp

onse

faci

litie

s on

site

D

18. A

ny e

xpan

sion

of t

ouris

m

serv

ices

(inc

ludi

ng h

otel

s) s

houl

d no

t adv

erse

ly im

pact

on

the

OU

V of

the

site

and

its

setti

ng o

r dis

rupt

im

porta

nt b

io-d

iver

sity

cor

ridor

s

D20

. Bro

aden

the

base

of

com

mun

ity p

artic

ipat

ion

in th

e Pe

tra R

egio

n by

dis

cuss

ing

the

plan

s an

d pr

ogra

ms

man

date

d by

th

e PD

TRA

in th

e ar

ea o

f co

mm

unity

dev

elop

men

t

D

27. E

nsur

e th

at a

ll pr

ojec

ts

perm

itted

for t

he b

uffe

r zon

es

stric

tly a

dher

e to

sus

tain

abilit

y an

d en

viro

nmen

tally

sou

nd p

ract

ices

D30

. App

roac

hes

to im

prov

e sc

hool

chi

ldre

n’s

beha

viou

r dur

ing

visi

ts to

the

site

D3.

Wor

k w

ith lo

cal c

omm

uniti

es

to e

nsur

e gr

azin

g pr

actic

es a

re

not u

ndul

y de

grad

ing

the

natu

ral

valu

es o

f the

site

and

buf

fer z

one

D6.

Bui

ld u

p a

guid

ance

fra

mew

ork

for c

onse

rvat

ion

appr

oach

es a

nd m

etho

dolo

gies

at

the

site

bas

ed o

n pa

st p

roje

ct

expe

rienc

es a

nd a

ppro

pria

te

met

hodo

logi

es

D9.

Iden

tify

and

impr

ove

prot

ectio

n of

are

as o

f hig

h hi

stor

ic

and

arch

aeol

ogic

al v

alue

with

in

the

buffe

r zon

e (e

.g. N

abat

aean

ag

ricul

tura

l ter

race

s in

Bei

dha)

D14

. Com

mun

icat

e go

od

prac

tices

to v

isito

rs (p

erso

nal

safe

ty, c

are

for t

he s

ite, a

nim

al

wel

fare

, chi

ld la

bour

, su

stai

nabi

lity)

D

19. S

uppo

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A) Tools and actions that are critical to the implementation of the Integrated Management Plan

A1. The Integrated Management Plan (IMP) is endorsed and becomes operationalLegal & FinanceA1.1 Establish a legal framework that will ensure that the IMP is implemented as a legally binding document for the key players PDTRA (including PAP) and DoAA1.2 The final IMP is endorsed by the Minister for Tourism and Antiquities (for DoA) and the Chief Commissioner of PDTRAA1.3 An implementation team is appointed to implement the IMP with representation from DoA and PDTRA/PAP staff to replace the technical team responsible for preparing the IMP and their role is formalised in the MoU between PDTRA and DoAA1.4 MoU between PDTRA and DoA to include the establishment of a permanent joint DoA/PDTRA Technical Committee that will evaluate all future projects within the WHS, buffer zone and areas of influenceA1.5 Retain the forum groups set up during the management planning process as advisory groups on issues related to their expertiseA1.6 Review the progress on implementing the IMP after six months and then annually with input from the advisory groups and through a general coordinating meetingA1.7 Conduct a five yearly review and update of the integrated management plan with inputs from the advisory groupsKey players Steering Committee: DoA DG, PDTRA Chief Commissioner, PDTRA

Deputy Chief Commissioner, UNESCOMoTA

Timeframe Preparatory stage 2017Operational from 2018Regular review and update on a cyclical basis

Monitoring indicators

ú The DoA/PDTRA Technical Committee is establishedú The Integrated Management Plan is operational and legally bindingú Six monthly progress reviews for implementation of the IMP actions

conducted and targets metú Five yearly review and update of the IMP is undertaken and targets

met

97SECTION 7 MANAGEMENT POLICIES

A2. All necessary legal instruments are in place to protect the World Heritage Site, its buffer zone, its setting and any other areas of influenceLegal & FinanceA2.1 All legal instruments necessary for the protection of the WHS, its buffer zone, its setting and any areas of influence are in place (including DoA and PDTRA MoU)A2.2 Ensure there is no conflicting legislation that could jeopardise the protection of the WHS, its buffer zone and settingA2.3 Work with the DoA, PDTRA Commissioners and other agencies to ensure necessary legal instruments are in place to implement policies recommended in the Integrated Management Plan in the realisation of its stated objectivesKey players Steering Committee: DoA DG, PDTRA Chief Commissioner, PDTRA Deputy

Chief Commissioner, UNESCOPartners PDTRA Directorates, Other Ministries and Public and Infrastructure

Service Providers, Defence Authorities, NGOs (e.g. RSCN for the Natural Protected Area)

Timeframe Prior to completion of the IMP (Early 2018)Monitoring indicators

ú The Integrated Management Plan is operational and legally binding ú Policy recommendations in the IMP are implemented without legal

challenges

SDG 11.4Background The legal instruments supporting the protection of the Petra WHS have

changed since its inscription in 1985, including the formation of PDTRA and PAP. This new legal status needs to be included in the IMP and reported to UNESCO.An area that overlaps with the site has been nominated to become a Natural Protected Area. The impact of any legislation pertaining to this new status needs to be evaluated to ensure there are no conflicts of interest with the protection of the Outstanding Universal Value (OUV) of the World Heritage Site.


A3. A comprehensive data management system is established and is operational as a management tool for the site and the implementation of the Integrated Management PlanData ManagementA3.1 PDTRA to liaise with the DoA to ensure all data relating to Petra is migrated into the new Infograph system and all coordinates are aligned and linked to the benchmarks. A3.2 PDTRA to digitise land-use plans and include them in the GIS portal. A3.3 Develop the GIS portal with an integrated data management system and information layers so that past data can be readily accessed, and live data entered for use as site management, monitoring, reporting and research purposes.A3.4 Set up a data archiving system/database (of reports, records, images, etc.) that can be linked to the GIS portal.A3.5 Complete and sign off data use policies and procedures (input, storage, maintenance, retrieval, ownership)A3.6 Test system with the support of Infograph to establish its applicability to the identified tasks, adapt as necessary, identify and reduce risks.A3.7 Train staff members within PDTRA/PAP to use the system, and provide continuous training thereafter, including with rangers using hand held devises or apps (e.g. Survey123) downloaded onto smart phones A3.8 Review and update GIS portal and data management systems on a regular basis in keeping with latest industry standards and to be compatible with other systems that may be concurrently operated by partner organisations.A3.9 The Data Management Forum to continue to function as a technical committee advising on decisions linked to the development and implementation of the data management system.Key players PAP: data entry, monitoring, maintenance, DoA: data provision

PDTRA: official access only, access to copy to inform projects in the wider area Data Management Forum

Partners UNDP (with the roll out of Phase 2 and 3) German Institute (linked to Amman Citadel project), Infograph, SCHEP, UNESCO

Funding Operational costs, cost of software updates and consultant (e.g. Infograph) input; cost for new inventory database

Timeframe Architecture and baseline database completed prior to completion of the IMP (end of 2017)

Value added ú Time and cost savings in accessing and storing informationú Further savings in staff time and operational costs through efficiencies

brought about through the system, quick access to data and real time updating

ú Improves management capacity for the siteú Supports more effective monitoring of conservation interventions and

preventive conservation measuresú Progress on implementing the integrated management plan easier to

monitor Monitoring indicators

ú Portal operational with all available levels of data inputted and testedú Database protocols set out and signed offú System operationalú Training delivered to staff at PAP, PDTRA, DoA at start and on an

annual basisú Links to other databasesú Tangible improvements in site management and data retrieval

SDG 11.4

99

A4. Complete and operationalise a Risk Management Plan for Petra WHSRisk ManagementA4.1 Gather all documentation related to risk management, risk preparedness, mitigation and response already available at PAP as a result of previous projects or initiativesA4.2 Complete a comprehensive multi hazard assessment specific to Petra by upgrading and adapting the Disaster Risk Plan prepared by Jordan Civil Defence to the context of a WHS in coordination with the most relevant institutions involved in disaster risk management A4.3 Develop an emergency plan for the ‘Siq’ and other areas that are significantly exposed to hydro-geological riskA4.4 Develop prevention, preparedness, mitigation and response measures against natural and human induced hazards impacting on the site considering climate-driven disasters (e.g. floods, landslides, erosion), geodynamic hazards (earthquakes), human effects (land development, tourism, infrastructures) vulnerability (natural, socio-economic) and dynamic risk (present and future, due to potential development and changing environment) analysisA4.5 Integrate risk management and assessment into decision making for zoning and land use, so the varied steps for disaster and risk management are stipulated in the development of urban plans or development plans, including hazard mapping and identification, hazard exposure mapping, vulnerability assessment, or risk assessment (B7)A4.6 Support various areas of site operation to reduce risks starting with the identification of safety areas within the site which would not impact on its OUV and integrate into the PDTRA GIS portalA4.7 Raise awareness of the community and the visitors on the potential hazards impacting the site, the preventive measures put in place to minimize their impact and the measures that are to be adopted in case of an emergency (D12 information made available to visitors) A4.8 Support Jordan Civil Defence in quickly and effectively accessing the site to rescue people in need by placing a JCD section in the vicinity of the Umm Sayhoun village, preferably at the back gate area. Key players PDTRA, Jordan Civil DefencePartners DoA, UNESCO, National Crisis CentreFunding UNESCO Heritage Emergency Fund and “Siq Stability” projectTimeframe Preliminary plan completed as part of the IMP

Developed as the IMP becomes operational Value added ú A wide range of safety measures necessary for the site will be

addressedú More risk information will be available and shared among stakeholders

and tourists, improving mitigation and avoidance of riskú Visitor, staff and community safety will be improvedú A better coordinated and rapid response during emergenciesú Improved coordination mechanisms among the different entities

involved in emergenciesMonitoring indicators

ú All available information on risks at the site has been compiledú Risk Management Plan is operationalú Roles and responsibilities in case of emergency situations are

assigned and clear to all partiesú All parties have received training on how to address emergencies on

the site; training is repeated annuallyú Percentage reduction of incidents and accidents reported on siteú Annual updates of the Risk Management Plan

SDG 11.4, 11.B, 13.1

SECTION 7 MANAGEMENT POLICIES


B) Priority and urgent actions to avoid further degradation or damage

B1. Improve capacity of professional and operational staff to work on conservation projects and sustain this expertise in PAPHeritage Conservation Education CommunityB1.1 A higher proportion of funding from the PDTRA budget to be allocated to conservation works at Petra (for staff, equipment and works costs) and establish distribution in annual budget planningB1.2 Enhance the capacity of conservation expertise at PDTRA through new appointments (based on a gap analysis and the Conservation Action Plan)B1.3 PAP to prepare annual ‘training plans’ to cover all staff (professionals and technicians) to improve capacity within the ParkB1.4 PAP professional staff to keep training diaries to identify training needs and to record training undertaken. The diaries to be reviewed annually to inform the annual PAP training plan and support staff promotions B1.5 PDTRA to liaise with foreign and Jordanian missions working at Petra, foreign institutions and other training providers to provide training to staff based on the need established in the annual training plan which could include on-the-job training opportunitiesB1.6 PDTRA to identify incentives to retain trained professional and technical staff in Petra and for them to remain in conservation related jobs they have been trained forB1.7 PDTRA to establish a system of internships for University students studying conservation and heritage management as a means of investing in future staff. Key players DoA with PDTRA: establish increased funding for conservation and agree

budget for conservationPDTRA/PAP: identify staff needs for conservation and training

Partners International missions, ICCROM, HbTC (as a permanent centre for training), Universities, private sector companies (accredited in conservation), research centres

Funding Increased budget allocation from PDTRA for conservation External funding and support for specific training to be sought from donor agencies

Timeframe 2018: Budget allocations agreed2019: New staff appointed and training being delivered to all conservation staff based on need

Dependency Training and conservation capacity will be further strengthened with the establishment of a dedicated Conservation Centre in Petra (B2)

Value added ú Quality of conservation work carried out and response to urgent conservation needs significantly improved benefiting the conservation of monuments and maintaining the OUV of the site

úWith good conservation practices and preventive conservation works, future higher cost conservation interventions will be avoided

ú Better qualified staff empowers decision making within the organisation and reduces dependence on buying in outside expertise


ú Annual training plans and training diaries producedú Training (formal and informal) offered and taken up by staffú Number of t rained staff working in the fields they have been trained for

(annual % increase monitored)ú Number of trained professionals and technicians actively engaged

and working on conservation projects/initiatives at Petra (annual % increase monitored)

ú Career path and promotion opportunities evident for trained staff (professional and technical)

SDG 11.4

101

B2. Secure ongoing funding for conservation and preventive conservation that can be implemented through a permanent site-based Conservation CentreHeritage ConservationB2.1 A higher proportion of funding from the PDTRA budget to be allocated to conservation works at Petra (for staff, equipment and works costs) and establish distribution in annual budget planning [as B1.1]B2.2 PDTRA/PAP to identify staff requirements and job descriptions for the day to day conservation and preventive conservation needs of the site B2.3 Prepare a feasibility study for a dedicated Conservation Centre for Petra to oversee preventive conservation works, undertake research and engage in larger scale conservation projects in response to needsB2.4 PDTRA to seek implementation partners to establish the Conservation CentreB2.5 PDTRA to establish and maintain a database of expertise that can be called upon (professionals and technicians)Key players DoA with PDTRA: establish increased funding for conservation and agree

budget for conservationPDTRA and DoA: undertake feasibility study for Conservation Centre and liaise with potential partners to establish a permanent centre

Partners External partner (funding + capacity) Funding Increased budget allocation for conservation (ticket revenues)

External funding to establish a dedicated Conservation CentreTimeframe 2018: formalise budget increase for conservation (DoA and PDTRA)

2018: feasibility study for Conservation Centre (PAP and DoA)2019: identify implementation partners for Conservation Centre (PDTRA)

Value added ú Permanent commitment to conservation demonstratedú Baseline funding can establish a conservation culture (including know-

how and capacity) for the site that can ensure its continued protection, maintenance and conservation in a coordinated and scientifically sound manner.

ú An established baseline level of conservation activity will additionally generate jobs locally and attract funds for specific projects

ú Through an established centre and a permanent funding stream, staff trained in conservation can be retained and guaranteed work


ú Dedicated funding allocated to conservation and preventive conservation works and demonstrably used for this purpose annually

ú Number of professional and technical staff working in conservation (annual % increase monitored)

ú Retention rates of trained staff (annual % increase monitored)ú Career progression and promotion of trained staff

SDG 11.4Background The GTZ funded conservation centre developed conservation capacity at

the site but could not be sustained once external funding ceased. This is why it is important that any new centre is not fully dependent on external funders.

Project profile & ToR in Section 8.2.3



B3. Identify and operationalise strategy for the storage of archaeological material and objects through a dedicated storage/research facilityArchaeology Data managementB3.1 Agree establishment of a regional storage/research centre for the south of Jordan in close proximity to Petra (PDTRA zone) to take all objects currently being stored on site and accommodate future finds. B3.2 Identify a suitable location for the store and research centre and conduct a feasibility study that also identifies local benefitsB3.3 Approach potential funders who could support the project and/or establish partnerships B3.4 Undertake an assessment for the current stores and state of conservation for all archaeological materials in the store (with the potential to involve University students in supporting these works as part of an internship)B3.5 On completion of the project link storage objects to the central database of archives as they are transferred to the new centre (A3) B3.6 Remove all storage facilities from the core site areaKey players DoA: prepare ToR for a store

PDTRA/PAP to recommend location and approach funding agenciesPartners PDTRA, ASEZA, DoA regional officesFunding External funding (donors)

National funds (Ministry of Planning)PDTRA: staff and maintenance costs

Timeframe 2018: conclude feasibility study and establish location for stores; conduct assessment of current stores2019: identify funding sources and project partners2020: construction phase for project2021: objects cataloged and moved to new facilities2022: old stores removed from site

Value added ú Ensures that valuable archaeological material is stored under suitable conditions and in a safe place

ú Permits easy access to objects and supports research activity linked to Petra

ú Attracts researchers to the region ú Spreads economic benefits linked to the site to an area that may not be

directly benefiting from tourism [depending on selected location]Monitoring indicators

ú Feasibility study for a new centre completedú Funding partner(s) determinedú Store and research centre constructedú All objects in storage tagged and linked to databaseú Store and research centre operational

Background The Visitor Management and Interpretation Forum group inspected some of the stores on site (Oct 2017) and reported that they are in poor condition and not environmentally suitable for the storage of archaeological finds.In Amman, DoA staff have gained experience in digitally cataloging objects through the German Protestant Institute project at the Citadel

Project profile in Section 8.2.2

103

B4. Improve quality of guiding and expand role of guides as brand ambassadorsTourism Visitor management Risk managementB4.1 PDTRA to establish protocol/service agreement with Petra Tourist Guides Association that states the rights, duties and obligations of guides working in Petra and mechanisms for the enforcementB4.2 PDTRA to operationalise ‘Instructions for the use of the site by the tourist guides’ issued in 2015 and brief tourist guides of the contentB4.3 PDTRA/PAP to introduce regular update events, guided tours of new archaeological excavations and other briefings (e.g. health and safety) to tour guides and create an information unit where verified information relating to the site can be shared with all the tour guides (C6)B4.4 Petra tourist guides to be included in the site’s risk management strategy (A4)B4.5 Establish a focal point in PDTRA to follow up all issues related to tourist guidesB4.6 PDTRA to provide regular updates to the Jordan tourist guide training programme with up-to-date information and material on PetraB4.7 PDTRA to coordinate with Al Hussein bin Talal University and Ammon College (issuing licences for tour guides) to define the type, number and qualifications of tour guides required for the Petra Archaeological Park. [noted added on MoTA – see background below]B4.8 PDTRA to introduce regulations for groups numbering over 20 to use headphone systemsKey players PDTRA to sign service contract with Petra Tourist Guides Association

MoTA, Jordan Tourist Guides AssociationPartners PDTRA Tourism Directorate, PDTRA Tourism Services Division (Visitor

Centre) Funding Self-fundedTimeframe 2018: sign service agreement, reviewed on an annual basis

(possibility to have Bylaw endorsed by 2018)Value added ú Improved visitor experience as guides provide an important human

element to a visit (in the internet age) and a good opportunity for visitors to come in contact with members of the local communities

ú As an important link with the local community guides can play a role in strengthening understanding of local area.

ú By promoting other attractions around Petra (e.g. longer guided walks) guides can encourage visitors to explore other areas and help spread tourism benefits.

ú Reduces visitor complaints related to guides/guidingú Tour guides contribute to maintaining visitor health and safety at the

site and protection of the site.Monitoring indicators

ú Positive responses to visitor satisfaction surveys monitored annually for % increase in positive responses (F8)

ú Take up of additional guided tours by tourists (% increase year on year)ú Complaints received by JTB and PDTRA reduced (% fall year on year)

Background The Petra Tour Guides Association are paid 2JD from each ticket.At national level tour guides are managed through MoTA. Amendments are currently being made to the Tourist Guides Bylaw which was initially issued in 1998 with the aim of career development and identification of a broader spectrum of qualifications and sectors of expertise.



B5. Improve access to economic benefits derived from the site and tourism to a wider part of the communityCommunity Tourism B5.1 PDTRA to establish a dedicated fund from its income for social welfare activities that support vulnerable members of the community and those in greatest need in the areaB5.2 PDTRA to ensure that any direct distribution of the entry ticket income to any group based in the local community is conducted in a transparent, accountable and equitable wayB5.3 PDTRA to identify tourism products and activities that can take place within different locations around Petra and be managed by the local communities in these areas, and work with these communities to develop and market these products and activities B5.4 PDTRA to identify specific economic activities that can be located in each of the villages beyond tourism related activities, and support local communities in developing initiatives.Key players PDTRA Chief Commissioner, Commissioner for Finance and

Commissioner for Community and Environmental DevelopmentPartners Local Community organisations/ cooperatives

Service providers and issues based NGOsPrivate sector

Funding Seed funding for community-led initiatives Tourism marketing budget to promote activities

Timeframe 2018Value added ú Local socio-economic development

ú More equitable spread of economic benefits generated by the site that can support economic growth and social cohesion


ú Number of tourism-related projects instigated in the different locations across the region

ú Number of non-tourism-related projects instigated in the different locations across the region

ú Number of new jobs created in each of the villages across the regionú Number of new small businesses (SME) emerging in different locations

across the regionBackground Locally there is a concern that the benefits that the site generates directly

through ticket income and indirectly as tourism related opportunities are not equitably shared amongst the six communities. The amounts paid to the Horse Owners for example are seen as a disproportionate favouring of members of one community. The Nabataean Capital Association established as a vehicle through which PDTRA could provide employment opportunities to a wider section of the community is locally perceived as delivering limited benefits to some of its members/ communities (including employment that is temporary).

SDG 1.4, 2.3

105

B6. Work with owners of working animals to reduce damage caused to the site, improve visitor experience and consider impacts on child labourCommunity Visitor management Risk management Geology + HydrologyB6.1 PDTRA to establish a policy for working animals (camels, horses and donkeys) within the Petra World Heritage Site, that includes access arrangements, numbers permitted on site, areas of operation and animal welfare. B6.2 PDTRA to work with the Horse Owners Association to identify key issues relating to the horse carts (animal welfare, dust, impact of wheels, and risk to tourists who are walking) and establish ways in which these risks can be reduced or eliminated.B6.3 PDTRA to identify and clearly signal areas that are too fragile for animals to access (including wearing sandstone or ancient paved surfaces) and establish regulations for animals while they are on the site. B6.4 Identify specific trails allowed for donkeys (e.g. Beidha area, back road to waiting area, road to Beidha to start of staircase to the back way to the Monastery) and based on this determine number of donkeys that can be permitted on site at any one time (carrying capacity) and the functions that they will undertake.B6.5 PDTRA to carry out a survey of Umm Sayhoun families to identify those that rely on their livelihoods only on donkeys.B6.6 Create alternative job opportunities to current donkey owners (e.g. as Park Rangers). B6.7 Conduct a comprehensive survey of animal welfare in Petra based on which a strategy for animal welfare can be developed and approved by the Government by early 2019. B6.8 Working with partners PDTRA to launch initiatives to improve animal welfare, the conditions in which animals are kept and the way they are treated.Key players PDTRA, PAP, Horse Owners AssociationPartners NGOs including Umm Sayhoun Centre, Care for Petra Campaign, FAO

Jordan officeFunding PDTRA budgetTimeframe 2018: identify areas of greatest vulnerability on site and regulate animals in

these areas; establish dialogue with owners2020: all animals on site regulated

Dependency The opening of the back road exit is likely to have an impact on the use of animals by tourists

Value added ú Improves visitor safety on site and reduces accidents;ú Reduces damage to site, archaeological remains and fragile geology;ú Stops child labour practices and encourages better participation in

education.Monitoring indicators

ú Visitor complaints relating to animals reduced (% drop in number of complaints year on year);

ú Animals on site carefully monitored and regulations on numbers, speed and areas accessed enforced;

ú Animal welfare monitored (annual inspection by a qualified veterinary).Background Donkeys are regularly linked to child labour as children take them to site.

Donkey hoofs are seriously damaging and eroding the sandstone on the route up to Ad Deir. This is also the area where highest number of accidents and injuries are reported.Horses and camels at times travel at great speed through the Siq and other parts of the site kicking up dust and presenting a danger for visitors on foot. Their hoofs are also damaging the Roman era paving. Animals are often badly treated and poorly cared for by their owners, leading to a major area of complaint by tourists.

SDG 11.4

SECTION 7 MANAGEMENT POLICIES SECTION 7 MANAGEMENT POLICIES


B7. Prepare a detailed land-use map for the buffer zone and areas of influence outside of the buffer zone with accompanying management and development guidelinesPlanning and land use Tourism Infrastructure Geology & HydrologyB7.1 PDTRA to work with a panel of experts and UNESCO to identify areas of influence on the site to include: hydrological areas (where development will increase water and debris run off into the site); key areas with views to and from the site; areas critical to the setting of the site; and geomorphological areas (where development would trigger landslides impacting the site) B7.2 PDTRA to commission a comprehensive view shed study that identifies views in and out of the site that are integral to its OUV and setting. B7.3 Based on the identification of the areas of influence and risk maps (A4), PDTRA to prepare a strategic and detailed land-use map with management and development guidelines for the buffer zone and areas outside of the buffer zone that are areas of influence and seek approval from UNESCO WHC and ICOMOSB7.4 PDTRA to operationalise plan and provide guidance to land owners and investorsB7.5 The findings of the various studies to be shared with UNESCO World Heritage Centre and reflected in updated land-use plans to ensure critical views are protected (kept clear of construction) and necessary height restrictions of new developments are managed. Key players PDTRA Planning and Infrastructure CommissionersPartners PAP/DoA Technical Committee to adviseFunding PDTRA operational budgetTimeframe 2018Value added ú The OUV of the site is not adversely and irreversibly impacted by

developments ú The site and environmental attributes that make it appealing to visitors

are protectedú The site is better protected in the event of natural hazards


ú Land-use plans and management guidelines approved by UNESCO

SDG 11.4


B8. Projects within PAP boundaries, buffer zones and areas of influence must not negatively impact on the OUV of the WHS and its settingPlanning and land use Tourism Infrastructure Geology & HydrologyB8.1 For projects located in the area of the PAP buffer zone, proposals must be in line with the most recent land use plan approved by WHC and ICOMOS (B7)B8.2 To the extent possible and in discussion with UNESCO, identify areas for investment projects that are outside the PAP boundaries and buffer zone and are not going to impact on the OUV of the site and its integrityB8.3 All the proposed projects within the buffer zone to be reviewed with the DoA/PDTRA Technical Committee who will advise on potential impacts of the projects on the OUV of the site, and whether the projects shall be shared with the WHC and ICOMOSB8.4 All projects outside of the buffer zone to be reviewed with the DoA/PDTRA Technical Committee who will advise on potential impacts of the projects on the WHS and its setting. This procedure will be followed until such time as a land-use plan that clearly identifies areas of influence and key view-sheds to and from the site is operational and is approved by the UNESCO WHC (B7)B8.5 When attracting investors and sending tenders related to the proposed projects PDTRA to highlight the uniqueness of the site of Petra and set mandatory conditions on the implementation on EIA, HIA and other studies as necessary under the supervision of PAP and DoAB8.6 During the construction works in the identified areas, advisory missions will be carried out by DoA, PAP, UNESCO and/or WHC, ICOMOS depending on the type of project and location in order to verify the progress of the worksKey players PDTRA, DoA, PAPPartners UNESCO, community NGOs, Funding Operational fundsTimeframe Immediate effect, ongoingValue added ú The OUV of the site and its unique setting is protected

ú The site and environmental attributes that make it appealing to visitors are protected

ú The ‘Petra’ brand is upheld and protectedú Sensitive and appropriate investments deliver economic returns that

directly benefit the local community and are sustained in the long termú Risks to the site are averted or reduced


ú Choice of investment projects promoted by PDTRAú Information sent to investors and investor response to requirementsú Economic benefits delivered by investment projectsú Local jobs created by investment projects

SDG 11.4


Eco Tourism Guidelines

Characteristics of an eco-destination • Natural features conserved in a protected environment• Low density environment, natural areas dominate• Evidence that tourism is not harming waterways, wildlife and natural resources• Thriving small community businesses• Thriving locally owned hotels, restaurants and lodges• Friendly interaction between local people and visitors and a local sense of pride in

the cultural and natural environment. UNEP (2002) www.unep.org

Eco tourism standards and indicatorsA.1 Implement a Sustainability Management SystemA.2 Legal compliance with all relevant international or local legislation and regulations (including health and safety, labour, and environmental)A.3 Employee TrainingA.4 Customer SatisfactionA.5 Accuracy of Promotional MaterialsA.6.1 Design and Construction – Compliance with Legal Requirements (land acquisition, land rights and protected or heritage area requirements)A.6.2 & 3 Sustainable Design and Construction of Buildings and Infrastructure – New and Existing BuildingsA.7 Interpretation (the natural surroundings, local culture, and cultural heritage, as well as explaining appropriate behaviour while visiting natural areas, living cultures, and cultural heritage sites)A.8 Communications strategy for sustainability practicesA.9 Health and Safety measures in placeB.1 Support community developmentB.2 Local employment at all levels, supported by trainingB.3 Local and Fair Trade goods and services are usedB.4 Support local entrepreneurs and sustainably sourced/produced local productsB.5 Respect local communitiesB.6 Policy against exploitation, especially of childrenB.7 & 8 Equitable hiring and employee protectionB.9 Activities do not jeopardize the provision of basic services, such as water, energy, or sanitation, to neighbouring communitiesC.1 Code of Behaviour for visits to culturally or historically sensitive sitesC.2 Historical and archaeological artefacts are not sold, traded, or displayedC.3 Contributes to the protection of historical, archaeological, culturally, and spiritually important properties and sitesC.4 Incorporated elements of local art, architecture, or cultural heritage in its operations, design, decoration, food, or shopsD1 Purchasing policy for environmentally friendly products for building materials, capital goods, food, and consumables & manage energy and water consumptionD2 Reduce pollution, greenhouse gas emissions, including waste management plans D.3 Conserving biodiversity, ecosystems, and landscapes

Green Globe accreditation (http://greenglobe.com/standard/)

109

B9. Establish and enforce eco-tourism guidelines for all new eco-tourism projects and operationalise through a permit procedureSustainability TourismB9.1 Establish an Eco-tourism Unit within PDTRA to promote, provide guidance to and regulate eco-tourism projects.B9.2 Review and update current guidelines for ‘eco-tourism’ developments in the PAP buffer zone so that they fully comply with internationally recognised eco-tourism standardsB9.3 PDTRA to enforce eco-tourism guidelines during the project approval process and through site inspections during construction and operational phases of projects B9.4 Initiate compulsory MoTA eco-tourism certification for contractors who implement eco-tourism projects and provide awareness programmes for contractors on international and Jordan specific eco-tourism guidelinesB9.5 PDTRA to become a member of the Global Sustainable Tourism CouncilKey players PDTRA Commissioner for Environment and Local Community

Partners Jordan Green Building Council, International Eco Tourism Society, RSCN, Ministry of Environment, various NGOs

Funding Developers of eco-tourism projectsPDTRA operational budgetStaff costs for eco-tourism specialist

Timeframe 2018: produce and formalise guidelines2019: guidelines operational and being enforced2020: eco-tourism accreditation scheme established

Value added ú Projects being conducted within the buffer zone and close proximity to the site are in no way damaging to the site or the environment

ú Eco-tourism accreditation adds value to the project and the destination as a whole

ú Internationally recognised eco-tourism accreditation also emphasises project sensitivity to cultural heritage, local culture and community well-being

ú Generates a favourable tourism product and associated experienceMonitoring indicators

ú All projects in the buffer zone comply with eco-tourism standardsú Eco-tourism certification of projects, number of projects certified per

yearSDG 4.7, 6.4, 8.9, 12.BBackground Eco-tourism uses were introduced to parts of the buffer zone through the

Strategic Master Plan (SMP). Although eco-tourism has been identified as a land use for plots over 10 donums, the guidelines issued to date are not aligned with internationally accepted eco-tourism principles or standards.



B10. Improve awareness amongst local communities on value of educating children; support and improve education facilitiesEducation CommunityB10.1 PDTRA to work with the local community and donkey owners to stop children working on site with the animals and to provide support with other means of economic activity (B5, C9)B10.2 PDTRA to identify and work with local partners to support children most likely to drop out of education, and work with PNT to carry out target workshops in schools for different age groups of children starting in Umm Sayhoun and Beidha B10.3 PDTRA in coordination with the Ministry of Education to provide support for the improvement of local educational institutions and their facilities, including play areas Key players PDTRA Communities Directorate, Ministry of Education, PNTPartners NGOs including Umm Sayhoun Centre, Care for Petra CampaignFunding PDTRA staff costs to fund a community worker

Some external funds to support specific activitiesTimeframe 2018: establish dialogue with local community groups and schools

(Ministry of Education) and identify collaboration mechanismsValue added ú Children remain in education for longer, improving their employment

opportunities and capacity to earn in adulthoodú Mothers can spend more time with their children and support them

through their educationú Community well-being is improved


ú Improved retention rates in schools (drop-out rates to be monitored and targets set to reduce them)

ú Improved employment opportunities for women that are easily accessible from their homes (number of new jobs created per annum)

ú Number of courses run for adults and for children in each year ú Improved facilities for schools

Background There is a high school drop-out rate especially from Umm Sayhoun that is also linked to children working on the site. Poor conditions at schools, including overcrowding, lack of adequate play spaces and parents working on site are some of the factors cited for the situation. Research for the area has shown that children not benefitting from education have less access to employment as adults.

SDG 4.1, 4.5, 8.6


C) Actions that enhance and strengthen existing good practices

C1. Introduce integrated approaches to nature and heritage conservationNature conservation Heritage conservation Geology & HydrologyC1.1 PDTRA to work with the Ministry of Environment and RSCN to protect and enhance the natural values and assets of Petra Archaeological Site, and natural areas identified as being highly significant outside the site. C1.2 Areas of natural significance and associated data to be incorporated as layers on the GIS based data management system (A3). C1.3 PDTRA to establish a Biodiversity Unit and employ specialised staff (e.g. ecology, hydrology, geomorphology and geology) to work alongside PAP staff in safeguarding and maintaining the natural assets of the site.C1.4 PDTRA and PAP to include natural area protection as an integrated component of site management, including protected zones, improved awareness (E1) including in visitor in interpretation and the broader visitor experience (C6, C7).C1.5 PDTRA to establish guidelines/procedures for the shared management of cultural and natural resources at the site, including dealing with areas of conflicting interest. C1.6 PDTRA to work with partners to provide training for existing PAP and PDTRA staff on the conservation and management of natural resources in the context of a cultural site.C1.7 Development of the nomination for a Natural Protected Area to continue, including a Memorandum of Understanding (MoU) to be signed between the PDTRA and the Ministry of Environment incorporating C1.5. Key players DoA, PAP, PDTRAPartners UNESCO, UNDP, IUCN, ICOMOS, RSCN, Ministry of Environment, Wadi

Rum Protected Area (WRPA), ASEZAFunding UNDP, PDTRA

Staff costs for biodiversity specialist(s) in PAPTimeframe 2018: Produce Petra specific guidelines for managing cultural heritage

jointly; integrate cultural and natural layers on the GIS management systemMoU signed between PDTRA and Ministry of Environment

Dependency Petra gains National Park status following nomination and associated management practices are put in place.

Value added ▫ In integrated approaches, monument conservation benefits from good nature conservation, and nature conservation from good monument conservation practices.

▫ There is increasing emphasis from UNESCO, ICOMOS and IUCN for joint and integrated approaches to the protection and conservation of the cultural and natural environment


ú MoU signed between PDTRA and the Ministry of Environmentú Capacity in PDTRA/PAP expanded to include specialisation in nature

conservation (number of staff with expertise)ú Regular training for PAP staff in effective management of cultural and

natural resources (number of staff attending training programmes)Background A nomination file has been prepared for Petra to gain Natural

Protected Area status and is currently being reviewed. A number of the recommendations relating to the joint management of natural and cultural values are integrated into this management plan. These also recognise the broader values of a cultural landscape that include agricultural practices and settlements.

SDG 11.4


C2. Linked to the Natural Protected Area nomination, continue collaboration with various national and international agencies for nature conservationNature conservation Land use planningC2.1 Work closely with the RSCN to deliver effective management and protection of the National ParkC2.2 Work closely with the Ministry of Environment for the operationalisation of the MoU.C2.3 Contact and work with relevant international organizations in order to obtain the necessary support for the protection of biodiversityC2.4 Develop awareness campaigns on nature protection, including with local communitiesKey players PDTRAPartners IUCN, UNDP, RSCN, Ministry of EnvironmentFunding External funding related to environment projects Timeframe Linked to timeline for nomination

Immediate effect to start working with RSCNValue added ▫ Integrated approaches to conservation, monument conservation

benefits from good nature conservation, and nature conservation from good monument conservation practices.

▫ Effective stewardship of the natural environment Monitoring indicators

ú Number of partnerships established between PDTRA and key organisations working together to protect the natural values and biodiversity of Petra WHS and its buffer zone.

ú Increase in number of PDTRA staff working on nature conservation activities

ú Number of training programmes organised in support of nature conservation activities and number of attendees at these courses

ú Measurable improvements in the protection of the natural environment, flora and fauna as per baselines outlined in the Natural Protected Area nomination

SDG 11.4, 15.5

113

C3. Prepare a forward-look plan identifying priority areas for research, excavation and conservation Archaeology Heritage conservationC3.1 Based on a review of archaeological works being undertaken at Petra (C4) and various ongoing research outputs on the site the DoA/PDTRA Technical Committee with the support of the Advisory Groups (Archaeology and Conservation) will prepare a forward-look plan for priority areas of research, excavation and heritage conservation within Petra Archaeological Park.C3.2 The Committee will also identify priority and ‘at-risk’ areas, inside and outside of the buffer zone.C3.3 Where areas have been identified as being ‘at-risk’, the DoA/PDTRA Technical Committee to make recommendations for reducing the risk and including in the forward look plan recommendations for research and where necessary excavationsC3.4 Gap analysis studies and priority areas will be shared and discussed with Jordanian Universities and International Institutes through regular seminars so as to incentivise research into identified priority areas.C3.5 DoA and PDTRA will work with national and international institutions to identify areas for collaboration and sources of funding for areas identified as being a priority. Key players DoA, DoA/PDTRA Technical CommitteePartners Jordanian Universities and International Institutes, Archaeology Advisory

Group, Conservation Advisory GroupFunding Internal funds for work of the committee

Funds for emergency works and areas identified as being at-risk areas Timeframe 2019: first forward look plan completed

Review and update plan annually2024: five yearly major review

Value added ú Areas that are at-risk are identified and excavations in these areas prioritised, ensuring valuable data is not lost or a key area can be protected

ú Teams interested in working at Petra are directed to priority areas which support the overall understanding of the site and could also support income generation in more marginal areas

ú Enhances relationship between decision makers and research teams and leads to collaborative research practices that will ultimately benefit the protection of the site and its OUV


ú List of priority areas identified and endorsed by the DoAú Excavations and research proceeding in line with priority areas

(reviewed annually C4)ú Cyclical reviews of the priority areas conducted (annual updates and

five yearly reviews)SDG 11.4



C4. Undertake regular reviews of archaeological research or excavations taking place at the siteArchaeology ConservationC4.1 On a cyclical basis DoA to carry out a review of the activities of each mission/ excavation/ research project to evaluate what they have accomplished and gather information on their future plans and vision C4.2 All archaeological missions and excavation directors working at Petra are required to provide the DoA and PAP with annual updates of their findings and reports of all their research published in scientific journals.C4.3 During the field season every mission working in Petra should be willing to share the information with the visitors of the site and appoint a communication officer for this purpose.C4.4 DoA to follow-up the work of archiving the scientific reports on the results of the excavations (preliminary reports) that are received by the DoA and PAP, and ensure these are linked to the GIS based data management system (A3).C4.5 PAP to review new discoveries annually and identify narratives that may enrich the story of Petra and can be integrated into visitor interpretation material (website, museum, guides) (B4, C6)Key players DoA, DoA/PDTRA Technical Committee, PAPPartners Archaeological missions working at Petra, Archaeology GroupFunding DoA operational funds; PAP operational fundsTimeframe 2020 for cyclical review of activitiesValue added ú Supports DoA and PAP in maintaining an overview of the site, recent

research and future planning;ú Archaeological missions become more focused and better align

research and research excavations with objectives;ú Strengthens dialogue and understanding between DoA/PDTRA teams

and project teams.Monitoring indicators

ú Regular reports being submitted to DoA and PAP (% of projects submitting reports in the given timeframe);

ú Information being incorporated into the management database (D4);ú Excavation and research reports of preliminary findings published in

ADAJ (Annals of the Department of Antiquities of Jordan).SDG 11.4

115

C5. Enforce new Antiquities regulations concerning excavation permits, conservation and publication of findings (and conservation procedures)Archaeology ConservationC5.1 DoA to activate Article No.16 in “Archaeological Projects Regulations” concerning World Heritage SitesC5.2 Requests for excavation permits to include an operational management plan for the process that includes health and safety measures (D8) provision for storage and/or disposal of sherds and spoil (D11), regular publication of findings and proposed procedures for conservation.C5.3 Missions conducting excavations and/or conservation projects to appoint a communication officer as the main point of contact with the DoA and PAP (same as C4.3).C5.4 Activate the DoA official decision concerning the DoA’s right to study or publish scientific materials discovered by scholars or excavation directors if they have not been published within 5 years of discovery or closing the project.C5.5 DoA to encourage archaeological missions working in Petra to publish a summary of their final results or their new discoveries in a DoA publication.C5.6 The DoA/PDTRA Technical Committee to be responsible for enforcing the legislation and these regulations to maintain a seamless dialogue with the missions (A2)Key players DoA, DoA/PDTRA Technical CommitteePartners PAP, Missions Funding DoA operational budgetTimeframe 2018 onwardsValue added ú Improves visibility for the work that is being carried out at Petra

ú Improves data sharing including amongst key stakeholders and missions


ú Regular/annual publications by the DoA of findings by the missionsú State of Conservation reporting to UNESCO

SDG 11.4



C6. Develop an interpretation policy that links up existing interpretation provision (Museum, Visitor Centre, signage, apps) to tell a coherent ‘story’ and aid visitor management Presentation + visitor man Archaeology ConservationC6.1 Appoint an information officer within PDTRA/PAP as a single point of contact for information management.C6.2 The DoA to advise on and establish reference sources and other reliable supporting references that tell and support a coherent (and verified) ‘story’ of PetraC6.3 The PDTRA/PAP information officer to ensure that all official publicity materials reflect the agreed narrative including the visitpetra website and app, brochures and booklets available on site; establishes means for sharing and updating information in all official sources of information and the timely removal of ‘rouge’ or incorrect information produced by third parties.C6.4 Annual reports received from the archaeological and research missions working in Petra (C4.2) to be used to update interpretation and the ‘story’ of Petra. C6.5 Artefacts and objects that are selected for display in the Museum should support and enrich the telling of the ‘story’ of Petra.C6.6 PAP and DoA to produce a set of guidelines to unify the interpretative signage in the site and avoid repetition of information (these should include directional and awareness/warning signs) C6.7 Adapt the visitor centre for temporary displays on ongoing research, excavation or conservation work at Petra (E19)Key players PAP (CRM directorate), DoAPartners JICA (Museum), PDTRA Tourism Directorate, International missions,

SCHEP (signage)Funding PDTRA marketing and web development budget, external funds for

signageTimeframe 2019Value added ú A coordinated approach to information will provide visitors with a

coherent narrative about the siteMonitoring indicators

ú Visitor satisfaction (feedback)ú Programme of temporary exhibitions in the Visitor Centre

SDG 11.4

117

C7. Develop trails and alternative visitors experiences to increase spread of visitors and increase stay at sitePresentation + Visitor man Risk management Community Nature ConservationC7.1 Make selected trails beyond the core area secure and safe for guided visits and support with signage and interpretive materialC7.2 Improve promotion of Siq al Barid (Little Petra) to visitors as a means of spreading tourism across the siteC7.3 Promote additional trails and sites within and outside the Park to visitors and support with signage and interpretive materialC7.4 Identify additional areas to develop for visitors (e.g. prehistoric settlements at Beidha) and ensure necessary visitor infrastructure is in place, including signage and interpretive materialC7.5 Formalise standard pricing for guided tours beyond the central area and ensure this is clearly communicated to visitors at the site and through various media (websites, apps) C7.6 Train guides to conduct alternative tours and in health and safety provision (B4)C7.7 Include interpretation of natural assets of the site including flora and fauna and geology and train guides in these areas (E1)C7.8 Work with local communities to develop alternative tourism experiences in the surrounding area such as homestays and camps (outside of the buffer zone) (B5)C7.9 Link trails to the Jordan Trail, Feynan Ecolodge and the Neolithic Heritage TrailKey players PDTRA Commissioner for Tourism Affairs, PAP CRM teamPartners PDTRA, Petra Tour Guides Association, Petra Travel Agencies

Organisation, Jordan Trail Association, ASEZA (for trails that cross over the boundary), local communities (e.g. Ammarin) involved in trails

Funding PDTRA operational budget and contract with tour guides (B4)Timeframe Year 2+Dependencies Improved transportation infrastructure (Policy D24) will facilitate easier

movement and access to alternative sites.Value added ú Improved visitor management, encourages spread of visitors from

central areas of the site;ú Adds to visitor experience and appreciation of the site;ú Potential to increase length of stay for tourists;ú Extends economic benefits of tourism to the different community;

groups.Monitoring indicators

ú Trails made safe for visitor use;ú Beidha area visitor infrastructure is in place;ú Number of guides from the Beidha area trained for guided walks on

trails and visits to Beidha area;ú Number of visitors taking up guided walks/ and visits to alternative

areas;ú Positive feedback on trails received through visitor surveys (F8);ú Visitor statistics showing % increase in nights/visitor year on year.



C8. Enforce PDTRA/PAP regulations linked to guides, horses and use of any part of the site for events Tourism Risk managementC8.1 PDTRA/PAP to update and publish regulations based on the Operating Plan (2000) and support by enforcing PDTRA law and their regulations in this respect.C8.2 PDTRA to liaise with guides, horse carriages and tourist offices about the importance of implementing these regulations.C8.3 PDTRA to increase the numbers of qualified park rangers within the site to support in the enforcement of regulations and train rangers to manage and enforce regulations.C8.4 PDTRA/PAP staff to prepare post-evaluation reports following major events to identify any adverse impacts on the site. These reports to be used to enforce regulations and to inform changes to the regulations.Key players PDTRA, PAP, DoA, MoTAPartners Horse Owners Association, Tour Guides Association, Events Organisers

and Petra Hoteliers Organisation, Service providers (e.g. kiosk owners)Funding Operational costs necessary for enforcement of regulations

Staffing costs for park rangersTimeframe 2018: revise and publish regulations

2019: communicate regulations to user groups and start enforcing them2023: revise and update guidelines based on experience gained

Value added ú Improves visitor experienceú Improves site safetyú Reduces impacts on Outstanding Universal Value, and other cultural

and natural values of the WHS and its environmentMonitoring indicators

ú Visitor feedback (F8)ú Reduction in visitor complaintsú Event reports (including post-event evaluation undertaken by PAP)

SDG 11.4

119

C9. Encourage site-linked initiatives that support local participation and deliver sustained economic benefits through capacity building and access to employmentArchaeology Community Heritage ConservationC9.1 PDTRA/PAP to establish links with and support organisations (such as Se’la) to become well established centres for local employment and capacity building linked with archaeological and conservation work taking place at the siteC9.2 PDTRA/PAP to direct the missions working at the site to train and employ local operatives and to coordinate with established local organisations that are already providing training and capacity buildingC9.3 As part of establishing a conservation centre (B1 and B2), ensure local operatives are trained in preventive conservation practices and are retained in permanent positions to continue this workC9.4 PDTRA to maintain a database of locals who are trained and identify opportunities to employ them on projectsC9.5 In line with the PAP annual training plan (B1), provide regular updates and training for permanent site-based staff, including with the support of missions working at the site. Key players PDTRA/PAPPartners Local organisations (such as Se’la)Funding Conservation budget for the worksTimeframe 2018+Value added ú Generates permanent and sustained employment locally with

associated socio-economic benefitsú Improves capacity and know-how on site to protect the monuments

and OUVú Supports local understanding of heritage values


ú Number of operatives trained in preventive conservation each yearú Percentage of trained personnel working on conservation within 5 and

10 years after training ú Indicators of wage retention and career paths for development

available to trained personnelSDG 1.4, 2.3, 9.3



C10. Establish means for the Umm Sayhoun Community Centre to be sustainable and continue to deliver support to the local communityCommunity EducationC10.1 PDTRA to identify a regular source of income to sustain the Umm Sayhoun Centre and enable it to deliver regular support programmes and build on the success of the programmes and initiatives to date. C10.2 Review training and support activity delivered from the centre and its usefulness to the local communityC10.3 Identify priority areas for the local community and develop programmes that respond to need and lead to employment opportunityC10.4 Deliver programmes, prioritising those for women and groups that have less access to employment opportunitiesKey players Umm Sayhoun Centre, PDTRAPartners NGOsFunding PDTRA for base funding, supported by external funds for specific projectsTimeframe 2018 for PDTRA commitmentValue added ú Delivers socio-economic benefits to the local community

ú Provides valuable support to vulnerable individuals and communitiesú Develops capacity in support of access to job marketsú A permanent income encourages forward-planning and better

responses to locally identified needsú The centre is valued by locals.


ú Number of new jobs created at the centreú Number of new programmes being run at the centre each year and

number attending the programmesú Employment rates (%) of those attending programmes at the centre

within a year and within two years of completing a programmeú Percentage increase in number of women participating in economic

activity (through employment or through business ownership)Background There have been a number of programmes and initiatives at the centre that

have delivered successful outcomes, such as the summer programmes for school children or another initiative where 14 Umm Sayhoun residents planted organic food.The main issue is that there isn’t a base level of permanent income for the centre which would help it plan ahead and develop programmes that respond to local needs and enable them to be properly coordinated.

SDG 1.B, 2.3

121

C11. Support the safeguarding of intangible cultural heritageCommunity Tourism SustainabilityC11.1 Work with local community groups in each village to identify aspects of their intangible cultural heritage (oral traditions and expressions; story-telling; performing arts; social practices, rituals and festive events; knowledge and practices concerning the nature and the universe; traditional craftsmanship etc.) that can be further safeguardedC11.2 Engage with older generations to ensure traditions are being passed down to younger generations and local intangible cultural heritage domains are safeguarded C11.3 Work with local community groups in each village to identify aspects of their intangible cultural heritage that can be developed to support the local tourism industry and generate local employment opportunitiesC11.4 Undertake a market study to identify potential incoming visitor demands and external market opportunities linked to intangible heritageC11.5 Work with the ‘Made in Petra’ brand to identify key areas of handicrafts that can be developed and as necessary modernised to appeal to present day buyers - add value to produce and products from the region and support them in reaching new marketsC11.6 Build on the success of Petra Kitchen for local restaurants and consider options for catering to events/ groups of visitors etc.C11.7 Identify key food produce from the area, whether it can be sold to visitors, used in local hotels and/or sold further afield with the ‘Made in Petra’ brandC11.8 Support organic farming and promote the use of local organic produce in Petra hotels and restaurantsC11.9 PDTRA to support fair pricing and marketing for new products being developed. Key players PDTRA, Local communities, Local NGOs (including Amarin Association,

Beit Al Anbat Association, Se’la)Partners International and national NGOs including Princess Basma Centre at

HBTU, PNT and Beit Al Anbat Funding NGOs for support and start-up funding

Businesses become self-supportingPDTRA funds to maintain and promote Made in Petra brand

Timeframe 2019+Value added ú Income generation locally and for groups that participate least in

economic activityú Recognising and safeguarding intangible cultural heritage will play a

role in enhancing local identityú Intangible cultural heritage is an important factor in maintaining cultural

diversity in the face of growing globalizationú Adds to diversity of tourism products and enhances visitor experience.ú Activities provide a sensory dimension to the visitor experience and

enhance their emotional engagement with the place and its peopleú Spreads tourism activity to the communities beyond Wadi Musa.


ú Number of local businesses based on intangible heritage (year on year)

ú Number of jobs created in each locality and length of time over which jobs are sustained (monitored yearly)

ú Extent of external markets local products are reaching and % of income generated from external markets

ú Evidence of traditional activities continuing and preserved in local practice

SDG 8.9, 9.3, 11.4, 12.B



C12. Support protection and conservation of historic villages in the settlements surrounding the site and use for tourism purposesTourism Community Heritage ConservationC12.1 The review of the land-use plan to identify areas of traditional houses as a cultural heritage asset and include provision for their protection and conservation in the buffer zone regulations. C12.2 PDTRA to work closely with the local communities and the owners of traditional properties to establish ways in which they can be conserved and where possible re-used in ways that protects and enhances their cultural and architectural values C12.3 PDTRA to work with local communities developing traditional areas for tourism experiences to ensure these areas are connected to infrastructure networks, including transport (D23)C12.4 Promote the trails that link with the historic urban clusters to introduce the visitors to the intangible heritage of the region (C7)Key players PDTRA, DoA (post Partners Local community, owners of historic properties, investment partners

JOHUD (johud.org.jo)Funding Small scale investment (loans), NGOs, PDTRA (for urban realm and

infrastructure investments)Timeframe 3-5 yearsValue added ú The fast disappearing vernacular architecture of the region will be

protectedú Generates attractions that add to the visitor experience and that are in

keeping with the Petra brand identity and alternative places for tourists to visit (and stay in), potentially extending length of stay

ú Spreads the economic benefits of tourism to a wider area and to local communities

ú Sets good practice examples and precedent for re-using other disused historic settlement clusters for tourism related purposes


ú Number of local jobs created in Hyatt Zaman Hotel annuallyú Annual benefit to local economy from additional services and sales

through Hyatt Zaman Hotelú Annual economic benefit of Elgi village to local businesses ú Number of locally run businesses in or around the conserved traditional

settlements Background Vernacular architecture is not legally protected through the Antiquities Law

as it is deemed to be post-1750. There is therefore an imminent risks of traditional buildings disappearing if not adequately safeguarded. The restoration of the historic Taybeh village as a luxury hotel provided an alternative visitor experience and also provided economic returns to the Taybeh community. Furthermore as a project it has been upheld internationally as an example of good-practice and a means of providing visitors with an authentic visitor experience. The hotel (Hyatt Zaman) has recently re-opened following refurbishment, employing local villagers as well as providing a showcase and retail outlet for local produce and craft products (e.g. pottery).Another current project is a cluster of buildings known as Elgi Village in Wadi Musa, where JICA has been encouraging local business start-ups.

SDG 8.3, 8.9, 11.4, 11.A, 12.B

123

C13. Continue awareness building programmes for youngsters and with local schoolsEducation CommunityC13.1 Support the continuation of programmes developed by PNT and other organisations to work with local schools to develop awareness of cultural heritage and natural environment C13.2 Establish better coordination amongst the organisations delivering training and youth programmes in the PDTRA regionC13.3 Continue developing educational materials that can be used in schools or for workshops in the PDTRA region and beyond to increase awareness of the site and its significance to Jordan. Key players PNT, UNESCO, local NGOsPartners PDTRA, Local communities, Ministry of EducationFunding PNT accessing donor funds, UNESCOTimeframe Ongoing programmes with further development aims for 2020Value added ú Youth engagement in the site can lead to a reduction in vandalism and

greater ownership of the site; supports site managementú Values of site communicated to a wider audienceú Potential to influence future careers in archaeology, conservation, site

managementú A role for local communities to build on programmes to spread

awareness Monitoring indicators

ú Number of programmes being run each year and range of courses offered.

ú Number of students attending programmes each year, % increase in attendance year on year.

ú Children and youth from difficult to reach/ marginalised groups attending programmes

SDG 4.5, 11.4



C14. Improve locally available education provision and raise awareness on school attendance and longer-term value of educationEducation CommunityC14.1 Work with the Ministry of Education to recruit and train teachers with special skills to work with and support local children through their educationC14.2 Seek funds to continue and expand activities, including with children with learning difficulties or special needsC14.3 Build on summer programmes for children by the Umm Sayhoun Centre and identify ways in which they can be developed and supported furtherC14.4 Devise programmes to build awareness amongst parents, and mothers in particular, on the importance of education and school attendance Key players PNT, Umm Sayhoun CentrePartners PDTRA, Local communities, Ministry of Education, UNESCOFunding Ministry of Education

Support of donor funding for specific projects, programmes or equipment Timeframe Builds on ongoing initiative with further programme development aims for

2020Value added ú Reduces youth that are not in education or employment and who

subsequently try to squeeze a living from the site (with limited long term prospects);

ú Higher levels of education improves future earning power.Monitoring indicators

ú Improved education provision locally in terms of both quality and diversity;

ú Improved school retention levels overall;ú Improved school retention levels for those attending programmes;ú Percentage increase in children moving up into secondary education

each year.SDG 8.9

125

D) Essential actions that are necessary for sustainable management

D1. Work with local communities to protect forested areas and fauna (including from illegal firewood collection and hunting)Nature conservation Community EducationD1.1 PDTRA to work with local hunting associations to discourage illegal hunting activities and enforce regulations to discourage illegal huntingD1.2 PDTRA to work with local communities to identify ways in which use of firewood can be reduced in favour of other fuel sources D1.3 Seek help from NGOs that could help transitions to more sustainable forms of fuelD1.4 PDTRA to train rangers (and other guards) to regularly check activities in protected areas and enforce regulationsD1.5 PDTRA to conduct awareness campaigns with local communities and in schools to build awareness of biodiversity and importance of protecting forests and local flora and faunaD1.6 PDTRA to establish a help-line to report illegal activity and work with the Ministry of Agriculture to enforce regulations protecting the natural environment Key players PDTRA, Local communitiesPartners NGO support, Environmental Police/guards (Ministry of Environment),

Ministry of AgricultureFunding Donor funds for specific/targeted projects

PDTRA budgetTimeframe Year 2 (to implement), ongoing monitoringValue added ú Protection of fragile environment and biodiversity

ú Protection of the rights of those who are operating legally and with necessary permits

ú Tree coverage reduces flooding and land-slide risksMonitoring indicators

ú Improved environmental protection measured through biodiversity indicators established by the National Protected Area nomination

ú Deforestation reversed, annual increase in area of forest coverú Introduction of alternative fuel sources with less environmental impacts

and take up from local communities (number of families)SDG 2.4, 11.4, 15.2



D2. Support the planting of more forested areas and tree planting in urbanised areas to reduce the impacts of flooding on the siteNature conservation Geology & HydrologyD2.1 PDTRA to increase tree coverage in urbanised areas through dedicated planting programmes using tree species that are local natives/local cultivars, including in designated parks and integrating this with the preservation of recent agricultural terraces D2.2 PDTRA planning regulations to include drainage (D24) and planting requirements for every development D2.3 Initiate re-forestation programmes, including threatened native species like juniper, to maintain biodiversity values of the region and reduce water and soil run-offKey players PDTRA Environment Directorate, PDTRA Planning Directorate, Ministry of

Agriculture Directorate in PetraPartners NGO supportFunding PDTRA operational fundsTimeframe Year 2 (to implement), ongoing monitoringValue added ú Tree coverage reduces flooding and land-slide risks, and subsequent

soil erosionú Reduces damage of flooding, soils and debris to Petra WHSú Forests become a local amenity


ú Annual increase in forest cover (in hectares)ú Planning regulations being enforced, compliance of new projects

with regulations and evidence of enforcement action taken where necessary

ú Reduction in intensity of flooding events in Petra WHS and extent of soils and debris deposited with flooding measured through annual post-flood reports

SDG 2.4, 11.4, 15.2

127

D3. Work with local communities to ensure grazing practices are not unduly degrading the natural values of the site and buffer zoneNature conservation CommunityD3.1 PDTRA to enforce prohibition of grazing within the core site.D3.2 PDTRA to work with local farmers and villagers to identify suitable grazing areas and monitor conditions annually so as to rotate areas permitted for grazing use each year. D3.3 PDTRA to work closely with local farmers and shepherds to ensure they are aware of areas permitted for grazing and to support them in engaging in sustainable practices of animal husbandry (C2.4)Key players PDTRAPartners Local community representativesFunding PDTRA operational costsTimeframe 2020 onwardsValue added ú Ensures a better preservation of the cultural attributes of the site, by

reducing grazing in the vicinity of monuments;ú Reduces debris falling from higher areas, thus reducing rock fall

hazard risk impacting on local community and visitors; ú Reduces soil erosion and associated landslide risks, thus protecting

the site, visitors and local communities.Monitoring indicators

ú Enforcement actions taken against illegal grazing practices;ú Annual survey of biodiversity in the core area reporting improved

conditions and increased biodiversity year on year. SDG 2.3



D4. Improve data sharing of conservation practices, materials and techniques and monitor efficacy of interventionsHeritage conservation Data managementD4.1 Improve reporting of conservation and research works to PAP and DoA by requesting that a report on the works including materials used and techniques that were applied to each section is submitted within a year of completionD4.2 Build in information from past projects and research into the GIS data management systemD4.3 Link project data to the GIS data management system so that it can be used for monitoring purposesD4.4 Establish a code of practice for the use of BIM on conservation projects including on how the information is handed over and linked to the GIS data management systemD4.5 DoA to regularly evaluate monitoring data to establish efficacy of various techniques and materials usedKey players PAP, DoAPartners Missions undertaking conservation and research work Funding PAP and DoA operational budgetTimeframe Starting from 2019Value added ú Generates a better base for conservation works being undertaken

ú By sharing knowledge techniques can be developed and bettered and a repeat of failures avoided

ú Long term benefits to the site, the conservation of monuments and the OUV of the WHS.


ú Percentage of project reports received by PAP within a year of completion of a project

ú Percentage of project reports/ information entered into the database within six months of receipt.

ú Evidence of regular monitoring of conservation interventions through annual reporting which is also linked to the State of Conservation reports sent to UNESCO, and 5 yearly reviews of major projects.

Background Petra presents some unique conservation challenges that are not experienced at other sites. The conservation of rock cut monuments in particular have to be addressed in different ways to standing monuments. The fragility of the sandstone in general and damage caused by regular flooding and ground water logging (causing the migration of salts into structures) require sensitive and Petra-specific approaches to conservation. The presence of numerous different missions and conservation projects has also meant that knowledge gained on a project is not necessarily transferred to other projects and/or the long term outcomes of interventions are not being systematically monitored.

SDG 11.4

129

D5. Identify priority areas for preventive conservation and conservation and attract funding to priority projectsHeritage conservation Geology & HydrologyD5.1 Using the CulTech Conservation Plan as a starting point undertake cyclical risk assessment of monuments on the site to identify priority areas where conservation has become a necessity or will become a necessity within the next five years, also considering issues such as public safety and positions of vulnerability (e.g. from flooding, fall caused by structural/geological vulnerability) D5.2 Identify preventive conservation practices that should be carried out as a priority (as a one off, annually or several time a year) – e.g, Siq StabilityD5.3 Undertake or commission a feasibility study of urgent conservation needs that have been identified in D5.1.D5.4 Approach various agencies and international missions with regard to supporting conservation works based on the needs list (D5.1) and feasibility study (D5.3) D5.5 Promote priority projects to missions or donor agencies that may approach the DoA with a wish to undertake a project at PetraKey players PAP, DoA, DoA/PDTRA Technical CommitteePartners Archaeological missions carrying out conservation Funding Operational costs of DoA and PDTRA/PAP

Donor funds such as the Ambassador’s fund (which has already funded such projects)

Timeframe Staring from 2019Links Broader preventive measures such as terracing and upstream water

management (D24)Dependencies With the formation and operationalisation of a new Conservation Centre

(B2) these tasks will be organised and implemented by staff in the Centre and overseen by the DoA/PDTRA Technical Committee

Value added ú High priority areas are tackled before they deteriorate further or collapse

ú The site is made safer for visitors and those working there ú Costs savings on more expensive repairs once further deterioration

has taken hold.ú Supports conservation efforts for which there is insufficient local

fundingú Preventive conservation works generates jobs locally and provides

opportunities for training and capacity buildingMonitoring indicators

ú Risk assessment undertaken and list of priority areas for conservation and preventive conservation identified

ú Regular update of conservation risk assessment and its reporting in the State of Conservation reporting to UNESCO

ú Priority projects agreed with the DoA annuallyú Annual reporting that shows projects undertaken are in accordance

with the priority areas and preventive conservation practices are addressing priority areas

SDG 11.4



Conservation Principles

1. All work must be documentedAny conservation work must be proceeded by full measured survey and documentation.Prior to undertaking interventions a conservation plan or proposal that documents the research, methods to be adapted and extent of works to be carried out should be completed. Works will only proceed once this proposal is approved by the DoAAll works carried out, including materials used must be clearly documented and copies of the reports deposited with the DoA and PAP on the completion of works.

2. Causes of decay should be clearly researchedThe causes of decay should be researched by a multi-disciplinary team including geologists and hydrologists as causes of deterioration in Petra can be particularly complex. Previous research and studies should also be taken into consideration when establishing causes of decay.

3. Tried and tested methodologies should be prioritisedRepair and conservation methodologies previously tried and tested at Petra and known not to have adverse effects on the historic monuments should be prioritised for repairs and conservation. Where methods have not previously been used at Petra, then any application should be preceded by rigorous testing.

4. Minimum repairsThe purpose of conservation should be to protect a monument from further decay, rather than works that will return it to a previous form. Proposals for re-construction or anastylosis should be considered in exceptional circumstances only and be approved by a committee formed for this purpose by the DoA and PAP.

5. Preventative maintenanceActions that prevent further decay of monuments should be prioritised. These may be site specific actions, or larger scale actions such as flood prevention. All excavated sites must be protected following excavations by backfilling, consolidation or conservation interventions. 6. Appropriate expertiseAll conservation works should be specified by experienced professionals qualified in conservation and works carried out by adequately trained craftsmen, under supervision. In Petra conservation must be recognised as a multi-disciplinary endeavour with inputs from a range of professionals including archaeologists, architects, engineers, geologists, hydrologists and craftspeople.

7. Local engagementAll conservation projects should provide training and employment opportunities for local people, regardless of age or gender.

131

D6. Build up a guidance framework for conservation approaches and methodologies at the site based on past project experiences and appropriate methodologies Heritage conservation ArchaeologyD6.1 Build on previous studies and the Conservation Plan to develop guidelines on appropriate levels of intervention for the different situations faced at Petra (differentiating between rock faces and free standing buildings for example).D6.2 Use data collected from past projects and monitoring processes to inform framework.D6.3 Ensure those undertaking conservation works have the right expertise, experience and/or accreditation.D6.4 External funding is only accepted for projects where professionals employed for the project have appropriate conservation expertise, and that local operatives who are already trained will be employed and/or training will be provided to local operatives (C9).Key players DoA, PAP, DoA/PDTRA Technical CommitteePartners Archaeological Missions, Heritage Conservation Advisory Group Funding Operational costsTimeframe 2018 Established working group linked to Heritage Conservation

Advisory Group to review and update conservation guidelines2018 Use database as base for evaluating previous projects 2019 Consult with Heritage Conservation Advisory Group and other

bodies on the proposed guidelines2020 Guidelines become operational and are enforced

Dependency Project reports included in GIS data management system (D2) and institutional capacity to implement and oversee projects

Value added ú Better coordination for conservation projects and links between projects

ú Connects monitoring information to conservation principles and sets out benchmarks for future monitoring

ú Potential to better communicate to visitorsMonitoring indicators

ú Framework developedú Framework applied to new projectsú Framework regularly revised (every 5 years) based on new project

evidence

SDG 11.4



D7. Expand DoA excavation policies to include salvage excavationsArchaeologyD7.1 Expand DoA policies and regulations that are in place for new excavations to cover salvage excavations as wellKey players DoA: Policy change

PAP: Enforce policyPartners DoA/PDTRA Technical CommitteeFunding Operational fundsTimeframe 2019 Policies expanded as part of

the revision of the Antiquities law

DoA

Value added ú Uniform compliance with legal requirements across all forms of excavation

ú Salvage excavations brought up to same standards as other excavations with all necessary controls in place


ú Policy approved, operational and being enforced

SDG 11.4

D8. Introduce safety guidelines and policies for excavation and conservation sitesArchaeology Risk managementD8.1 PAP to request a risk assessment from each archaeological mission prior to commencing work on siteD8.2 PAP to work with the archaeological mission to minimise site-based risks to their teams and visitors to the site D8.3 PAP to communicate the most recent updates of the Petra Risk Management Plan (A4) to each mission and missions to ensure everyone working on site is aware of procedures to be followed in the case of emergencies Key players DoA/PDTRA Technical CommitteePartners Risk Management Forum

Archaeological missionsFunding Operational costs Timeframe 2019 onwardsDependencies Completion and endorsement of Risk Management Plan (2019)Value added ú Improved safety for teams working on the site, PAP and DoA staff and

visitorsMonitoring indicators

ú Risk assessment plans submitted by missions and approved by PAPú Risk mitigation measures put in place and monitored as evidenced by

mission reportsú Evidence of teams being regularly briefed on site safety

133

D9. Identify and improve protection of areas of high historic and archaeological value within the buffer zone (e.g. Nabataean agricultural terraces in Beidha)ArchaeologyD9.1 Working with various research partners identify areas of known historic and archaeological value, including post-1750 heritageD9.2 Commission or instigate further surveys for areas of potential historic or archaeological value to establish their significanceD9.3 Ensure all such areas are afforded full legal protection and clearly identified in approved land use plans Key players DoAPartners PAP, Archaeology GroupFunding Operational funding, foreign missions, UNESCOTimeframe 2020Value added ú Proper levels of protection are afforded to areas of archaeological and

historic significance that also contribute to the understanding of Petra


ú Land use maps that clearly show areas of historic significance have been produced and approved

ú Development control in these areas is identified and enforced by the PDTRA

SDG 11.4



D10. Instigate better coordination procedures to protect archaeological material during infrastructure projectsInfrastructure ArchaeologyD10.1 EIA, HIA and archaeological investigations are undertaken for all infrastructure projects (roads, services etc.) that are located within the park and its buffer zone, and that the relevant authorities (DoA) are advised of projects in advanceD10.2 EIA, HIA and archaeological investigations are undertaken for all infrastructure projects that are located in areas beyond the buffer zone that have been identified as areas of influence (B7) and areas of potential archaeological significance (D9)D10.3 PDTRA to use its jurisdiction to make these requirements known to national level infrastructure projectsD10.4 DoA to monitor on the preservation of archaeological features during the implementation of the infrastructure projectsD10.5 Contractors undertaking infrastructure works to submit to PDTRA for approval an evaluation report at the end of each project to demonstrate EIA and HIA requirements had been fulfilled in the construction and operational phases of the projectKey players PDTRA Infrastructure Directorate, DoA/PDTRA Technical Committee Partners DoA, National Infrastructure Agencies, Ministry of Public WorksFunding Operational fundingTimeframe Immediate, operationalise and build on new HIA requirements and enforce

(PDTRA)Value added ú Limits damage to archaeological material and the setting of the site

caused by infrastructure developmentú Improves coordination amongst the various agencies serving the

regionMonitoring indicators

ú Applications received by PDTRA and DoA to review projects at planning stage

ú Projects adhering to recommendations made by DoA in protecting archaeological material and not impacting on the setting and integrity of the site, evidenced through post-project reports

SDG 11.4

135

D11. Identify suitable locations for excavation spoil heaps and rubble Archaeology Hydrology & Geology Risk managementD11.1 PAP to instigate a study to identify suitable locations for excavation soil and rubble that are surplus to requirement (where not being used for backfill) including geological and hydrological studies to ensure that any risk of flooding and downstream sediment accumulation is negatedD11.2 PAP working with DoA to identify suitable locations for the reburial of surplus excavation sherds within the park boundariesD11.3 PAP to monitor dumping areas and their capacity and as necessary conduct studies (as identified in D11.1) to establish new sites when capacity of previously identified areas has been reached, including in terms of increased flooding risksKey players PAPPartners DoA Funding Operational fundsTimeframe 2019 Studies completed and zones identified

2020 Operationalised through guidelines and as part of excavation permit procedures

Value added ú Improved safety for visitors and those working on the siteú Streamlined procedures for archaeological excavations and reduced

workload for PAP staff in the long term.Monitoring indicators

ú Areas for soil dumps and sherd re-burial identified and approvedú Annual review dump areas and risk assessment ú Dumping areas and responsibilities communicated to missions on a

regular basisú Enforcement actions taken against missions not complying with the soil

dump or sherd re-burial guidance issued by PAPSDG 11.4



D12. Prepare a coordinated evacuation plan for Petra Archaeological ParkRisk management Visitor management Planning and land-useD12.1 Establish coordinated evacuation procedures from the site linked to different types of emergencies (earthquake, flash flood, land slide, rock fall).D12.2 Because of their repeated seasonal occurrence, develop emergency measures in case of flash floods as a matter of priority.D12.3 Communicate these strategies as widely as possible to all the emergency services, site based staff, office staff, missions working on the site, tour guides and visitors (see also D14).Key players Jordan Civil Defence, PDTRAPartners UNESCO Funding Civil Defence funding, UNESCO, operational funding as part of PDTRA

obligationsTimeframe Outline plan completed in 2018, operational from 2019Dependency Completion and approval of the Risk Management Plan (A4). Carrying

capacity studies (D16) also need to be linked to evacuation procedures as capacity of services to aid evacuation could influence the number of visitors permitted on the site at any one time.

Value added ú Improved safety for visitors and those working on the siteú Improved response time for emergency services


ú Risk Management Plan approved and operationalú Evidence of risk strategies and responsibilities communicated to the

various stakeholder groups on a regular basisSDG 11.4

137

D13. Improve capacity of emergency response on siteRisk management Visitor managementD13.1 Facilitate access of Jordan Civil Defence rescue and paramedic team on site by allowing direct entrance to the ‘Siq’D13.2 Support Jordan Civil Defence in quickly and effectively accessing the site to rescue people in need by placing a JCD section in the vicinity of the Umm Sayhoun village, preferably at the back gate area. D13.3 Ensure the presence of one JCD car inside the site, preferably in the vicinity of the access to the high place of sacrifice trailD13.4 Improve capacities of rangers on first aid practices for them to provide better response in case of emergencies (link to increased number of ranger)Key players PAP, PDTRAPartners Jordan Civil DefenceFunding Operational funding from JCD and PDTRATimeframe 2018-19Dependency Completion and approval of the Risk Management Plan for full

implementation with emergency actions taking precedenceValue added ú Improved safety for visitors and those working on the site

ú Improves response time for emergency servicesMonitoring indicators

ú Training provided to front-line staffú Improved safety record of site and reduced number of casualtiesú Complex rescue cases on site are successful



D14. Communicate good practices to visitors (personal safety, care for the site, animal welfare, child labour, sustainability)Visitor management Risk management TourismD14.1 PDTRA to commission a short video that introduces the site to visitors and explains the need for sensible practices that will ensure their safety, protect the site and its communities. D14.2 The film to be translated into several languages and made available via the visitpetra website and displayed at the visitor centre.D14.3 PDTRA to share the film with cruise lines and tour operators requesting that it is shown on buses prior to arrival in Petra.D14.4 Content of video to be supported by other content and news items on the visitpetra website.D14.5 Guides to be made aware of the film and support its contents and messages when guiding visitors (B4).Key players PAP, PDTRA Tourism DirectoratePartners Care for Petra Campaign, Tour Operators Association, Tourist Guides

AssociationFunding PDTRA Tourism Directorate (with possible support from external funders)Timeframe 2020Value added ú Improves visitor safety

ú Encourages visitor buy-in to protect the siteú Protects animals and children from exploitationú Supports socio-cultural awareness for visitorsú Promotes sustainable practices across the site


ú Availability of the video on websites and visitor centreú Percentage of bus arrivals showing the video ú Visitor feedback obtained through surveys (F8)and reduction in visitor

complaints year on yearú Reports on visitor behaviour and conduct

SDG 11.4

139

D15. Improve the quality, appearance and management of concession stalls on the site Visitor management TourismD15.1 In conjunction with the Back Road becoming operational and the Heritage Village opening, PDTRA to identify locations in the site where concession stalls will be permitted, including the extent of their footprint and enforce these regulations.D15.2 PDTRA to publicise regulations and guidance on when and in which areas VIP and official vehicles are permitted on site.D15.3 PDTRA to publicise regulations on when delivery vehicles are permitted on site and enforce them (including though penalties where appropriate).D15.4 As part of site wide design guidance (E19) PAP and PDTRA to issue standardised design parameters for concession stalls that are to remain on site.D15.5 PDTRA to agree with stall holders the implementation of standard designs and enforce necessary design changes.Key players PDTRA Partners Stall holdersFunding Consultant fee for designs (link to E19)Timeframe 2018 Identify approved concession stall locations and enforce

2018 Publicise and enforce vehicle restrictions on site 2019 Agree and enforce new design standards for stallholders

Dependency Clarify whether all stall holder will be removed to new Heritage Village and what will become of stalls and café structures on site There will also be new arrangements resulting from the Back Road becoming operational

Value added ú Improved visitor experienceú Damage to archaeological materials and geology of the site limited


ú Vehicle access to the site being monitored and regulations enforcedú Enforcement actions taken against illegally located stallsú Number of stalls conforming with site-wide design guidelines

Background Many concessions stalls are ad-hoc buildings that have expanded over time, others have been constructed illegally. Vehicle access provided to concessions is being abused and vehicles are often seen on site during visitor hours.



D16. Manage visitor numbers around carrying capacity for the site and introduce timed ticketing for peak timesVisitor management Tourism Risk ManagementD16.1 Establish systems that count visitors entering through the turnstiles (at the main entrance) and exiting through turnstiles at the Back Road and back through the main exit to establish approximate number of visitors in the Basin area at any one time (link to A4) D16.2 Based on previous studies (1994 UNESCO study, evacuation studies as D12) establish benchmarks for carrying capacity (including optimum number of people on site in one day/ any one time or at certain times of year or in certain climatic conditions) to include the Siq, the Treasury area and the Basin area as a wholeD16.3 Introduce limited and timed ticketing for known peak periods and communicate through the visitpetra website and to tour operatorsD16.4 PDTRA to work with cruise operators docking in Aqaba and tours arriving from Egypt and Israel to stagger arrival times to the site, especially during periods identified as high seasonKey players PDTRA Tourism DirectoratePartners Visitor Management and Presentation Forum group, Tour Operators

Association (Jordan)Funding No additional funding requiredTimeframe 2019Dependency Back road exit becoming operational and monitoring of visitor flows Value added ú Reduces visitor impact and damage to the site

ú Improves the visitor experience ú Reduces overall risks at the site (e.g. site based staff are not

overwhelmed, any emergency evacuations are easy to manage etc.)Monitoring indicators

ú Carrying capacity limits identified and enforced, evidenced through daily reporting of visitor numbers

ú Timed ticketing or time-managed access in operationú Visitor feedback on experience

Background A number of carrying capacity studies have been undertaken over the years. The 1994 UNESCO Management Plan identified 3,000-3,500 visitors per day as the optimum.The 2009 US/ICOMOS Carrying Capacity Analysis suggests similar figures broken down as 400-600 visitors per hour; 2000-3000 per day; 60,000-90,000 per month, with yearly limit of 730,000 – 1.1 million visitors. This study estimates that with a new Turkmaniya exit (Back Road) optimum visitor number could increase to 575-860 per hour, 2900-4300 per day, 87,000-129,000 per month which takes yearly maximum capacity up to 1.6 million visitors.A 2010 USAID report also emphasises the importance of establishing carrying capacity for special events where arrival and departure is likely to be at the same time.

SDG 11.4

141

D17. Implement a more focused marketing campaign of Petra as a destination and with a clear message on the ‘Petra’ brandTourismD17.1 PDTRA to conduct working meetings with local hoteliers, tour operators and various community associations and groups to define the Petra brand and characteristics of Petra as a destination that is in keeping with its cultural and natural significance and social valuesD17.2 PDTRA Tourism Directorate, based on the agreed brand identity, to undertake visitor studies and identify existing markets with growth potential and target markets, especially those that will make the largest locally felt economic impact D17.3 PDTRA support the establishment of a regional marketing board linked to JTB which can identify best places to promote the brand to target markets D17.4 PDTRA to work with the regional marketing board and tour operators bringing tourists to Petra to support promotion and extend visitor time spent in the regionKey players PDTRA Tourism DirectoratePartners Petra Hoteliers Association, Petra Tour Operators Association, Community

AssociationsFunding Seed funding from PDTRATimeframe 2021Value added ú Supports local economy and sustainable tourism growth

ú Targets visitor groups (market segments) that are most likely to benefit the local economy


ú Destination/brand identity report issued by PDTRA and shared with industry

ú Visitor and market studies completedú Number of targeted marketing programmes launched each year that

are supported by industry partnersú Annual increased in tourist numbers in targeted market segments

Background The Petra brand: Majestic archaeological siteLocal Bedouin communityArea of natural beautyA cultural landscape



D18. Any expansion of tourism services (including hotels) should not adversely impact on the OUV of the site and its setting or disrupt important bio-diversity corridorsTourism Planning and Land-use Nature ConservationD18.1 Based on areas of influence studies carried out for the areas beyond the buffer zone (B7) and areas of natural significance identified in the National Protected Area nomination, PDTRA to establish planning guidelines and controls for areas of tourism expansionD18.2 All new tourism development proposals should be located in areas designated by the land-use plan for tourism expansion, comply with planning guidelines issued for these areas and include EIA and HIA studiesD18.3 Proposals for the expansion of existing tourism services should also comply with the planning guidelines and include EIA and HIA studiesKey players PDTRA Planning DirectoratePartners PDTRA Environment Directorate Funding Operational costsTimeframe 2020Dependency Completion of land-use studies identifying areas of influence beyond the

buffer zone (B7) and any potential revisions to buffer zoneValue added ú Landscape and setting of the WHS are protected, including view to and

from the siteú Biodiversity values of the natural environment protected, maintaining

long term sustainability and attractiveness of Petra


ú Land-use plans, including planning guidelines in accordance with the areas of influence plans (B7) completed and approved (including by the DoA)

ú Planning controls being enforced, evidenced through annual review of proposals received and their adherence to the guidelines

ú State of Conservation reports

Background The development of tourism services (including hotels, shops and other attractions) have not been coordinated and a number of hotels in close proximity to the site entrance and where most tourists congregate in Wadi Musa are messy in appearance. Several hotels in the buffer zone adversely impact on the OUV of the site, and hotels built along the Scenic Route stand above the ridge line obstructing views from the site. All these issues were highlighted by the 2017 joint UNESCO/ICOMOS/IUCN Mission.

SDG 11.4, 15.5, 15.9

143

D19. Support local investors and entrepreneurs in developing tourism projects sensitive to the site and befitting the Petra brandTourism CommunityD19.1 PDTRA to identify small investment packages that will appeal to local investors and work with local businesses and Chamber of Commerce to identify further investment opportunities for local entrepreneursD19.2 With local partners PDTRA to establish means of supporting local businesses, including accessible and favourable credit facilitiesD19.3 Provide support for local business development, start-ups and entrepreneurship through training and mentoring initiatives extending though to early years of businessD19.4 Extend business support to less well represented groups, including women, through separate programmes where necessaryKey players PDTRA, Tourism businessesPartners NGOs supporting entrepreneurshipFunding Seed funding and training support from PDTRA

Ongoing funding to support mentoring and business support schemesTimeframe 2020 Identify small investment packages suitable to local investors

2021 Develop business development training courses Value added ú Generates local jobs and supports socio-economic development

ú Local businesses develop and make a contribution to the regionú Economic benefits of tourism are retained in the locality and support

the local economyú Small scale projects are a better fit for the region, character of the site

and some tourism profilesú Empowering women through business initiatives located closer to their

homes reduces dependency on working on the site and also allows mothers to better support their children attending school.


ú Number of investment projects advertised linked to local capacity to invest

ú Number of local business training courses/ mentoring schemes running each year

ú Numbers attending business training courses each year (including from under- represented groups/ communities)

ú Number of new local businesses (after 5 years, after 10 years)

SDG 8.6, 9.3, 11.4Good practice examples

Business in the Community, UK (https://www.bitc.org.uk)



D20. Broaden the base of community participation in the Petra Region by discussing the plans and programmes mandated by the PDTRA in the area of community developmentCommunityD20.1 PDTRA to establish and support local development councils for each of the areas (Wadi Musa, Taybeh, Alrajaf, Dalaghah, Baidah, Umm Sayhoun) in the Petra Region. These local development councils will consist of heads of associations, clubs and centres, representatives of male and female school teachers, representatives of the youth sector, tribal dignitaries, and any academic or leading character who has an active and positive role within his own community.D20.2 The chairman (and deputy) of the local development council will be chosen by mutual consent and consensus amongst its members and will have the role to represent the local community in the current Development Advisory Council in the PDTRA.D20.3 The local development councils will become a platform to discuss local issues, communicate these to PDTRA and receive feedback from PDTRA. Key players PDTRA Local community and development commission and directoratePartners Representatives of local communities in the Petra RegionFunding PDTRATimeframe 2018Value added ú The local development councils will contribute to the expansion of the

base for community participation and engagementú The local development councils can support awareness building linked

to heritage and nature conservationú Transparency and clarity while working with the local communities

reduces the sensitivity of conflicts with PDTRA in the future, which contributes to increasing confidence with PDTRA and those who work in it.

ú The local development councils will contribute to finding positive individuals towards development, which creates responsibility and ensures sustainability

ú By engaging local players and giving them responsibilities, the local development councils will contribute to sustainable development


ú Meetings of local development councils and level of attendanceú Information relating to local issues being communicated to PDTRAú Visibility for local development councils through the PDTRA websiteú An interactive ‘community’ portal on the PDTRA website that can be

accessed to submit observations and complaintsú Response rates by PDTRA to observations and complaints that have

been submitted via the portalSDG 11.3, 13.1, 16.7

145

D21. Empower less well represented groups, including women, through provision of training, business support, placements and job opportunities CommunityD21.1 Build on existing studies and organize focus group meetings to identify common barriers for women and other less well represented groups participating in various sectors (business and employment).D21.2 Support the representation of women and other less well represented groups on decision making bodies, including on local councils (D20)D21.3 Enable the participation of women and other less well represented groups in business and business development through capacity building and other means such as business support tailored to their needs and equitable access to creditKey players PDTRA Local community and development commission and directoratePartners NGOs including Se’la, PNT, Beit Al AnbatFunding Donor funding through NGOsTimeframe 2020 onwardsValue added ú The active participation of women or minority groups in economic

activity and decision making platforms leads to sustainable and resilient communities

úWith more stable incomes women are better able to support children in education and will be less dependent on meagre site based work that also disrupts children’s education and leads to child labour practices

ú Diversifies tourism products and visitor experiences on offerMonitoring indicators

ú Percentage increase in businesses established or managed by women and other under-represented groups

ú Number of women accessing business support programmesú Number of women or underrepresented group members on local

community councils and various other organisational boards (e.g. Chamber of Commerce)

SDG ú 5.1, 5.5, 5.A



D22. Promote more positive attitudes towards visitors within and around the siteTourism CommunityD22.1 Introduce awareness building as part of the youth education and schools programmes on communicating with tourists and cultural considerations D22.2 PDTRA to launch a campaign to improve local awareness on how to welcome visitors and reduce practices that may be perceived as harassment by touristsD22.3 PDTRA to identify ways in which these messages can be most effectively communicated to the various local groups and implement programmes to do so D22.4 PDTRA to work with local community leaders and leading figures in each local community so they can raise awareness within their own communities Key players PDTRA Tourism Directorate, PDTRA Communities DirectoratePartners NGOs, local community groups/organisationsFunding PDTRATimeframe 2019Value added ú Improves visitor experience and desire to explore a wider area around

the site, engage in different experiences and stay longerú Expands potential for tourism-linked economic activity locally


ú Annual reduction in visitor complaints linked to harassment ú Number of online reviews and increase in positive comments from

visitorsBackground Harassment by sellers or donkey owners on site and generally around

Wadi Musa is regularly raised as a visitor complaint. SDG 11.7

147

D23. Improve public transportation infrastructure to increase accessibility and connectivity across the regionInfrastructure Sustainability Planning & Land-useD23.1 Expand the existing public transportation network across the PDTRA region, including the key settlements and visitor destinationsD23.2 Study road networks and undertake a sensitivity analysis to ensure routes do not unduly impact on sensitive areas D23.3 Carry out surveys with tourists and locals to establish needs and priorities D23.4 Based on capacity and demand studies expand bus service and create new bus stations to link into the serviceD23.5 Promote bus service to visitors by publishing clear timetables, including in other languages and publicise on websites such as visitpetraKey players PDTRA Transport Commissioner (regulatory body)Partners Private bus companyFunding Self operating (private sector operator)Timeframe Undertake studies and complete feasibility study 2019

Identify operator by 2020, launch and operationaliseDependency Appeal to tourists will also be linked to tourism activities created in the

various locations Value added ú Better transport links will ensure better access to jobs, especially in

tourism and linked sectors in Wadi Musa, from outlying villagesú Affordable transportation options will help the spread of independent

visitors to visit other parts of the site and other attractions in the vicinity, thus extending time spent in the area

ú Affordable transport links will provide better access to education and training opportunities for young people living in outlying villages

ú Reduction of car traffic and congestion Monitoring indicators

ú Preliminary studies undertaken (tourists, users, land-use and sensitivity)

ú Feasibility study completed and shared with potential operatorsú Full bus services launchedú Use of bus service by locals ú Use of bus service by touristsú Visitor feedbackú Increase in visitor numbers to distant parts of the site and other

attractions SDG 9.1, 11.2



D24. Holistic and upstream water management and flood control Hydrology & Geology Planning and Land-use Risk ManagementD24.1 Prepare a base-model of the landscape surrounding the site and its hydrological characteristics to be able to model impacts of proposed developments D24.2 PDTRA to work with geology and hydrology experts to identify combined and integrated measures for the effective management of water flows and reduction in flows that will cause flooding and soil run off that would adversely impact on the WHS D24.3 PDTRA to implement flood control measures, including check dams, terracing, tree planting and reforestation (D2)D24.4 Clear dams from sediments on an annual basis each September before the rains startD24.5 PAP to systemise post-flood recording and ensure records are available to others working on water management.D24.6 PDTRA to consider re-activating the Wadi Musa flash flood early warning system, installed in 2014 and current not operational.Key players PDTRA Infrastructure and Planning directoratesPartners Funding PDTRA operational budgetTimeframe 2019 Modelling of landscape and expert analysis completed

2020 onwards for implementation measuresValue added ú The World Heritage Site will be safeguarded from flooding, water and

soil run-offú Visitor safety improved


ú Base model completed and expert analysis of water management measures completed

úWater management measures implemented each yearú Annual monitoring reports from hydrological stations, including those

on site and measured reductions of water flow and soil erosion noted each year

ú Continuous data collection on flash flood flow rates gathered through early warning system

ú Annual reporting on clearing of sediment in damsú Annual post-flood reports from PAP

Background Petra Wold Heritage Site is negatively impacted from regular flooding events and soils and sediments that run off the valleys and into the site. The prevention of flooding and reduction of water and soil run off into the WHS is dependent on a holistic approach to water management in upstream locations.

SDG 11.4

149

D25. Ensure adequate water management features are integrated into new expansion and development areasPlanning and Land-use Hydrology & GeologyD25.1 In urban expansion areas that are currently being developed and others that are being planned, all tributaries leading into the wadi should be kept clear of development and used as green spaces or for agricultureD25.2 Support water management in built up areas with check-dams and terracing with planting as advised by geology and hydrology expertsD25.3 Where possible develop tributaries leading to the wadi as green areas with recreational purposes as a public amenityD25.4 Planning regulations to stipulate water management (including water harvesting) for each individual building plot and enforce it through the building permit procedures. D25.5 PDTRA to install hydrological stations in development zones to monitor water flow and build up longitudinal dataKey players PDTRA Planning DirectoratePartners Developers, infrastructure plannersFunding Operational funding for planning control

Additional funds to create green amenity spaces in the tributary valleysTimeframe 2019 onwardsValue added ú The World Heritage Site will be safeguarded from flooding, water and

soil run-offú More sustainable water-use practices established in growth areasú More effective water use will place less pressure on water treatment

plantsú New green amenity spaces created for the local communityú Better and longitudinal data on water flows in the valley systems can

inform future water management prioritiesMonitoring indicators

ú Number of planning applications conforming with new regulations and evidence of enforcement actions taken when they are not

ú Expert approvals of development and infrastructure projects to ensure that sufficient water management measures, including check dams and terracing, is in place.

ú Number of parks created in tributary valleys ú Regular data being gathered through hydrological stations

Background Land use plans have identified areas for urban expansion with the focus of removing pressure from areas in close proximity to the site. Infrastructure, including roads has already been put in for Al Beqa’a area. Planning practices for these development areas are not fully aware of the cumulative impacts of water run off and soil erosion that can negatively impact the WHS.

SDG 6.4, 8.4, 11.4, 12.8



D26. Establish clear management practices for removal of rubble or soil from infrastructure and construction projects to stop them being washed into the site in floodsInfrastructure Hydrology & GeologyD26.1 PDTRA Infrastructure directorate to establish clear guidance for all construction work (infrastructure and building) relating to the removal of excess soil and rubble during and following construction work.D26.2 PDTRA Infrastructure directorate in consultation with an experienced hydrologist to establish suitable areas for dumping of construction soil and rubble. This should include adequate geological and hydrological studies to ensure that any risk of flooding and downstream sediment accumulation are avoided

Key players PDTRA Infrastructure and Planning directoratesPartners Developers and investorsFunding PDTRA operational costs, staff time to enforceTimeframe 2019Dependency Link to integrated water management systems (D24)Value added ú Flow of debris into the site and the Basin area is reduced, thus

reducing intensity of flooding impacts and salt damage to the monuments


ú Guidance in relation to removal of rubble and soil is in place and approved

ú Guidance is being enforced, evidenced by annual enforcement actionsú Annual monitoring of flood damage in the site and State of

Conservation reportsSDG 11.4

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D27. Ensure that all projects permitted for the buffer zones strictly adhere to sustainability and environmentally sound practicesSustainability Planning and land-use Geology & HydrologyD27.1 All new building projects proposed within the buffer zone must produce an EIA and HIA for approval (including construction phase and operational phase considerations) D27.2 Planning approvals for projects will not to be issued unless the impact assessment can assure that no negative heritage or environmental impacts will arise from the projectD27.3 All projects in areas identified on the land-use plan as being eco-tourism or agro-tourism uses, must comply with relevant international standards set out for these types of developments and audited for compliance by national or international organisations approved to carry such auditsD27.4 All projects submitted for planning approval in the buffer zone must be accompanied by a water flow analysis and water management strategy that ensures there will be no adverse impacts on the World Heritage SiteKey players PDTRA, Ministry of Environment (Environmental Auditing and

Environmental Monitoring Regulations)Partners Jordan Green Building Council, Eco-tourism, Local community and

land owners, NGOs, DoA, Ministry of EnvironmentFunding Operational fundsTimeframe Immediate effectValue added ú Ensures that any construction in the buffer zone area, integral

to the protection of the site and its OUV and of environmental significance, has a minimal environmental footprint and does not further threaten the protection of the site and its integrity

ú Sets an example of good practice for other projects beyond the buffer zone

ú Encourages a wider commitment to sustainable buildingMonitoring indicators ú Projects being submitted for planning approval

ú Compliance of projects for which planning approval is grantedú Compliance of projects with environmental stipulations that were

part of the planning approval during construction phase and on completion

SDG 4.7, 6.4



D28. Consider options for expansion of residential zones that do not adversely impact the OUV of the WHS Planning and Land-use Hydrology & Geology Infrastructure CommunityD28.1 PDTRA to build on the existing Strategic Management Plan and Consolidated Consultants reports for land-use plans to identify areas of residential expansion to house the growing population that comply with the buffer zone regulations and that do not adversely on the OUV of the WHS. D28.2 PDTRA to work with and consult local communities to identify priorities for expansion zones.D28.3 Undertake EIA and HIA studies of the options identified and seek UNESCO approvalsKey players PDTRAPartners Community representativesFunding Operational fundsTimeframe 2019Value added ▫ The Outstanding Universal Value of the site is protected

▫ The site is protected from the adverse impacts of land degradation, soil erosion and flooding


ú Expansion plans completed and approvedú Expansion plans agreed with relevant communities

SDG 11.4Background Significant population growth and linked pressures for urban growth have

necessitated new expansion zones and policies. Any expansion in close proximity to the site can generate adverse impacts on its setting and views in and out of the site. Urban growth areas can also increase water flows into the site and heighten flood risks.

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D29. Increase provision of adult education in support of better economic opportunities, especially for marginalised groups including women Education CommunityD29.1 PDTRA to work with partners to identify areas where further training for adult learners is needed and will match up with future employment opportunities in the regionD29.2 PDTRA to work with partners to provide adult education to members of the local community and especially women, including training in traditional skills such as handicrafts as well as other technical and entrepreneurial skillsD29.3 NGO partners to launch programmes that train and build up skills of local teachers working in schools in the PDTRA regionKey players PDTRA Commissioner for Local and Environmental Development Partners Training providers, NGO partners including PNTFunding External funding (donor support)

PDTRA support to Umm Sayhoun CentreTimeframe 2019 onwardsValue added ▫ Improved employment opportunities for women in the community will

create less dependence on site based work which can translate into better school attendance for their children

▫ Reduces dependency on tourism centred economy▫ Improving the capacity of teachers will directly improve the quality and

diversity of education provided to children in the regionMonitoring indicators

ú Number of adult education programmes conductedú Number of participants on the programmesú Percentage of participants on courses taking up new employment

or setting up their own business after one, two and three years from attending an adult education programme

ú Number of teachers SDG 5.A



D30. Approaches to improve school children’s behaviour during visits to the siteEducation Visitor management CommunityD30.1 Appoint and train an education officer to PAP to work with school groups and develop interpretation materials to support school visitsD30.2 PAP to work with schools and the Ministry of Education to identify the most suitable times in the year to visit, including avoiding peak visitor timesD30.3 Establish procedures for school visits, including registering with the education officer and publicise to schools via the Ministry of Education and the visitpetra website D30.4 Prepare a schools pack that be shared with teachers prior to visits, including guidance on behaviour on site and safetyD30.4 Commission a short video aimed at children that informs them on how to behave on the site and ensure all school groups on arrivalKey players PAP

Ministry of EducationPartners University CRM department (for support in producing video and other

interpretive materials), PNT (for support in training education officer), other NGOs

Funding Staff cost of education officer (PDTRA budget)Cost of producing materials (PDTRA budget, and external support)

Timeframe 2020 Prepare job description for education officer 2021 Appoint education officer2021 Education officer to work with PNT (or other NGO) to produce teachers’ packs and other educational materials2022 All school visits coordinated via education officer

Value added ú The learning experience of students visiting the site enhancedú Teachers supported in visits, including material they can use in the

classroomú Negative impacts of school children at the site reduced


ú An education officer is appointedú Materials for school visits produced (teachers packs, videos, apps,

other) and being distributed to schools; number of packs distributed annually

ú Feedback from teachers and studentsú Feedback from rangers on site behaviour

SDG 11.4

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E) Actions that are necessary (but not urgent) and/or denote good practice and are linked to the long term aspirations for the site

E1. Improve promotion of environmental and bio-diversity values of the site, including in interpretation and education programmesNature conservation Visitor management + Pres EducationE1.1 PDTRA/PAP to work with nature conservation experts to develop an interpretation strategy for the natural environment of the siteE1.2 Train guides in the natural attributes of the site (C7.8 – 2022).E1.3 Work with biodiversity experts to develop specific nature-focused trails and link natural attributes to existing trails (C7).E1.4 Work with biodiversity and nature conservation experts to identify the carrying capacity of trails.E1.5 PDTRA/PAP to establish mechanisms to control numbers using the trails so as not to exceed existing carrying capacity.E1.6 PDTRA PDTRA/PAP to undertake annual reviews of path conditions and identify any adverse impacts or degradation arising from tourism uses and take necessary precautions. Key players PDTRA Environment Directorate, PAPPartners RSCN, Petra Tour Guides Association Funding Operational funds, supported by donor funds for specific projectsTimeframe Medium termDependency Linked to Natural Protected Area nomination and to be launched in

conjunction with the designation. Value added ú Contributes to positive nature conservation practices and

environmental consciousnessú Contributes to better understanding of joint practices of nature and

culture protection Monitoring indicators

ú Interpretive material is developed (signage, apps, printed materials)ú The natural values of the site are promoted on the visitpetra siteú Number of guides trained in nature conservationú Annual number of tourists using the nature trails, including guided

tours (ensuring numbers remain within carrying capacity limits) ú Annual reports on condition of paths and measures taken to mitigate

adverse impactsSDG 4.7, 11.4



E2. Commission climate change studies to establish whether there are discernible patterns that should inform future planningNature conservation Sustainability Geology and HydrologyE2.1 PDTRA to commission a climate change study that undertakes a systematic analysis of historical meteorological and hydrological conditions in the Wadi Musa region to understand actual climate trends and justify climate change evidenceE2.2 Based on these findings the study to consider evidence of potential climate change impacts and identify likely climate change scenariosE2.3 Based on the outcomes of the report, PDTRA to identify and implement changes to planning policies and regional development forecasts E2.4 PDTRA to monitor key indicators arising from the report with a fresh review of data every five years.Key players PDTRAPartners Universities and research institutes, relevant UN agenciesFunding Collaborations with University partners may include research grant funding.

Part operational, part external funding.Timeframe 2019Value added ú Contributes to regional and national level studies of climate change

ú Informs future planning, development and risk management policies ú Resolves some levels of ambiguity surrounding climate change in the

region Monitoring indicators

ú Climate change study completed by 2020ú Any planning policy implications arising from the report incorporated

into planning policy and guidance within a year of the reports completion

ú Climate change study data updated every five years Background There have been no direct studies of discernible patterns of climate change

in the region or climate change scenarios that would have significant impacts on the site, its setting and the livelihood of the communities in the region.

SDG 2.4

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E3. Protect areas linked to Nabataean farming practices and develop as a visitor attractionNature conservation Visitor management + PresE3.1 Identify areas and features that are linked to historic and traditional agricultural practices that are disappearingE3.2 Characterise cultural landscape zones and ensure they are protected from developmentE3.3 Work with local communities to protect and maintain these areas and the irrigation systems that supported themE3.4 Develop interpretation on Nabataean agriculture and irrigation systems that also captures local knowledgeE3.5 Include some of these areas into the new trails (C7) and work with local community groups to develop visitor services and interpretationKey players DoA, PAP, PDTRAPartners Local community groups, NGOsFunding NGO support for specific projectsTimeframe 2019 Identification and protection of areas of archaeological significance

(D9)Medium term developing trails and in

Value added ú Significant areas of heritage that are part of the story of the site are protected

ú The visitor experience is expanded into new areas and experienceú Tourism and related economic opportunities are expanded to different

communities (B5) Monitoring indicators

ú Area of historic agricultural areas legally and physically protectedú Protected areas included in PDTRA planning policies and masterplansú Increase in visitors to these areas (year on year visitor numbers)ú Increase in local economic activity through engagement in protecting

historic landscapes and their presentation for visitors measured through jobs created and sustained.

SDG 11.4, 15.9



E4. Reorganise Nazzal’s camp for use as an exhibition space on past excavations at Petra and on how archaeologists work Presentation and MuseumE4.1 Conduct a condition survey of the building and assess its appropriateness for use as a visitor attraction E4.2 Engage an architect to prepare a project to convert the space for exhibition use with minimal adjustmentsE4.3 DoA and PAP to work with international missions to curate permanent and temporary exhibitions in the buildingKey players DoA, PAPPartners International missionsFunding Donor funding to construct exhibition

Operational funding for security staff on location Timeframe 2021 Feasibility study and options appraisal

Medium term to realise projectValue added ú Generates a viable new use for a redundant building

ú Provides an additional visitor attraction, that is also indoors and at certain times of a year a relief from the outside heat

ú Provides visitors with a different perspective on the site and the archaeological process


ú Completion of feasibility studyú Completion of project proposals ú Project partner(s) and funding securedú Attraction opened to the publicú Number of visitors to the attraction annually

SDG 11.4

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E5. Conduct further studies on ground water to establish impact on monuments and inform future conservation managementHeritage conservation Hydrology & GeologyE5.1 PAP to prepare ToR for remit of the study and approach suitable University or research institute partners to undertake the study (studies that are currently needed have been identified as shallow ground water and its implications to the monuments, excavations and conservation)E5.2 PAP to collaborate with research team in undertaking studiesE5.3 Based on the outcome of the studies PAP to identify conservation and site management practices which should be reflected in an updated action plan Key players DoA, PAPPartners Universities or research institutes

Outcomes and recommendations reviewed by Conservation ForumFunding External research fundsTimeframe Medium termDependency Opening of Conservation Centre and improved staff capacity at PAPValue added ú Informs water management practices in and around the site

ú Informs preventive conservation and conservation approaches to the monuments

ú Builds a basis for future conservation researchMonitoring indicators

ú Partners and funding for studies identifiedú Studies completed and reported and/or publishedú Outcomes of studies informing site management, preventive

conservation and conservation practices on siteú State of Conservation reports

SDG 11.4



E6. Establish a permanent committee with expert members from PAP and DoA to maintain a strategic view on excavations and conservation at Petra Archaeology Data managementE6.1 DoA/PDTRA Technical Committee to identify procedures and working practices that enable all stages of an excavation/mission (from application through to output publications) to be jointly viewed by PAP and DoAE6.2 DoA to ensure that these procedures and points of contact are communicated to the missions working at PetraE6.3 Missions to appoint a communication officer to be the main point of contact for the DoA and PDTRA/PAP (C4.3)Key players DoA/PDTRA Technical CommitteePartners Missions working at the siteFunding Operational budget of the respective institutionsTimeframe 2019 as part of the role of the Technical CommitteeDependency Incorporated into MoU between DoA and PDTRAValue added ú Improved coordination between DoA and PAP teams spanning the full

excavation process from planning to reporting, allowing both parties to be involved and aware of each stage of ongoing works

ú Improved communication for missions and clear points of contact maintained throughout the process.


ú Annual feedback from missions to monitor efficacy of coordination with the DoA and PAP

SDG 11.4

E7. Approve and uphold Ethics Guidelines for PetraArchaeology Heritage ConservationE7.1 The Archaeology and Heritage Conservation advisory groups to review the Ethics Guidelines and advise the DoA to endorse them (see overleaf)E7.2 DoA to endorse Ethics GuidelinesE7.3 DoA and PAP to communicate guidelines to all missions working at Petra or on material from Petra.E7.4 DoA to consider extending guidelines to other sites in JordanKey players PAP, DoAPartners Archaeology and Heritage Conservation advisory groupsFunding n/aTimeframe 2018 with launch of Integrated Management Plan

2019 to mainstream GuidelinesValue added ú Reflects good practice in archaeology, conservation and site

managementú Sets standards that can be applied elsewhere in Jordan


ú Ethics guidelines published and upheld ú Ethics guidelines communicated to missionsú Ethics guidelines extended as a Jordan wide policy

SDG 11.4

161

Ethics Guidelines for Petra

1. No illicit trafficking of objects Researchers working on excavations and coming in contact with antiquities must in no way be instrumental in the theft, sale or illegal trafficking of antiquities.

2. Obligations for preservation and conservation All archaeological processes to be accompanied by a systematic means of recording (including secure deposit of records), finds policies and deposit, and to consider the future security of the site through relevant consolidation, backfilling and conservation measures. The obligation to conserve should also include objects and other material collected from during an excavation.

3. Practices for working with human remainsAny form of human remains should be treated with dignity and respect.

4. Obligations to publish and disseminate scientific knowledgeInformation (data), findings and evaluations archaeological processes (excavation and research) to be shared with the wider academic community through publications and open access databases as appropriate.

5. Intellectual property rightsData and material taken from published or unpublished work of another should be clearly referenced to its author(s).

6. Qualifications to undertake worksAll research and work undertaken at the site that will in any way impact on the site and its integrity (e.g. archaeology, conservation, geology) should be undertaken by professionals qualified in the field and with proven professional experience.

7. Use of verified information Ensure all information that is published, shared through open access platforms, material used for any official information and site based to web based interpretation and verified and linked to a source of information.

Sources and further reference:The ASOR Policy on Professional Conduct (2015)The Chartered Institute of Archaeologists Code of Conduct (2014)



E8. Develop protocols for objects to be conserved and/or displayed at the MuseumArchaeology Visitor Man + PresentationE8.1 Establish areas of responsibility for DoA and PDTRA/PAP with regards to the display of objects in the new museum, including loan agreement protocols.E8.2 Prepare protocols relating to object display, loan and protection for signature by both parties.Key players DoA, PAPPartners DoA, PDTRAFunding noneDependencies There may need to be some alterations to the protocols based once a new

store/research facility becomes operationalTimeframe Linked to Museum openingValue addedMonitoring indicators

ú Protocols prepared and signed

SDG 11.4

E9. Provide space in the Visitor Centre for information on current excavation, research and conservation projects to be displayedVisitor Man + Presentation Archaeology Heritage conservationE9.1 As part of the reorganisation of the Visitor Centre allocate space for temporary exhibitions on ongoing or recently completed excavation, research and conservation at PetraE9.2 Spaces to include display spaces and/or opportunities for video displays E9.3 Once this space becomes available missions to be informed of facilities and invited to exhibit their work on a rotational basisE9.4 As the space is established for this use, creating display materials should be built into permits as part of the conditions of working at Petra.Key players PAPPartners DoA, missions working at the siteFunding Missions and their donorsDependencies Opening of the new Museum Timeframe 2019 onwardValue added ú Enables visitor engagement with the work that is ongoing and improves

awarenessú Adds to visitor experienceú Provides publicity and engagement opportunities for the missions.


ú Display spaces allocatedúWork being displayedú Visitor feedback on interest in displays

SDG 11.4Background The ‘Siq Stability’ project has already established a precedent of being

exhibited next to the Visitor Centre

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E10. Standardise designs for toilets, rest areas, booths, signage and interpretation panels within the site and in areas connected to itVisitor management + PresentationE10.1 PDTRA/PAP to outline a brief to standardise design parameters for toilets, rest areas, booths, signage and interpretation panels within the site and in areas connected to it. These should be in keeping with the natural setting of the site, durable to the conditions and incorporate sustainability standards.E10.2 PDTRA/PAP to engage an architect to prepare standardised designs and guidelines that fulfil the brief and incorporate energy saving and use of renewables, sustainable use of water and environmentally sensitive waste disposal elementsE10.3 PDTRA/PAP to work with the architect or urban designer to extend design guidelines should extend to urban design elements at entrance areas, including the entrance plaza from Wadi Musa and the New Back road exit.E10.4 PDTRA/PAP to implement new designs across the site Key players PDTRA/PAPPartners Private companies, approved by DoAFunding Operational (site maintenance) fundsTimeframe 2019Dependency Back road operationalised

Identification of concessions that will remain on site once the Cultural Heritage Village is operational

Value added ú Reduces clutter and untidy appearance on the site and generates a uniform image improving the visitor experience

ú Uniform image also signals good site management practices to visitorsú Sustainability elements reduces resource usage and environmental

impact of visitor operationsú Sustainability elements contribute to the Sustainable Destination

accreditationMonitoring indicators

ú Design guidelines issued and endorsedú All new structures conform to the guidelinesú Existing structures adapted to conform with new design guidelines by

2021ú Decrease in energy usage at the siteú Reduced environmental impact through waste water management

SDG 6.3, 6.4, 7.2



E11. Establish official visitor information points in the site to assist visitors and provide information on trails and other attractionsVisitor managementE11.1 PAP to identify key areas within the site to establish visitor information points. These should be located in an existing structure or a new structure that conforms to the new design guidelines (E10) and be easy to recognise for visitors and clearly marked. Recommended positions are shown on Map.E11.2 Visitor information points created and staff trained to answer visitor enquiries and advise on trails etc. as well respond to complaintsE11.3 Visitor information points should also connect visitors with guides for some of the trails (C7) These policies need to link up to visitor management mapKey players PDTRA Tourism Directorate, PAPPartners DoA to approve locationsFunding Operational fundingTimeframe 2020Value added ú Improved information provision to visitors once they are in the site

ú Options to promote various trails and encourage visitor dispersal at peak times

ú Improved visitor experience at the site


ú Information points established at key points within the siteú Visitor feedback on visitor points

E12. Regulate prices and labelling of products sold in areas linked to the siteTourismE12.1 PDTRA to establish accreditation criteria for the ‘Made in Petra’ label for locally produced objects and foodstuff and issue permits to complying producers giving them the license to use the labelE12.2 PDTRA to actively promote the ‘Made in Petra’ label though its marketing channels E12.3 PDTRA to regulate prices for products sold in the areas linked to the site and enforce penalties where prices have been deliberately and unreasonably inflated E12.4 PDTRA through its website and visitor points to provide transparency on pricing of souvenir products and its complaints procedures.Key players PDTRA Tourism DirectoratePartners Local NGOsFunding Operational fundsTimeframe Medium termValue added ú Local objects and produce are recognised and gain value through the

label and brand recognitionú Promotes the production of authentic handicrafts and high quality

produce. ú Improves impression of the site and reduces associations of being a

‘rip off’.Monitoring indicators

ú Made in Petra label recognised as a sign of authenticity ú Negative visitor feedback on rip off prices reduced

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E13. Establish a Tourism Information Point in Wadi Musa providing visitors information on the site and other attractions, as well as process visitor feedback TourismE13.1 PDTRA to establish a Tourism Information point in Wadi Musa to provide information on the site as well as other attractions and how to get to them, provide assistance with booking guides for a trail E13.2 The Tourism Information Point to also receive, process and forward visitor complaints to the relevant authorities E13.3 PDTRA to work with local hotels to make tourism information on additional attractions available at the hotelsKey players PDTRA Tourism DirectoratePartners Petra Tour Operators Association, Petra Hoteliers AssociationFunding PDTRATimeframe Medium termValue added ú Improves visibility for less visited areas as well as things to do in Wadi

Musa for visitors staying thereú Opportunity for visitor engagement and feedback


ú A Tourism Information point is established in Wadi Musaú A visitor complaints procedure is operationalisedú Effectiveness of complaints procedure, measured in enforcement

actions generated from complaints and reduction in complaints over time

E14. Introduce new ticketing and entry points around the site to encourage dispersal of visitors and a spread of visitors benefits to the communities around Petra TourismE14.1 Introduce new ticket sales points and turnstiles at various locations around the site, including the new back road entrance, Siq Al Barid (Little Petra), back road to the Monastery and Rajef linked to new electronic ticketing operations (F6.6) E14.2 Provide information on tickets and online information, the presence of the various attractions and entry points E14.3 Prioritise locals to be employed at the ticketing points, as rangers and as guides at the new entrance points.E14.3 Work with local community organisations to identify and promote additional activities that can be offered to visitors. Key players PDTRA Tourism DirectoratePartners Petra Tour Operators Association, Local community organisationsFunding PDTRATimeframe Medium termValue added ú Helps spreads visitors, especially at peak times (D16)

ú Alerts visitors to the size of the site at time of booking and options to explore other attractions

ú Brings economic benefits to communities that are on the edge of the site but have so far benefited little from tourism


ú Number of new gates opened within the projected time frameú Visitor numbers using new gates (year on year increase)ú Number of local jobs created directly and indirectly

SDG 1.4



E15. Work with local communities to discourage the illegal sale of antiquities (including sherds) and chipping off stones from the siteCommunity Visitor management TourismE14.1 Introduce awareness building as part of the youth education and schools programmes on the negative impacts of collecting and selling antiquities and chipped stones at the siteE14.2 Continue awareness building for visitors to discourage them from purchasing antiquities and chipped stones at the site (D12)E14.3 PDTRA/PAP to enforce restrictions on selling antiquities and chipped stones on siteKey players PAPPartners NGOs including PNT, Care for Petra Campaign, Beit al Anbat,

Petra Tour Guides Association, local community leadersFunding Minimal donor funds, operational costsTimeframe 2020+Value added ú Reduction in child labour practices

ú Protection of the site and its fragile environmentú Positive visitor experience and improvement of visitor behaviour on site


ú Sale of chipped stones and antiquities on site is reduced/ stoppedú School attendance rates in Umm Sayhoun improved

E16. Improve current and future capacity for solid waste management to respond to current and future needsInfrastructure Risk Management Geology & HydrologyE15.1 PDTRA to work with the Ministry for Irrigation to ensure the rehabilitation of the waste water treatment plant and waste water pipes and to address the immediate needs of waste water and solid waste management E15.2 PDTRA to establish forecast for waste water and solid waste disposal needs and invest in infrastructure that will match these targets as a matter of priorityE15.3 PDTRA to regularly monitor for any environmental degradation within PAP and its buffer zone occurring as a result of insufficient infrastructure provision until such time that all infrastructure needs have been adequately met.Key players PDTRA Infrastructure Directorate, PDTRA Environment DirectoratePartners Infrastructure agenciesFunding Ministry of Public WorksTimeframe 2018 Value added ú Has a direct negative impact on site if no action is taken

ú The drainage (waste water) systems are also being relied upon to collect floodwaters and therefore improvements to capacity will also support risk management efforts at the site


ú Forecast of infrastructure needs and evidence that projects are in place to meet the need

ú Environmental monitoring reports and actions taken when degradation has been identified

SDG 6.3, 6.4, 11.4

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E17. Instigate projects and planning guidance that will improve the appearance of Wadi Musa as gateway to the World Heritage Site Planning and Land-use TourismE17.1 PDTRA to revise planning guidelines (including height restrictions, façade treatments, use of colours) for new buildings and alteration to existing buildings in Wadi Musa to ensure that they are sensitive to their surroundings. E17.2 PDTRA to commission an urban design study that improves the pedestrian environment in the lower town and in the town centre, including walkable pavements, seating areas, shade structures and greeningE17.3 PDTRA to maintain the urban environment as a clean, accessible, safe and desirable place for locals and visitors to use. Key players PDTRAPartners Petra Hoteliers Association

Local businesses and property ownersFunding PDTRA fundsTimeframe

Medium termValue added ú Creates a much more fitting gateway to the World Heritage Site

ú As the environment where most overnight visitors stay, improves the visitor experience and engagement with the town

ú Creating a safe and accessible environment is also good for the local community


ú Planning guidelines are altered and endorsedú Planning guidelines are enforced (measured through planning

applications granted to projects that follow the guidelines)ú Reduction in visitor complaints about urban environment and personal

safetySDG 11.7Background Uncontrolled planning has resulted in Wadi Musa and especially the area

around the entrance to the site to look messy with a mixture of architectural styles and unfinished buildings. The urban environment is further compromised by uneven pavements and an unwelcoming pedestrian environment. Building activity continues apace adding to the ‘concrete jungle’ and further reducing the attractiveness of the town to visitors.



E18. Establish sustainability standards for the site, linked tourism services and the surrounding areas to promote clean energy, resource management and recyclingInfrastructureE16.1 Work with regional and national level authorities to improve recycling options, especially in Wadi Musa and around the site where most waste is generatedE16.2 Consider options for a local recycling plant E16.3 Support clean energy initiatives as part of the sustainability goals for the site and the PDTRA region.E16.4 All clean energy proposals must be accompanied by a HIA and should not adversely impact on the OUV of the site and its settingKey players PDTRAPartners Clean energy companies (private sector)Funding Donor agencies and sponsors for specific projects

Funding schemes that are specific to supporting clean-energy initiativesTimeframe 2020: feasibility study to establish need and opportunities

Medium term to realiseValue added ú Supports aspirations for Petra to become a Sustainable Tourism

Destinationú Improves environmental quality and contributes to the protection of the

natural values of the siteú Encourages more responsible user behaviour at and around the siteú A recycling plant can provide opportunities for local jobs.


ú Recycling collection points established in the site and in Wadi Musaú Recycling initiatives established with local hotels and tourism

businessesú Percentage of waste recycled ú Number of clean energy initiatives that are operational

SDG 4.7, 7.2, 7.B, 8.9, 11.4, 12.5, 12.BBackground This is a national issue and may need to tackled at a regional level. There

have been a number of initiatives such as wind turbines near Rajef as a business initiative by a Spanish Company, solar panels in Umm Sayhoun paid for by Mitsubishi for energy used on the site and solar plant for Wadi Musa hotels.

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E19. Continue to support and promote sustainable tourism initiatives and locally managed tourism businessesTourism SustainabilityE17.1 PDTRA to work with local hotels and other tourism businesses to identify projects and initiatives that will add to their sustainability criteria and respect local resourcesE17.2 PDTRA to find incentives (e.g. accreditation, annual sustainability awards etc.) to improve sustainability practices within the industryE17.3 PDTRA to introduce sustainability practices into the operation of its own buildings to set an example of good practiceE17.4 Promote sustainability practices to local communities through awareness programmesKey players PDTRAPartners Petra Hotelier Association

Jordan Green Buildings CouncilFunding Industry funding, grants for ‘green’ projects Timeframe Medium termValue added ú Supports aspirations for Petra to become a Sustainable Tourism

Destination and attracts new market segmentsú Reduces impact on the environment and the natural values of the siteú Potentially generates more local jobs


ú Number of new sustainability initiatives launched each yearú Number of new sustainability initiatives/ measures introduced into

PDTRA’s operational remitú Number of sustainability awareness programmes organised each yearú Number of hotels and tourism businesses signed up for sustainability

accreditation, including year on year increaseSDG 4.7, 11.4, 12.8, 12.B



E20. Work closely with University partners to ensure training provision is aligned with site-based needs (in archaeology, conservation and heritage management)Education Archaeology Heritage conservation Visitor managementE18.1 Based on current job profiles of professionals working at Petra identify gaps and future needs to fill jobsE18.2 Establish a working group with University providers (key courses in Archaeology, Conservation and CRM) to discuss site needs and graduate attributes E18.3 Develop opportunities for students from the courses to undertake placements at the siteKey players PAPPartners Jordanian UniversitiesFunding n/aTimeframe Medium termValue added ú Graduates of programmes have the right skills for the jobs and increased

opportunity to obtain jobsú Easier to recruit suitable candidates for positionsú Students benefit from site experiences during studies


ú Student placements offered each yearú Number of graduates recruited to expert positions


E21. Improve partnerships with Hussein Bin Talal University for research and capacity building purposesEducation Archaeology TourismE19.1 PAP and Hussein Bin Talal University Archaeology and Geology Departments to identify areas of mutual interest and collaboration through which the University can support the current and future needs of the site with training and research, and PAP by offering student placements in its offices and site. E19.2 PDTRA and Hussein Bin Talal University Tourism and Hospitality Departments to identify areas of mutual interest and collaboration through which the University can support the current and future needs of the PDTRA with training and research, and PDTRA by offering student placements in its offices. Key players Hussein Bin Talal UniversityPartners PDTRA, PAPFunding n/aTimeframe Medium termValue added ú Adds value to courses as students have the opportunity to learn from a

prestigious archaeological siteú Generates opportunities for research that can benefit PAP and PDTRAú Potential to lead to partnerships that include other Universities in

Jordan or internationally and/or with industry


ú Training delivered by Hussein Bin Talal Universityú Training and placement opportunities offered to Hussein Bin Talal

University students in PAP and PDTRAú Joint research projects between Hussein Bin Talal University and PAP/

PDTRA


F) Actions that are desirable for the support of long term sustainability

F1. Explore potential of site to be recognised as a GeoparkGeology & HydrologyF1.1 Undertake a comprehensive survey of the site’s geology and identify ‘areas at risk’ vs natural hazardsF1.2 Articulate the geological value of the site.F1.3 Recommend ways in which to protect the geological values of the site, especially in areas identified as being at risk.Key players PDTRA/PAPPartners Geology & Hydrology Advisory GroupFunding External funding might be sought to establish such a ventureTimeframe Short term Introduce interpretive material on the geology of the site

Medium term Establish contacts with the Global Geoparks Networks

Long term Prepare and submit application for Geopark status

Value added ú Adds a new dimension to the visitor experienceú Added attraction to the site and engaging with new audiencesú At institutional level could lead to new collaborations and sources of

fundingú Supports the protection of the site’s geological values


ú Feasibility study undertaken

SDG 11.4


F2. Through the Conservation Centre work with manufacturers to invest in R&D for materials and techniques suitable for PetraHeritage ConservationF2.1 Evaluate past conservation projects and monitor outcomes (e.g. PNT work in painted caves, work carried out by Aachen University, ACOR/SCHEP over the years, Brown University, Bingham Young University, Czech Republic mission, UNESCO ‘Siq Stability’ project)F2.1 Approach appropriate private sector manufacturers of products that could have useful applications in Petra to develop studiesKey players PAP Conservation Centre, DoAPartners Universities, research institutesFunding External grant funding / manufacturers investing Timeframe Medium term (within five years) 2022Dependency A dedicated Conservation Centre (B2) becoming operational in Petra Value added ú Improves heritage conservation practices and sustainability at Petra

ú Supports the long term protection of the site and its OUVú Encourages Jordanian companies to engage in research and product

developmentMonitoring indicators

ú Number of research partnerships established and studies instigated ú Products developed as a result of research partnershipsú Longevity of partnerships, research projects and longitudinal

monitoring of outcomesSDG 11.4


F3. Promote research conferences on Petra that are more inclusive and representativeArchaeology Heritage Conservation Museums and Visitor InterpretationF3.1 DoA and PAP to work with Universities and research organisations to ensure conferences or seminars organised on Petra are open to the participation of all who are interestedF3.2 Those organising conferences, seminars or workshop on research related to Petra (in Jordan or elsewhere) to be encouraged to include free or subsidised places for young Jordanian scholars, to provide material from the seminar (programme, abstracts, power point slides) in an open access format and where possible to live stream or record events for open access purposes. Key players PAP, DoAPartners Universities, Research InstitutesFunding External grant funding Timeframe Medium term (within five years) 2022Value added ú Enables a wide range of research or policy linked stakeholders to

engage more actively with ongoing research connected to the site and network with colleagues.

ú Encourages new research, including amongst groups that are not well represented in research outputs and publications.

ú Ensures openness of academic research and more effective sharing of knowledge

ú Provides opportunities for those working at Petra, in PDTRA or with responsibilities for Petra to be up-to-date with emerging findings concerning the site and engage with colleagues working in the field.

ú Enables those responsible for preparing interpretation material to remain abreast of new developments

ú Provides a unique opportunity for young academics and future researchers to access and engage with the top researchers in the field.


ú Conferences or seminars organised with higher level of inclusivity and diversity, especially in terms of local participation

ú Number of conferences, workshops and seminars that i) place no restrictions on attendance, ii) are well publicised, iii) provide some material open access, iv) provide some free or subsidised places for students and young scholars.

SDG 4.5


F4. Support further research on Petra and linked publications Archaeology Interpretation Heritage and Nature ConservationF4.1 DoA to promote more wide ranging research on Petra and its environs, especially on lesser known periods of occupation, areas where there is a known gap in knowledge, and social and ethnographic studiesF4.2 DoA and PAP to collaborate with teams undertaking conservation works and related material research to publish their methodologies and resultsF4.3 Encourage more inter-disciplinary research including connections between cultural and natural heritageF4.4 DoA and PDTRA/PAP to support research allegiances between their own staff and external research institutions Key players DoAPartners Universities, Research InstitutesFunding Research funds and grantsTimeframe Medium to long termValue added ú Expands knowledge and understanding of the site and fills gaps in

knowledgeú Potential to highlight previously less well known periods of occupation

at Petraú Opportunities to link cultural and natural heritage


ú Annual publications on Petraú Diversity of subject content of publicationsú Diversity of author background for publications (based on nationality,

discipline and organisation)ú Number of research projects carried out each year


F5. Improve access across the site for visitors and users with disabilities and impairmentsVisitor Management + Presentation InfrastructureF5.1 PDTRA/PAP to commission an access audit to identify the needs of various user groups and the major challenges the site presents to their access and enjoyment (these should include those with physical disabilities, wheelchair users, families with young children, the elderly, those with visual or hearing impairments)F5.2 Based on the findings of the access audit and in close consultation with the DoA draw up an action plan that identifies interventions that will improve the quality of the visitor experience without negatively impacting on the OUV of the site and its setting.F5.3Based on the findings of the access audit identify alternative experiences and support materials that can be provided for visitors with disabilities and impairmentsF5.4 Ensure all interpretation material (signage, Museum displays, brochures, apps and the website) conform with international good practice standards for producing accessible materials in print and online F5.5 Train guides to work with visitors with disabilities and to provide specialist tours that specifically cater for visitors with disabilities or impairments.F5.6 PDTRA to only support licenses for public transportation that complies with accessibility standards Key players PDTRA/PAP, DoAPartners Accessible Jordan by Aya Aghabi (accessiblejordan.com); Jordanian

National Centre for Human RightsFunding Operational funds for audit

Possible external funds for implementation Timeframe Medium termValue added ú Significantly improves visitor experience and enjoyment of the site

ú Brings the site up to international standards in terms of access provision and inclusion

ú Sets a benchmark for other businesses in PDTRA and other sites in Jordan.


ú Initial access audit completedú Action plan being implemented to the timeframe proposeú Percentage of interpretation material conforming to best practice

standards (audited every two years) ú Positive visitor satisfaction feedback from specialist toursú Access audits reviewed every five years to establish measures remain

in place and identify any new improvements that can be made. Background The outdoor nature of the site and its rocky terrain can be a major

challenge for visitors with physical disabilities. To make changes that would make the site fully accessible would have serious negative impacts to the OUV of the site. However, there are always changes and improvements that can be made to improve visitor’s experience.

SDG 11.2, 11.7


F6. Introduce coordinated electronic media to assist site interpretation and managementPresentation + Visitor Management Risk Management F6.1 PDTRA to improve wi-fi and mobile phone coverage across the site in ways that do not negatively impact on the OUV of the site. F6.2 PDTRA and PAP to develop a strategy for electronic interpretation at the site, including apps that can be downloaded onto smart phones before a visit or at the visitor centre, QR codes on interpretation panels and the like.F6.3 App and website developers to work with the DoA to ensure all the interpretive material is correct and is coordinated to material in the Museum and Visitor Centre (C6)F6.4 Designers to ensure all material produced complies with best practice standards for accessibility (F5.4)F6.5 Electronic media to also include safety information and incorporate risk alerts F6.6 PDTRA to ensure ticket sales and all entry through turnstiles are connected to a central system that also logs exit from the site and used to collect visitor data, manage carrying capacity and used as a risk management measure. Key players PDTRA/PAPPartners Presentation and Visitor Management Advisory group, DoA

Private sector providersFunding Industry donations to set up

Operational funding to manageTimeframe Medium termValue added ú Unnecessary clutter removed from the site

ú Visitors have access to a verified information on the site as well as richer content (e.g. old photos, interviews with archaeologists)

ú Carrying capacity of the site is more effectively managed ú Visitor numbers on site at any one time known in emergency situationsú Improves safety of visitors, including on trails


ú Electronic media introducedú Ticketing system upgraded and incorporated into risk management

proceduresú Visitor feedback (satisfaction) received on electronic media (a

satisfaction survey option can be built into the app and monitoring data extracted as needed

Background The use of electronic media for interpretation purposes is becoming increasingly popular and is an opportune means of reducing signage and clutter on the site. To date there have been a number of apps produced, but they remain constrained in the amount of information they provide and limitations of wi-fi provision around the site.A project supported by Hyundai launched in 2018 will be addressing some of these issues.


F7. Support more international exhibitions and outreachArchaeology PresentationF7.1 DoA to support and promote more international exhibitions that showcase Petra and recent works and studies to a wider audienceF7.2 PDTRA, MoTA and DoA to work with local stakeholders to identify ways in which international exhibitions can be complemented with targeted marketing activities that demonstrate multiple aspects of the region (landscape, nature, history, local culture, food etc.)Key players DoAPartners MoTA, PDTRAFunding International funds, MoTA funding for promotion and marketing activityTimeframe Medium termValue added ú Improves promotion of Jordan as a destination, as well as placing it

within an international scientific communityú Supports the ‘Petra’ brand and management of the image ú Provides a marketing opportunity to local productsú Alerts potential donors to funding needs and need for support


ú Number of international exhibitions about Petraú Number of marketing initiatives, events held around each eventú Product developments that have emerged as an outcome of an

international exhibition ú New research links that have been established as an outcome of an

international exhibitionú Donor funds for projects attracted as an outcome of an international

exhibitionSDG 11.4

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F8. Conduct regular visitor satisfaction surveys and streamline complaints proceduresTourismF8.1 Commission annual visitor satisfaction surveys carried out in both high and low seasons from a professional survey company.F8.2 Introduce simple to use online satisfaction surveys into visitor apps and the visitpetra website.F8.3 Introduce a clearly signposted one-stop visitor complaint procedure through the visitpetra website, Petra apps and any visitor information points, and establish procedures for responding to complaints.F8.4 Review visitor survey findings, complaints and responses to complaints annually and generate an action plan address issues and builds on the more informative user data that is being collected. Key players PDTRA Tourism directoratePartners MoTAFunding Operational funds as this is duty as ‘service provider’Timeframe Medium term to develop full system

Surveys and complaint procedures could start from 2019 Value added ú Improves visitor experience and reduces visitor complaints

ú Enables visitor complaints to be addressed before they are circulated in mainstream media

ú Enables the collection of more accurate and specific visitor data that can inform service provision and development, as well as better safeguard the site


ú Number of responses received for satisfaction surveysú Number of online surveys completed (yearly)ú Rate of response to online surveys (year on year increase)ú Reports response rates to visitor complaints in terms of action taken

and response sent to visitors Background ú There have been no comprehensive visitor surveys or feedback

collected on visitor satisfaction at Petra or from vising and staying in the vicinity, even though many aspects of the operation depend heavily on visitor feedback to improve and more effectively target their services.

ú Visitor complaints at the site have been increasing and cover a range of issues including harassment and animal welfare. To date there is not a publicised formal complaints procedure and visitors variously send complaints to PDTRA, JTB or UNESCO. With increasing use of social media complaints are often aired directly through various media channels making it difficult to track down or remove.



F9. Engage in more pro-active trans-border collaborations for the promotion of PetraTourismF9.1 PDTRA to work with tour operators who offer regional packages that include Petra to promote more activities to do in Petra and include overnight stays. F9.2 PDTRA to collaborate with the Royal Commission for Al Ula (for Al Hijr/Madain Salih WHS) to develop joint promotional initiatives for the two sites.Key players PDTRA, MoTAPartners JTB, Petra Tour Guides AssociationFunding MoTA and PDTRATimeframe Medium termValue added ú Longer visitor stays produces better economic returns locally

ú Collaborative promotion attracts a wider market segment and could lead to sharing of marketing resources

úWith high levels of competition and visitors continuously seeking new experiences, joint initiatives can add value and alternative attractions to a visit (e.g. travelling an ancient caravan route between two sites)


ú Increase in overnight stays from tourists on regional toursú New marketing initiativesú Collaboration agreements signed

Background Petra is regularly marketed by operators selling tour packages to Egypt and Israel. Often arriving as day visitors through the Port of Aqaba these visitors make only a minimal contribution to the local economy.Meanwhile the Royal Commission for Al Ula in Saudi Arabia is actively developing and will be promoting the site of Al Hijr/Madain Salih, the second major Nabataean site with strong links to Petra.

181

F10. Review extent of equitable access to resources amongst Petra’s communities CommunityF10.1 Following actions taken in Policy B5, PDTRA to conduct to comprehensive audit on equitable access to site-linked benefits including tourism for the various communities to include: i) numbers of tourism, conservation or other site linked jobs held by members of each community; ii) number tourism or site linked businesses operate in each community; iii) percentage of population in each community who has benefited from tenders related to works at the site. F10.2 PDTRA to address issues of inequality or perceived inequality amongst the communities and identify ways of improve equitable access. F10.3 PDTRA to undertake an audit of all its staff to ensure all communities, and marginalised groups such as women are equitably represented at all levels of the organisation (managerial to support roles). F10.4 Where certain groups are evaluated to be under-represented, PDTRA to develop an action plan that will lead to more equitable representation in all ranks. Key players PDTRA Directorate for CommunitiesPartners NGO or University support with auditingFunding Operational costsTimeframe Medium termValue added ú Ensures momentum is maintained for all communities benefit from

improved access to social and economic benefitsú Reduces friction amongst communities ú Empowers individuals and groups that have traditionally been

marginalised from certain jobs and business development opportunitiesMonitoring indicators

ú Comprehensive audit conducted and action plan generated in response to the results

ú PDTRA fulfilling obligations of the action within the proposed timeframeú Audit of staff diversity within PDTRA completed ú PDTRA recruitment practices adjusted to ensure more diversity

amongst its staff at all levels (measured by percentage of different communities, women and other minority groups are represented at all levels of the organisation)

SDG 1.4, 1.B, 4.1, 4.3, 4.5, 4.7, 5.5



F11. Embed view shed analyses into master planning and urban growth proposals Planning and Land-useF11.1 Building on land-use plans and associated planning guidance measures instigated in Policy B7, PDTRA to make these studies integral to future master planning and urban expansion proposals. Key players PDTRAPartners UNSECOFunding Project fundingTimeframe Medium termValue added ú Contributes to the comprehensive protection of the site, its OUV as well

as its landscape and setting values. Monitoring indicators

ú A view shed study is updatedú Critical view sheds are shown and respected on master plansú All new planning application comply with the protected area and

restricted area regulations.

F12. Ensure all applications for new buildings and developments meet sustainability criteria that lead to resource conservation Sustainability Planning and Land-useF12.1 PDTRA to prepare and issue guidance on sustainability criteria for new buildings and developments, including sustainable sourcing of materials, management of water consumption and use of renewable energy.F12.2 PDTRA to introduce and enforce regulations that all new buildings and development comply with the sustainability standards.Key players PDTRA Planning directoratePartners Jordan Green Building CouncilFunding Operational costsTimeframe Medium term for implementation

Guidance to be issued by 2020Value added ú Contributes to local and national sustainable development and

improves resilienceú Helps protect limited resourcesú Reduces pressure on existing infrastructure and demand for new

infrastructureMonitoring indicators

ú Sustainability guidance issuedú Sustainability regulations introduced and endorsedú Percentage of applications for new buildings complying with

sustainability standards.SDG 11.1, 11.B, 12.5, 12.8, 13.1

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F13. Work towards Petra becoming a Sustainable DestinationSustainability TourismF13.1 PDTRA to obtain eco-tourism accreditation for its own operations (including the Eco Village and the Cultural Heritage Village) and encourage other tourism providers and operators to do the same, including by incentivising with annual awardsF13.2 PDTRA to review its internal operations and work with all service providers to ensure the Sustainable Destination accreditation criteria are metF13.3 PDTRA to work with the Global Sustainable Tourism Council to obtain Sustainable Destination accreditation.Key players PDTRA Tourism DirectoratePartners NGOs working in sustainable tourism, including eco-tourism

Petra Hoteliers Association, Petra Tour Guides AssociationFunding Opportunities for public-private partnerships

NGO grant fundsTimeframe Medium termValue added ú Contributes to sustainable use of resources and sustainable

development locallyú Contributes to national sustainability targetsú Adds to the quality of the destination and perception of the destination

by touristsú Potential to attract new visitor segmentsú Sustainable tourism practices will also encourage other local

businesses and public sector organisations to adopt sustainable ú Makes Petra the first archaeological site and PDTRA the first

destination in Jordan to achieve this recognitionMonitoring indicators

ú Eco-tourism standards upheld in all projects in the buffer zone (B9) ú Number of local businesses with eco-tourism accreditationú Annual eco-tourism awards madeú Sustainable Destination accreditation obtained

Background One of the objectives of this management plan has been to introduce sustainability as a core principle for the site and its supporting infrastructure. The actions listed in a number of policies (A4, B6, B9, C2, C9, C10, C11, D15, D17, D18, D19, D20, D23, D25, E1, E16, E19, F5, F12) all contribute to PDTRA fulfilling conditions for Sustainable Destination accreditation

SDG 11.B, 12.5, 12.8Project profile & ToR in Section 8.2.6



F14. Establish a dedicated education space for school visits Education Presentation + Visitor Management CommunityF14.1 Building on work undertaken by the education officer and educational material produced (D30) PAP to build up an education team to work with school groups F14.2 PDTRA/PAP to designate a space (possibly linked to the education centre) as an education space where school groups are welcomed and briefed by the education team, may watch a video or engage in activities before or after their visit to the site.Key players PDTRA/PAPPartners NGOs including PNT to provide training for the education teamFunding Donor funding for the education centre

Operational costs for salaries and building maintenanceTimeframe Medium termValue added ú Improves school children’s behaviour on the site by shifting perceptions

from being visitors at the site to carers of the site ú Enhances the learning experience for school groups and improves

engagement with the siteú Instils the value of Jordan’s cultural heritage in the minds of future

generations ú Provides opportunities to also instil values of environmental protection

and sustainabilityú Provides opportunities to introduce children to other aspects of the siteú The education team is an opportunity to employ local women.


ú Number of education officers appointed and trainedú Amount of positive feedback from school teachers (surveys conducted

after the visits)SDG 4.7

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SECTION 8

PROJECT PROFILES

8.1 Overview

The purpose of this section is to provide further descriptions of a number of priority projects linked to the policies of the Integrated Management Plan presented in the previous section. The project profiles are intended as an initial Terms of Reference to build up project specifications from.

The six projects included are:1. Risk Management Plan2. Storage/ Research Centre3. Conservation Centre4. Awareness Programme5. Interpretation Strategy6. Sustainable Destination Accreditation

Each project draws together a number of policy statements into projects that can be realised and funded. The project outlines presented here are indicative only, but can be developed further into proposals presented to potential funders.

For each project the project profiles identify: ú Project objectivesú Project componentsú Project partnersú Potential sources of fundingú Timeframe


8.2 Project profiles

8.2.1 Project 1: Risk Management PlanProject objectivesThe project objective is to complete an integrated risk management plan for Petra that considers all aspects of risk, to effectively operationalise the risk plan and to train all relevant staff in risk management and emergency response. Particular attention shall be paid to flashflood risk mitigation that emerged as a priority area of focus. All proposed interventions must be consistent with Petra’s World Heritage status while providing for continuing economic and social benefits to the local community.

Project componentsCompletion of the Risk Management Plan Consultation with all stakeholders responsible for the implementation of the plan and clear allocation of duties and responsibilities to key stakeholders and their staff. Possibility of establishing distinct task forces responsible for Review the results and recommendations stemming from the fact-finding mission conducted by UNESCO Amman and Cairo Offices in early September 2018 and other relevant documentation related to natural risk mitigation in Petra. Training of existing staff within the key stakeholder organisations. Training provisions established for new staff.Identification of interventions, works or projects that will mitigate risks, reduce the impacts of adverse incidents or will support first aid and rescue, with priority placed on flashflood control measures.

Project partnersThe project will be led by PDTRA and Jordan Civil Defence as the national organisation responsible. National agencies as the Jordan Meteorological Society, Jordan Ministry of Water and Irrigation and the Royal Jordanian Geographic Centre will also represent key partners. The project will be supported and coordinated by UNESCO Amman Office and UNESCO Cairo Office, Regional Bureau for Sciences in the Middle East.

Potential sources of fundingThe preparation of the plan is to befunded by PDTRA and UNESCO Amman Office.UNESCO Heritage Emergency and Response FundFunds coming from other UN agencies, as UNDPFunding will be required to conduct a comprehensive hydrological study of the Wadi Musa watershed area, support various concrete measures to reduce risks and for equipment and facilities that need to be established at or close to the site for first response purposes.

Timeframe2018: Integrated Risk Management Plan completed2019: Integrated Risk Management Plan completed operationalised2019: staff training (PAP, PDTRA, police, Civil Defence), with regular updates2019: commence specific projects identified in the risk management plan

Policy sections coveredA4, D12, D13, D16, D26, E2

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8.2.2 Project 2: Storage/Research Centre Project objectivesThe project objective is to construct a state of the art storage and research centre where finds from Petra and other sites in the south of Jordan can be stored. The centre will be include research facilities for researchers working on material and a small visitor centre providing an additional visitor experience for tourists and school groups.

Project descriptionThe project should include:ú Storage spaces for number of objects identified (including future targets) and suitable for the

storage of different type of objects. ú Space for up to 10 researchers to work on finds boxes and material linked to it, as well as

computer terminalsú Small lab facility for emergency repairs or consolidationú Room for photography of objectsú Staff spaces and facilitiesú A visitor centre with a interpretation, displays and a ‘window’ onto storage facilities.

Project components1. Identification of number, size and objects currently stored on site, held across the south of

Jordan from other sites and forecast of storage needs for the next 50 years.2. Stage 1 feasibility study identification of space requirements for the facility.3. Identification of a suitable location for the Storage/Research centre. This should be outside of

the buffer zone, but in close proximity to the site. A location within one of the villages that gains less benefit from the tourism would provide additional benefits.

4. Commission the architectural design for the centre and compile a budget estimate of construction costs.

5. Approach additional funding partners to support the realisation of the project.6. Once funds have been secured progress tender for the construction.7. On completion and hand-over PAP and DoA regional offices will organise transition of materials

to be stored to the new facilities.8. All storage facilities within the core zone of PAP to be decommissioned and where appropriate

removed.

Project partnersThe project to be led by DoA as part of their legal obligation.PDTRA will be instrumental in finding a suitable location for the centre.

Potential sources of fundingMinistry of Planning (who also funded a similar centre in Amman)Additional donor fundingOperational costs of maintaining the building and staff costs.

Timeframe2018: conclude feasibility study and establish location for stores; 2018: conduct assessment of current stores2019: identify funding sources and project partners2020: construction phase for project2021: objects catalogued and moved to new facilities

SECTION 8 PROJECT PROFILES


2022: old stores removed from site

Policy sections coveredB3

8.2.3 Project 3: Conservation CentreProject objectivesThe project objective is to re-establish a dedicated conservation centre at PAP with trained professional and operational personnel, adequate facilities such as workshops and labs, and necessary equipment to carry out regular conservation tasks. The ultimate aim of the centre will be to establish a dedicated conservation culture at Petra that supports the development of conservation techniques and materials specific to Petra and local and institutional capacity to undertake conservation and regular maintenance work at the site to the highest standard.

Project descriptionThe project has two strands:1) Trained professional staff with the capacity to assess conservation issues and recommend suitable remedial actions, and operational personnel and craftspeople to competently carry out maintenance and conservation works at the site.2) An established centre with sufficient space for the storage of equipment and materials, workshop spaces for work that has to be undertaken away from the site and a modest laboratory for materials testing.

Project components1. Identify training partners who can deliver conservation training that focuses on the specific

needs of Petra to both professional and operational staff.2. PDTRA to recruit conservation specialists to its professional team to work in the conservation

centre and operational staff to work on maintenance tasks. 3. PDTRA to identify and provide a suitable building for use as a conservation centre.4. Identify an NGO partner to support the establishment of a dedicated conservation centre,

drawing on the experience of the GTZ supported centre.5. PDTRA to work with local organisations such as Se’la to establish partnerships that could

support conservation works at the site, and potentially benefit from the training being provided.6. Undertake any construction works necessary to bring the identified building up to the standards

required for a conservation centre and obtain necessary equipment.7. Complete business plan for the conservation centre with organisational chart, growth targets

and five year plan of works. 8. Launch conservation centre.

Project partnersThe project will be managed and overseen by PDTRA with technical support from the DoA.International NGO partner to support the development of the centreTraining partners including Jordanian Universities and ICCROM (Sharjah Centre)Local partners such as Se’la who are already engaged in maintenance and conservation works and associated training locally.

Potential sources of fundingPDTRA funds for staff salariesPDTRA provides building, with additional costs for works and equipment sought from NGO partners

189SECTION 8 PROJECT PROFILES

Support for training from local and international partners

Timeframe2018: complete feasibility study and identify staff needs for a conservation centre2019: begin recruitment of specialised staff2019: undertake collaboration agreements with training partners (professional and operational)2020: identify suitable building for use as a conservation centre and commence necessary works2020: work with international NGO partner(s) to complete centre and continue training personnel2021: launch conservation centre with five year operational plan

Policy sections coveredB1, B2, F2


8.2.4 Project 4: Awareness ProgrammeProject objectivesThe project objective is to: 1) Improve local awareness of a) the value and fragility of the heritage assets and natural environment of PAP and the surrounding area, b) visitor expectations and good behaviour towards visitors that can improve opportunities in the visitor economy.2) Improve visitors’ awareness of the value and fragility of the heritage assets and natural environment of PAP and the surrounding area and good behaviour/practice when visiting the site and surrounding areas.3) Achieve these through programmes and campaigns that are engaging of the target group and culturally appropriate.

Project descriptionThe project has multiple elements, but should aim to deliver a unified message:1. Campaign to improve visitors awareness of the site, including health and safety considerations,

using animals, removing antiquities and child labour. Information to be carried via visitpetra website and app, posters and information at the site entrance and visitor centre, information in hotels and an introductory video to be shown on tour buses arriving at Petra.

2. Campaign to improve local behaviour towards tourists and reduce harassment incidents and complaints. Information to be disseminated via a number of channels using different approaches such as through elders, youth groups, a you-tube video.

3. Campaign to improve school groups behaviour on site. Information to be disseminated through pre-visit packs to schools, a video specifically intended for Jordanian school children, and through a newly appointed education officer or team working with school visits. The campaign to be supported by compulsory pre-registration of all school groups and briefing by education officer.

4. Campaign to reduce risks at the site minimize vandalism on site. Establish better collaboration between site rangers, police, tourist guides and other personnel who are on site to generate better means of collaboration and power to address issues as they happen. Start with focus groups that establish best means of communication and collaboration, followed by training sessions and monitoring of implementation.

5. Linked visitor complaints procedure that can inform direction and focus of campaigns and also used to monitor their success.

Project components1. Identify a focal point for each campaign2. Focal points scope out remit of campaign, consult with relevant stakeholders and identify

possible NGO partners for collaboration3. Programme of works established for each campaign, including material to be produced and

target audiences4. Campaign material prepared and piloted with relevant groups prior to roll out.5. Campaign material revised and rolled out supported by relevant activities to reach target

audiences6. Campaign success reviewed on a regular basis and adjusted to emerging issues, audiences

and changing media.

Project partnersNGO partners for specific activities, campaigns or to train local staffPrivate sector support in producing videos


Potential sources of fundingPDTRA operational fundsNGO support for specific activities and campaigns

Timeframe2019: campaign strategies identified and focal points identified2019: scoping and remit for campaigns identified and programmes established2020: focus group meetings with key players linked to each campaign2020: initial roll out of campaign material and pilot projects2021: full roll out of awareness campaigns2023: review of impact of campaigns and adjustments as necessary.

Policy sections coveredB10, C13, C14, D14, D22, E15


8.2.5 Project 5: Interpretation StrategyProject objectivesTo generate comprehensive interpretive content for Petra that is disseminated across the site and through various media (websites, apps, signage, Museum) in ways that are sensitive to the Outstanding Universal Value of the site, engage and generate visitor interest, and brings together various ‘messages’ concerning the site.

Project components1. Develop an interpretation strategy that covers the wide ranging interests concerning the site

including a) the different historic periods b) themes such as water management, architectural construction, daily life etc., c) present day communities and traditions, d) the surrounding landscape, natural values of the site and agricultural practices.

2. Ensure sources of information used for each narrative reflect the most up-to-date information taken from reliable sources.

3. Establish how the various components can be integrated and how they will be presented to visitors.

4. Develop the visitpetra website and associated apps to provide visitors with wide ranging information, including interactive content and practical information. Enable a download of the app from the visitor centre.

5. Re-organise the visitor centre as a gateway to the site, with a short video on site safety and pointers to appropriate behaviour (see Project 4), information on trails, access points to information and attractions across the site and region. Include up-to-date information on recent projects.

6. Liaise with guides to update them on the most recent information and sources of information that will be available

7. Ensure all directional signage and information panels are updated in line with the interpretation strategy. All interpretation panels and directional signage on site must be placed so as not to obscure monuments and key views. No interpretation should be attached directly to the monuments.

8. Remove all redundant and unauthorised signage and information panels from the site.

Project partnersPDTRA leads the project with PAPDoA input to check contentPetra Tour Guides AssociationPrivate sector partners for content development (e.g. interactive elements, videos)

Potential sources of fundingDonor funding for the production of materials

Timeframe2019: develop interpretation strategy and identify delivery partners2019: gather sources of information to use for content and verify accuracy and relevance2019: re-organisation of visitor centre following opening of Museum2020: content and product development2020: roll out of interpretive materials (virtual and site based)

Policy sections coveredC6, C7, D14, E9, E10, E11, F6


8.2.6 Project 6: Sustainable Destination AccreditationProject objectivesTo achieve ‘Sustainable Destination’ status for Petra World Heritage Site and its surrounding areas by building on existing sustainability practices, introducing new practices and raising awareness in support of the designation and embedding these into the operational management of the park and the region.

Project components1. Establish a Sustainability Task Force within PDTRA to coordinate all sustainability activity and

act as a focal point for sustainability2. Identify existing good practice that is in place in the park and the surrounding areas linked

to the Sustainable Destination accreditation criteria and work with these partners to improve practices and engage others to engage in them (some of these are included in the policies of this Integrated Management Plan as shown in the table on the next page).

3. Based on the accreditation criteria identify practices and actions that will support accreditation and identify collaboration partners and funding sources to deliver these action.

4. Work with the Global Sustainable Tourism Council to establish ways in which the various accreditation criteria can be met in the Petra context.

5. PDTRA as local service provider to make its operations more sustainable - including transportation, waste recycling and waste management, energy supply, water management and maintaining green areas.

6. PDTRA to work with the DoA to enable all operations within the park (WHS) to become sustainable (green) - including infrastructures, energy usage, transportation, waste recycling and employment practices.

7. PDTRA to work with local hoteliers and tourism service providers to support them in making their operations and employment practices more sustainable.

8. Launch awareness campaigns locally, with schools and for visitors. 9. Instigate accreditation process.

Project partnersEnvironmental agenciesNational and international NGOs

Potential sources of fundingDonor funding for specific projectsNGO support for awareness campaignsPrivate sector commitment to improve their operations (with pay back from premiums) Timeframe 2019: Establish sustainable destination focal point within PDTRA2020: Prepare action plan for sustainable destination accreditation2021: Liaise with local partners and communities to instigate projects2021: Identify and establish partnerships with external providers and agencies to support sustainable practices2022: Launch major projects2034: Target date for accreditation

Policy sections coveredB9, D23, D27, E18, E19


Codes for Sustainable Destination (Global Sustainable Tourism Council)

Implications for Petra and link to the Integrated Management Plan

A1 Sustainable destination strategy (that considers environmental, economic, social, cultural, quality, health, and safety, and aesthetic issues)A2 Destination management organization existsA3 Monitoring systems are in placeA4 Tourism seasonality management A5 Climate change adaptation A6 Inventory of tourism assets and attractions A7 Planning Regulations A8 Access for all A9 Property acquisitions (indigenous land-rights)A11 Sustainability standards

Policy E2

Policy E17 and F5

A12 Safety and security A13 Crisis and emergency management

Policy A4: Risk Management Plan

A10 Visitor satisfaction A14 Promotion (that is honest)

Policy D15

B1 Economic monitoring of the benefits of tourism to the localityB2 Local career opportunities: access to work, training and fair wagesB3 Public participation

B4 Local community opinion

B5 Local access to cultural and natural sitesB6 Tourism awareness and education

B7 Preventing exploitation (e.g. child labour)B8 Support for community

B9 Supporting local entrepreneurs and fair trade

Policy C9

Policy C11Policy D18Policy D20Policy C10Policy D17Policy B6, supported with D14

C1 Attraction protection (cultural and natural)C4 Cultural heritage protection

Integrated approach to the protection of cultural and natural heritage

C2 Visitor management

C3 Visitor behaviour (guidelines to visitors)C5 Site interpretation

C6 Intellectual property rights of communities/ individuals


D1 Environmental risks identified and a system to address them is in placeD2 Protection of sensitive environments (nature conservation, including tourism impacts)D3 Wildlife protection

D4 Greenhouse gas emissions

D5 Energy conservation

D6 Water Management

D7 Water security

D8 Water quality

D9 Wastewater management

D10 Solid waste reduction

D11 Light and noise pollution

D12 Low-impact transportation Policy D23

PART 4~

APPENDICES

199

APPENDIX 1

SELECTED BIBLIOGRAPHY & RESOURCES

Management plans and reportsUnited States National Park Service. 1968. Masterplan for the Protection and Use of Petra National Park (USAID funded)

UNESCO (coordinated by B. Lane and B. Bousquet). 1994. Petra National Park Management Plan (main report, annexes and synthesis)

US/ICOMOS. 1996. Management Analysis and Recommendations for the Petra World Heritage Site, Jordan (USAID funded)

United States National Park Service. 2000. The Petra Archaeological Park: Operating Plan volumes 1, 2 and 3.

USAID Jordan Tourism Development Project. 2010. Conserving and Preserving Petra for the World: Petra Archaeological Park Operational Priorities Plan 2010-2015

ATC Consultants. 2011.The Strategic Masterplan for Petra Region

Cultech. 2012. The Petra Conservation Plan

USAID Economic Growth Through Sustainable Tourism Project. 2014. Petra Conservation Action Plan

Legal documents

1988 The Law of Antiquities and its amendments

1988 Tourism Law and its amendments (Law No 20 for 1988)

2016 Regulations for Archaeological Projects in Jordan (based on the provisions of the Jordanian Antiquities Law Number 21 for the year 1988 and its amendments)

2014 Administration and Protection of Petra Archaeological Park Bylaw. Bylaw no. 82 of 2014. Issued in accordance with clause (3) of paragraph (a) of Article (3) and Article (34) of the Antiquities Law no. 21 of 1988 and Articles (a) and (e) of Article 5 and Article (28) of Petra Development Tourism Regional Authority

2015 PDTRA Law, amendment of 2009 Law.

2014 PDTRA: Petra Archaeological Park Buffer Zone Special Regulations

2018 DoA/PDTRA Memorandum of Understanding on Petra World Heritage Site.

Downes, J. 2004. Review of Jordan Tourism Laws based on International Best Practices, USAID AMIR program.


Technical reports Chambel, A. 2010. Brief report on issues of conservation at Petra

Chambel, A. and Colvin, C. 2010. Groundwater seepage nearby the monument ‘El Deir’ or ‘Monastery’ at Petra, Jordan

Engicon/ PDTRA. 2014. Environmental and Social Impact Assessment Study and Engineering Works for the Petra Archaeological Park Back Road

DoA/ PAP. 2015. State of Conservation Report for Petra Archaeological Park

Paolini, A. et al., UNESCO Amman and University of Leuven. 2012. Risk Management at Heritage Sites: A case study of the Petra Word Heritage Site

Shekede, L. and Rickerby, S. 2008. Conservation of the Wall Painting and Plaster in Siq al-Barid, Beidha (Petra) Report on Phase 3 UN Habitat. 2014. Mainstreaming Biodiversity into Tourism Development in Jordan, Preliminary Phase Comprehensive Technical Final Report & Annexes

UNDP/ GEF. 2014. Mainstreaming Biodiversity Conservation in Tourism Sector Development in Jordan: project inception phase report

UNESCO. 2013. Siq Stability – Sustainable Monitoring Techniques for Assessing Instability of Slopes in the Siq of Petra, Jordan. Intermediate report on Activity 1 and 2 submitted to UNESCO Amman Office by Delmonaco G., Margottini C., Spizzichino D., Dessì B., Guerrieri L., Iadanza C., Leoni G., Porfidia B., Trigila A. (ISPRA – Italian Institute for Environmental Protection and Research – Geological Survey of Italy)

UNESCO. 2016. Siq Stability – Mitigation of Immediate Hazards in the Siq of Petra, Jordan. Final report on Block Dislodgement & Intermediate Report on Debris Removal Operations, submitted to UNESCO Amman Office by Delmonaco G.

UNESCO 2017. Key Policy Recommendations Pertaining to Disaster Risk Preparedness, Response and Recovery to be Included in the Integrated Management Plan for the World Heritage Site of Petra, currently under development. Technical Report to UNESCO Amman Office by Dr Rohit Jigyasu.

UNESCO. 2018. Siq Stability – Managing Disaster Risks in the Siq of Petra, Jordan- Emergency Plan for the Siq of Petra, Jordan, as included in the final report submitted to UNESCO Amman Office by Delmonaco G. (2018). Siq Stability Project, Phase III. Assessment of consolidation works in ‘Siq’ sector 11, Petra (Jordan). Technical Report to UNESCO Amman Office.

UNESCO. 2018. Outcomes of the joint UNESCO Amman and Cairo fact-finding mission to support the Petra Development & Tourism Region Authority in identifying urgent flash-flood mitigation measures.

USAID/Jordan Tourism Development Project. 2008. Jordan Tourism Development in the Petra Region

USAID/Jordan Tourism Development Project II. 2010. Conserving and Presenting Petra to the World: The Petra Trails Plan

USAID/Jordan Tourism Development Project II. 2010. Proposed Turkmaniyya Road Shuttle Service

201

Projects and project proposalsDar Al Omran. 2013. Nabataean Village, Phase 1 Site Selection, powerpoint presentation

Dar Al Omran. 2014. Petra Cultural Heritage Village, Phase 2 Conceptual Masterplan

Dar Al Omran. 2014. Petra Cultural Heritage Village, Phase 3 Design Development, Appendix A EIA

Dar Al Omran. 2015. Petra Cultural Heritage Village, Phase 4 Draft detailed design

ICOMOS. 2013. Petra, Jordan: ICOMOS Review of Proposed Museum Project

JICA (Japanese International Cooperation Agency). 2013. Project for the Petra Museum: Heritage Impact Assessment and EIA

Academic papers and booksAkasheh, T. nd. ‘Meteo-Climatic Analysis’ (Chapter 5)

Akasheh, T. 2002. ‘Ancient and Modern Watershed Management in Petra’, Near Eastern Archaeology, Vol 65, No 4, pp. 220-224.

Abdelaziz, M. and Rababeh, S. 2008. ‘The Terminology Used to Describe Tombs in the Nabataean Inscriptions and its Architectural Context’, Levant, Vol 40 No 2, pp. 177-83.

Al-Weslah, R.A. and El-Khoury, F. 1999. ‘Flood Analysis and Mitigation for Petra Area in Jordan’, Journal of Water Resources Management and Planning, May/June, pp. 170-77.

American Schools of Oriental Research. 2015. The ASOR Policy on Professional Conduct.

Bienkowski, P. 1985. ‘New Caves for Old: Beduin Architecture in Petra’, World Archaeology, Vol 17 No 2, pp. 149-160.

Bienkowski, P. and Van der Steen, E. 2001. ‘Tribes, Trade and Towns: A new framework for the Late Iron Age in Southern Jordan and the Negev’, Bulleting of the American Schools of Oriental Research, No 323, pp. 21-47.

British Association for Biological Archaeology and Osteoarchaeology (BOAB). 2010. Code of Ethics.

Brown University Petra Archaeological Project: available at: http://proteus.brown.edu/bupap/Home

Chartered Institute of Archeaologists. 2014. Code of Conduct.

Comer, D. C. 2012. Tourism and Archaeological Heritage Management at Petra, Springer Briefs in Archaeological Heritage Management.

Corbett, G.J. and Ronza, M.E. 2014. ‘What Lies Beneath: New Insights into Petra’s Temple of the Winged Lions’ in ACOR Newsletter, Vol 26.2, Winter 2014.

Delmonaco, G., Margottini, C., Spizzichino, D. 2011. ‘Rock-fall hazard assessment in the Siq of Petra, Jordan’, Proceedings of the Second World Landslide Forum, Rome, Italy.

Farajat, S. 2011. Tourism and Heritage Management at Petra, Jordan, PhD Thesis, University of Valencia (Polytechnic)

Heinrichs, K. 2008. Diagnosis of weathering damage on rock-cut monuments in Petra, Jordan. Environmental Geology, Vol 56(3), pp. 643-675.

APPENDIX 1 BIBLIOGRAPHY


Kühlenthal, M. and Fischer, H. 2000. Guidelines and Procedures for the Restoration of Monuments of in Petra, ICOMOS-Hefte des Deutsches National-komitees XXXIV, Munchen, Karl Lipp Verlag.

Kühlenthal, M., Kaiser, E. and Fischer, H. 2000. Test Results and Procedures in the Fine Tuning of the Repair Mortar, ICOMOS-Hefte des Deutsches National-komitees XXXIV, Munchen, Karl Lipp Verlag.

Kühlenthal, M. 2000. The Restoration of Tomb 825, A case study. ICOMOS-Hefte des Deutsches National-komitees XXXIV, Munchen, Karl Lipp Verlag.

Mouton, M. and Schmid, S.G. eds (2013) Men of the Rocks: formation of Nabataean Petra, proceedings of a conference held in Berlin, 2-4 December 2011, Logos Verlag Berlin GmbH.

Paradise, T. R. 2005. ‘Petra revisited: an examination of sandstone weathering research in Petra, Jordan’, in Turkington, A.V. ed. Stone Decay in the Architectural Environment, Geological Society of America Special Paper 390, pp. 39-49.

Paradise, T. R. 2010. ‘Sandstone Chamber Humidity and Tourism in Petra, Jordan’, Journal of Architectural Conservation, Vol 16 No 2, pp. 63-79.

Paradise, T. R. 2010. Anthropogenic influences on chamber humidity in Petra, Jordan’, Annual of the Department of Antiquities of Jordan, Vol 54.

Paradise, T. R. 2012. ‘Architecture and Deterioration in Petra: Issues, Trends and Warnings’ in Cromer, D.C. ed. Tourism and Archaeological Heritage Management at Petra, Springer Briefs in Archaeological Heritage Management, pp. 79-104Porter, B. 2011. ‘The Petra Church Revisited: 1992-2011’ in ACOR Newsletter, Vol 23.2, Winter 2011.

Rababeh, S. 2008. ‘Factors determining the choice of the construction techniques in Petra, Jordan’, International Journal of Architectural Heritage, Vol 5, No 1, pp. 60-83.

Rababeh, S. 2010. ‘Construction Techniques of the Petra Great Temple: How the Temple was Built’, chapter, Vol 3.

Rababeh, S. 2010. ‘Nabataean Architectural Identity and its Impact on Contemporary Architecture in Jordan”, Dirasat, Vol 37 No 1.

Tuttle, C. 2012. ‘Temple of the Winged Lions Cultural Resource Management Initiative – Some First Steps Forward (2009-2012)’ in ACOR Newsletter, Vol 24.2, Winter 2012.

Tuttle, C. 2013. ‘Temple of the Winged Lions Cultural Resource Management Initiative – Further Steps Along the Path’ in ACOR Newsletter, Vol 25.2, Winter 2013.

203

APPENDIX 2

METHODOLOGICAL APPROACH

A2.1 Overview of methodology

The Petra WHS Integrated Management Plan has been prepared in accordance with the methodology developed in the Road Map dated January 2016. The methodology adopted is an integrated approach that engages a wide range of stakeholders and the key players in a cyclical process of assessment and discussion to assist in decision making and building consensus amongst different interest groups. The integrated management plan is seen as a framework document which can be changed and adapted as conditions change.

A2.1.1Management planning as a processThe care and management of the cultural heritage for the appreciation and benefit of all is best served through a management plan that integrates the wide range of concerns for the site. A management plan is a practical operational guide for a cultural heritage site that will provide the means for establishing an appropriate balance between the needs of cultural and natural resources, conservation, tourism, access, sustainable economic development and the interests of the local community. A management plan is also a policy framework that provides the necessary indicators to enable decision makers to efficiently and effectively respond to change.

The process of preparing a management plan is as important as the completed plan. This enables the multi-disciplinary team to work together, benefit from each others experiences and negotiate conflicting issues or demands. A sufficiently long interactive consultation period allows for decisions to be evaluated, responsibilities for implementation to be established and most significantly ensures that the management plan is established within the community of people who will be responsible for its implementation. Some of the major decisions taken during the planning process can begin to be implemented or acted on before the final version of the approved plan is published.

None of the stages of preparing a management plan are mutually exclusive and can be, in full or in part, repeated as site conditions change or new information becomes available. Review and re-evaluation should be integral to each stage and also during implementation. Furthermore, consensus on the plan is best achieved in the process of preparing it, and the plan will continue to be developed through ongoing review.

A2.1.2 Principles adoptedThis process has been supported and guided by an in-depth review of literature and guidance documentation prepared by the consultant and UNESCO Amman Office with the support of the technical team (DoA and PAP) and technical advice and guidance provided by the Data Management Forum. A Steering Committee with the highest level representation from the DoA and PAP is overseeing and also actively participating in the process.


The main principles of the approach are to:

1. Make use of available data sources to avoid repetition and to benefit from significant expert studies that have already been conducted.

2. Involve a broad range of stakeholders in the process with a view of better understand their perspectives, identify cross-cutting issues and engage all parties in the process and future implementation of the management plan.

3. Build capacity with implementation partners and stakeholders.

4. Deliver a management plan that is action-based and easy to access and navigate.

A2.2 Literature review and background information

By way of a benchmark, the Petra WHS Integrated Management Plan takes the 1994 UNESCO Management Plan as the baseline for data and information on the site and has updated this information with more recent sources of information including reports, publications and web based sources.

An initial literature review was conducted to include:1. Previous management plans 2. Technical reports3. Project proposals and impact assessments4. Academic publications5. Relevant legislation

An overview of the findings of this literature review was reported in the Road Map. At this time an initial bibliography of sources was also conducted.

The information was shared with the relevant fora in the first cycle of meetings and members invited to submit copies of or links to documentation related to the site. This information was collated and managed by the Data Management Forum, including compiling electronic copies of all documents that are available in such a format and building up a comprehensive searchable bibliography.

A2.3 Stakeholder analysis

The stakeholder mapping process was based on internationally recognised methodologies and tested practices in identifying stakeholders. By its very size and complexity the number of stakeholders that need to be considered in the case of Petra are also substantial in number.

A2.3.1 Identification of stakeholdersContacts already established by UNESCO and others that became apparent through the review of the literature were the basis for the identification of potential stakeholders who would play a role in the process. Meetings were held with those identified as key stakeholders, i.e. with direct responsibility for the site and/or for the implementation of a management plan. These meetings assisted in identifying further stakeholders and understand their likely involvement in the process.

A more exhaustive list of potential stakeholders was identified and meetings held with them in a one on one or small group basis in Amman or Petra in September 2015. The purpose of the first

205

round meetings was to understand each stakeholder’s position in relation to the site, identify any concerns and establish their willingness to participate in the management planning process.

Working with the technical team a more detailed stakeholder map was produced and participation in the various subject-focused advisory groups (forum) was established. Accordingly, the following key roles were established:

Delivery partners: are those who will ultimately be responsible for the implementation of the management plan and day to day management of the site. It is advisable that as part of the process a dedicated site manager is appointed to take leadership of the management plan process and subsequently hold overall responsibility for the operation (PAP, DoA).

Technical team: are the team responsible for the preparation of the Management Plan and to manage the consultation process. The technical team include some of the delivery partners as well as others drawn in to assist with the process according to their roles and/or areas of specialism (DoA, various PDTRA units, UNESCO).

The Steering Committee: constitutes high level decision makers who for their respective organisations will also be responsible for endorsing the final Management Plan and have been informed throughout the process through regular meetings. At the start of the process, the technical team was appointed by the Steering Committee.

Consultants: have provided technical advice on specific issues on an as needed basis and were drawn from the public sector, private sector and NGOs depending on the need. Through the process of formulating the Management Plan, the team has received invaluable input from a range of subject specialists. A2.3.2 Stakeholder map

In the matrix overleaf stakeholders are organised according to their importance (rank and power to influence) and impact on the site. Influence refers to the influence the given party has on decisions affecting the site, and can also be interpreted as their importance and rank. Impact refers to the impact the given party has through decision making and actions on the site, and also be impacted (affected) by decisions concerning the site.

Individuals or groups with high influence and high impact are those with day to day management responsibilities for the site who also have authority to make decisions concerning the site. In a management plan they will be the key players, and a technical team tasked with preparing a management plan will be drawn from this group.

Individuals or groups who wield high influence due to their rank, but will have a low impact on the site due to their arms-length position. In the management planning process these authorities will be kept informed of progress, they may become members of a Steering Committee should one be appointed, and they will ultimately be responsible for endorsing the management plan.

Individuals or groups with low influence in decision making but who are highly impacted by decisions are those who live in close proximity to the site, depend on it for their livelihood or manage operations that are in some ways connected to it. In the management planning process it is essential that a collaborative relationship is developed with these stakeholders.

APPENDIX 2 METHODOLOGICAL APPROACH


The wider community of stakeholders are those who have limited influence as far as the site is concerned and will also less likely to be impacted by what happens at the site. They do however have a capacity to make useful inputs into the project and should be consulted as and when the need arises during the process. Consultation with this group may be area specific where specialist input is required or as part of a more general consultation with the purpose of making them aware of plans for the site.

High influence Low influence

Hig

h im

pact

Key players

PDTRA/PAPDoA

CollaboratePNTArchaeological missionsUniversitiesConservation project teamsBusinesses operating on the siteLocal communities Local NGOsDonorsTourist guidesTourist police

Low

impa

ct

InformUNESCO Amman OfficeChief Commissioner, PDTRADG, DoAMoTA(Major Donors)

ConsultJordanian UniversitiesResearch centres in AmmanExpert consultancies in JordanJTB, JITOAHoteliers and Tour Guides AssociationsUNDP, UN HabitatNational and international NGOsMinistries of Labour, Social Security, Environment, Forestry … International tour operators

FIGURE A2.1 The stakeholder map prepared by the Technical Team

A2.4 Stakeholder engagement

A2.4.1 Advisory groups (forum)In order to reach as many stakeholders as possible and to do so effectively the project trialled a novel methodology drawn from urban planning and participatory planning practices. Advisory groups, called Forum, were established to advise on various aspects of the management plan. Membership of the groups were from stakeholders identified as having some influence and notable impact on the site and/or are being impacted by developments concerning the site (collaboration partners) and as necessary from the wider interest groups. The thematic categories for these groups were:

1. Local community partnerships2. Law and legalities3. Heritage conservation4. Archaeology5. Geology and hydrology6. Infrastructure management7. Nature conservation

207APPENDIX 2 METHODOLOGICAL APPROACH

8. Visitor services, interpretation and museums9. Tourism10. Planning and land use11. Risk management12. Sustainability and eco development13. Education14. Data management

There are inevitable overlaps between the areas of interest of the groups and several individuals have served on more than one group. This, alongside the presence of the technical team members at all the meetings maintained lines of communication amongst the groups. When appropriate two or more groups held joint meetings, including site visits.

Forum members were also expected to communicate emerging messages to their own communities of interest. Other interest groups were invited to comment on emerging proposals through a more general consultation process. A2.4.2 The cyclical consultation structureThe consultation process is integral to the management planning process. The process is outlined in Figure A2.2, and the composition and role of each component is explained below.

FIGURE A2.2 The consultation process


FIGURE A2.3 The various Advisory Groups (forum) met in Amman (above) and in Petra, and also undertook site visits (below)

FIGURE A2.4 Each cycle of Advisory Group meetings concluded with a round table meeting of all the chairs and members of the Steering Committee


At each key stage of the process the technical team has consulted in a collaborative manner with the specialist advisory groups identified. Each forum was initially formed by members recommended by the technical team, but also broadened through the process based on need and recommendations made by the advisory group members. Each group were advised of their role and responsibilities, and at each forum style meeting were presented with specific tasks/ questions to discuss and formulate responses to. Where appropriate or informative experts or representatives of a certain body were invited to attend a meeting or make a presentation to the group.

The appointed chairperson of each forum was invited attends a round table discussion following each round of forum meetings. The round table, chaired by the consultant, enabled different interest groups to discuss cross cutting issues and reach consensus. The outcomes of the round table helped inform the next stage of the management plan. The process was repeated six times in total with several of the groups having additional meetings or conducting site visits (Figure A2.3). It is envisaged that the groups will be maintained in their advisory capacity during the implementation of the Management Plan and as a useful sounding board at critical times.

A2.4.3 Cyclical forum meetingsThe workability and willingness to participate in the forum style meetings were initially piloted with two of the groups, concerning law and legalities and community participation.

All 14 groups then met in the first cycle of meetings held in October 2016. The purpose of the first forum meetings was to:a. Establish forum membershipb. Inform members of the purpose of the Integrated Management Plan and the role the forum will play as an advisory group to the processc. Agree on the means of communication between members and the communities or organisations that they represent. d. Review base-line data and sources of information concerning the subject focus of the group and identify further sources of information/ datae. Evaluate values associated with the site from a subject perspective

FIGURE A2.5 The process is repeated as many times as necessary and can also serve as an advisory mechanism

when the management plan is being implemented


The second cycle of meetings were held in November 2016, with the purpose to:a. Finalise forum membershipb. Ensure data-sharing arrangements are in place and can be maintained and updated through the process c. Review what works at the site and ways in which initiatives can be built upon going forward d. Critically review issues and constraints that hinder the effective management of the site and the protection of the Outstanding Universal Value e. Identify any key issues that have high risk implications

Thirteen of the 14 groups met in the second round, with several follow up meetings for groups to receive presentations. The data management group has functioned as a working group supporting the delivery of the management plan and has met more frequently over this period.

The third cycle of meetings were held in February 2017, with the purpose to:a. Review what works at the site, verify information and identify priority initiatives to be built upon going forward b. Review issues and constraints that hinder the effective management of the site and the protection of the outstanding universal value, verify information c. Identify the key issues with high risk implications and where relevant prioritise actions

At these meetings two spreadsheets, the first on what works and the second on issues were shared with the participants. These spreadsheets were developed from information provided through interviews with stakeholders, the technical team, various reports and the second round of forum meetings held in November 2016. Participants were invited to discuss the issues from their disciplinary or organisational perspective, suggest additions and identify high risk issues. The use of an excel spreadsheet enabled the information to be continuously enriched as well as variously categorised according to the sub-theme or level of risk. A sample of the ‘what works’ and ‘issues’ working documents are given in figures A2.6 and A2.7 overleaf.

The purpose of the fourth forum meetings held in April 2017 was to review the key and urgent management policies and actions that were identified following the analysis carried out in the previous cycle, with participants asked to: a. Review proposed policy areas or themes that respond to the risks identified and comment on their appropriatenessb. Recommend appropriate actions and initiatives under each theme that will counteract the risks and threats identifiedc. Identify key risk factors arising from the actions, including institutional dependencies – what might stop the action being realized? what institutional/legal barriers may prevent the action from happening?d. The purpose of the priority actions is to overcome bottlenecks in the effective management of the site which could also be thought of as gateway actions – opening possibilities or generating a framework for other actions to be realized. e. Make proposals for innovative practices, partnerships and initiatives on how problems might be overcome

The purpose of the fifth forum meetings held in July was to commence dialogue and seek resolution of critical path policies. These are linked to issues identified as high priority (or high risk) in the previous round and their resolution is critical to the implementation of the next level of policies. They are therefore seen as gateway actions – opening possibilities or generating a framework for


other actions to be realized. Alongside reviewing emerging policies and making recommendations, participants were also asked to identify any further parties who should be informed or entered into dialogue with. Check that this is the round that mixed the groups

The purpose of the sixth and final round of forum meetings held in September 2017 was to discuss in detail the emerging policy/action recommendations that form this first draft of the integrated management plan.

Following each round of forum meetings, a round table meeting was held with all the forum chairs and members of the Technical Team with the Steering Committee. Five of these meetings were held in Amman, and one in Petra. In all cases the meetings were followed by the meeting of the Steering Committee to review critical issues and discuss matters arising from the process.

Several of the groups also undertook visits to the site. The Archaeology and Conservation groups jointly visited the site to look at ongoing conservation work at the Temple of the Winged Lions. The Interpretation and Visitor Management Group conducted a site visit to evaluate the visitor experience at the site and also look at the condition of the storage facilities. Members of the Planning and Land-use and Geology and Hydrology groups evaluated water management systems around the site and in areas of new developments.

A2.5 Capacity building

Capacity building is seen as an integral part of the process and commenced in the preliminary phase with a full day capacity building event addressed mainly at the key players and any collaborators identified as having a major role in the process. The workshop was held in English (with options for localised translation into Arabic as necessary) and focused on the value and importance of heritage management at archaeological sites and explained to the participants the different stages of the process of preparing a management plan drawing on examples from the region.

It will be important to continue capacity building with the different groups in specific fields from high level authorities (e.g. sharing best practice) to technical expertise and operational methodologies for the technical team and more general management planning know how to the forum members. Improving understanding of the benefits of good site management to key decision makers and forum members should enable them to pass this information and understanding on to their own communities.

A2.6 Sustainability

Over a year and half period of working together the advisory groups have become well established working groups. A willingness to continue to participate by many of the members, provides the Integrated Management Plan team with the valuable resource of established advisory groups that are aware of the management policies and the background discussions that have informed them.


FIGURE A2.6 Sample from ‘what works’ working document


FIGURE A2.7 Sample from ‘issues’ working document for the subject of archaeology with issues categorised in

terms of risks and priorities

215

APPENDIX 3

PARTICIPANTSA3.1 Steering Committee

The preparation of the Integrated Management Plan was overseen by a Steering Committee. The Steering Committee was chaired by the director of the UNESCO Amman Office Mrs Costanza Farina, and consisted of the Director General of Antiquities, Dr Monther Jamhawi, the Chief Commissioner of the Petra Development and Tourism Regional Authority (PDTRA), Dr Mohammad Nawafleh and the Commissioner for the Petra Archaeological Park, Dr Emad Hijazeen (until May 2017). The final endorsement of the Integrated Management Plan was achieved under a new Board of Commissioners and Chief Commissioner of PDTRA, Eng. Falah Amoush, and Deputy Chief Commissioner and Commissioner for Tourism Affairs, Dr Suleiman Farajat. A3.2 Advisory Groups

The preparation of this Integrated Management Plan significantly involved the engagement of a wide range of stakeholders, interest groups and professional in an advisory capacity. We are extremely grateful for their participation and inputs over the course of two years. Members of the 14 Advisory Groups are given below, including guest speakers and advisors who attended specific meetings. All the meetings were attended by all or some members of the Technical Team and members of the UNESCO/Consultant team.

A3.2.1 Local community partnershipsDr. Maram Fraihat, Al-Hussein Bin Talal University (Chair)Mr. Abdel Rhman Nasarat, Japan International Cooperation AgencyMrs. Adlah Twaissi, HIMA Association (Wadi Musa)Mrs. Asma Rawadyeh, Um Sayhoun Center (Um Sayhoun)Dr. Carol Palmer, Council for British Research in the Levant / AmmanMrs. Eman Abdelsalam, Sela - for Vocational Training and Protection of Cultural HeritageDr. Hussain Hassanat, Horses Association (Wadi Musa)Mr. Mahmoud Bdoul, Tour Guide (Um Sayhoun)Mr. Majed Hassanat, United Nations Development Programme / JordanMr. Mohammad Rawajfeh, Al-Nida’a Association (Rajef)Mr. Muath Amareen, Beidah AssociationMr. Naser Rawajfeh, Rajef Association (Rajef)Dr. Oroub Al-Abed, Council for British Research in the Levant / AmmanMr. Talal Falahat, Petra Development & Tourism Region Authoirty

A3.2.2 Law and legalities Mr. Ali Al Khayyat, Department of Antiquities (Chair)Mrs. Fatima Hilalat, Petra Development & Tourism Region Authority (Chair)Mr. Khaled Al Tayyeb, Department of Antiquities (Deputy Chair)Mr. Abd Al Kareem Arabiat, Ministry of Tourism and AntiquitiesMrs. Aven Qatameen, Department of Antiquities


Mr. Basem Al-Mahamid, Department of AntiquitiesMr. Mahmmod Salameen, Petra Development & Tourism Region AuthorityMr. Yazid Elayan, Department of Antiquities

A3.3.3 Heritage conservationDr. Fadi Balaawi, Hashemite University (Chair)Mr. Franco Sciorilli, Independent Consultant (Advisor)Prof. Talal Akasheh, CulTech (Advisor)Mrs. Asma Shhaltoug, Department of AntiquitiesMrs. Eman Abdelssalam, Sela - for Vocational Training and Protection of Cultural HeritageDr. Glenn Corbett, American Center for Oriental ResearchDr. Jutta Häser, German Protestant Institute of ArchaeologyMrs. Maria Elena Ronza, Sela - for Vocational Training and Protection of Cultural HeritageDr. Micaela Sinibaldi, Council for British Reserach in the Levant / AmmanArch. Mohammad Al-Absi, Department of AntiquitiesMrs. Samia Falahat, Petra Archaeological ParkEng. Shatha Mubaideen, Department of AntiquitiesDr. Soizik Bechetoille-Kaczorowski, Institut Français du Proche-OrientMs. Wajed Yousef, Petra Development & Tourism Region Authority

A3.3.4 ArchaeologyMr. Romel Ghareeb, Department of Antiquities (Chair)Mr. Jehad Haron, American Center for Oriental Research / SCHEP (Advisor)Mr. Ahmad Lash, Department of AntiquitiesMr. Aktham Abbadi, Department of AntiquitiesMrs. Aven Qatameen, Department of AntiquitiesMr. Basem Al-Mahamid, Department of AntiquitiesDr. Carol Palmer, Council fro British Research in the Levant / AmmanDr. Fawzi Abu Dannah, Al-Hussein Bin Talal UniversityDr. Glenn Corbett, American Center for Oriental ResearchDr. Katharina Schmidt, German Protestant Institute of ArchaeologyMr. Mohammad Marahleh, Petra Archaeological ParkMrs. Samia Falahat, Petra Archaeological ParkDr. Thibaud Fournet, Institut Français du Proche-OrientMr. Yazid Elayan, Department of AntiquitiesMr. Yousef Nasarat, Petra Archaeological Park

A3.3.5 Geology and hydrologyDr. Bilal Khrisat, Hashemite University (Chair)Dr. Nizar Abu Jaber, German Jordanian University (Chair)Dr. Giuseppe Delmonaco, UNESCO Consultant (Advisor)Prof. Talal Akasheh, CulTech (Advisor)Dr. Khaldoun Al Qudah, Yarmouk UniversityEng. Khaled Amryyin, Petra Archaeological ParkArch. Mohammad Al-Absi, Department of AntiquitiesMrs. Samia Falahat, Petra Archaeological Park

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A3.3.6 Infrastructure managementEng. Sa’ad Rawajfeh, Petra Development & Tourism Region Authority (Chair)Eng. Faisal Bdou, Petra Development & Tourism Region AuthorityMs. Iman Zaki, UN-HabitatEng. Jehad Ahmad, Director of Public Works / Wadi MusaArch. Mohammad Al-Absi, Department of AntiquitiesEng. Mohammad Hamadeen, Petra Development & Tourism Region AuthorityMr. Mohammad Nawafleh, Petra Development & Tourism Region AuthorityEng. Yahia Hasanat, Petra Development & Tourism Region Authority

A3.3.7 Nature conservation Prof. Mohammad Farajat, Al-Hussein Bin Talal University (Chair)Ms. Haifaa Abdulhalim, IUCN ROWA (Advisor)Ms. Ahlam Saidat, United Nations Development Programme / JordanMr. Ahmad Mubaideen, Ministry of EnvironmentMr. Amer Rfou, Royal Society for the Conservation of NatureDr. Carol Palmer, Council for British Research in the Levant / AmmanMr. Hani Hassanat, Petra Development & Tourism Region AuthorityMr. Issa Hassanat, Petra Development & Tourism Region AuthorityEng. Khaled Amryyin, Petra Archaeological ParkMr. Maen Smadi, The Royal Society for the Conservation of NatureArch. Mohammad Al-Absi, Department of AntiquitiesMr. Mohammad Marahleh, Petra Archaeological ParkEng. Rashad Farajat, Water Authority of Jordan / Wadi MusaMrs. Samia Falahat, Petra Archaeological ParkMs. Sana’a Rawajfeh, Petra Arcaheological ParkMr. Taha Hlalat, Ministry of Agriculture / Wadi Musa

A3.3.8 Visitor services, interpretation and museumsDr. Mohamad Al-Najjar, Jordan Friends of Archaeology & Heritage Society (Chair)Dr. Khairieh Amr, Independent Consultant (Advisor)Mrs. Arwa Masadeh, Department of AntiquitiesMr. Basem Mahameed, Department of AntiquitiesDr. Bellal Abu Helaleh, Al-Hussein Bin Talal UniversityMr. Hamzeh Hilalat, Jordan Tour Guides AssociationMr. Hani Masadeh, Jordan Tour Guides AssociationMr. K. Nagouchi, Japan International Cooperation AgencyMr. Koji Oyama, Japan International Cooperation AgencyMs. Midori Yuzawa, Japan International Cooperation AgencyMr. Mohammad Marahleh, Petra Archaeological ParkMr. Qais Twaisi, Petra Development & Tourism Region AuthorityMr. Yusuke Namba, Japan International Cooperation AgencyEng. Zaid Masannat, USAID

APPENDIX 3 PARTICIPANTS


A3.3.9 TourismDr. Ziad Rawadyeh, University of Jordan (Chair)Dr. Nizar Adarbeh, American Center for Oriental Research / SCHEP (Advisor)Mr. Emad Hilalat, Care for Petra CampaignMr. Hassan Al Lawama, Petra Development & Tourism Region AuthorityMr. Hussein Hassanat, Petra Horses AssociationArch. Hussein Khirfan, American Center for Oriental Research / SCHEPMs. Isabelle Taillefert, Care for Petra CampaignMr. K. Noguchi, Japan International Cooperation AgencyMr. Khaled Nawafleh, Petra Hotels AssociationMr. Mahmoud Al Arab, Ministry of Tourism and AntiquitiesMr. Majed Hassanat, United Nations Development Programme / JordanMs. Reham Khaled, Japan International Cooperation AgencyMr. Sabri Fdool, Petra Archaeological ParkMr. Salah Faqeer, Petra Development & Tourism Region AuthorityMr. Suleiman Hasanat, Petra Tour OperatorDr. Yaseen Saleh, Maan Tourism DirectorateMs. Yukiko Sakai, Japan International Cooperation Agency

A3.3.10 Planning and land-useMs. Iman Zaki, UN-Habitat (Chair)Arch. Asma Khrisat, Independent ConsultantArch. Basima Arda, Dar Al OmranArch. Hanin Damer, Dar Al OmranArch. Leen Fakhoury, CulTechMrs. Nahed Khlaifah, Petra Development & Tourism Region AuthorityArch. Rawan Hasan, Department of AntiquitiesEng. Saad Rawajfeh, Petra Development & Tourism Region AuthorityEng. Shatha Mubaideen, Department of AntiquitiesDr. Tharwat Masalha, Petra Development & Tourism Region AuthorityEng. Yahia Hasanat, Petra Development & Tourism Region Authority

A3.3.11 Risk ManagementMs. Giorgia Cesaro, UNESCO (Chair)Mr. Bilal Khrisat, Hashemite University (Advisor)Ms. Ahlam Saidat, United Nations Development Programme / JordanMr. Ahmad Al-Bedoul, Tourism PoliceMr. Ahmad Magableh, Civil DefenseMr. Ahmad Rawadyeh, Civil DefenseMr. Alhasan Alzuit, Civil DefenseMr. Bader Nawafleh, Petra Archaeological ParkDr. Giuseppe Delmonaco, UNESCO ConsultantMr. Hayel Medfi, Tourism PoliceEng. Khaled Amryyin, Petra Archaeological ParkArch. Mohammad Al-Absi, Department of AntiquitiesMr. Saleh Salameen, Petra Archaeological Park

219

Mr. Sameer Nawafleh, Petra Archaeological Park

A3.3.12 Sustainability and eco-developmentEng. Majed Al-Hassanat, Untied Nations Development Programme / Jordan (Chair)Eng. Alaa Abdualla, Jordan Green Building CouncilArch. Basima Arda, Dar Al OmranArch. Hanin Damer, Dar Al OmranMr. Hassan Al Lawama, Petra Development & Tourism Region AuthorityEng. Issa Hassanat, Petra Development & Tourism Region AuthorityMr. Maen Smadi, Royal Society for the Conservation of NatureEng. Majdi Salamah, United Nations Development Programme / JordanArch. Mohammad Al-Absi, Department of AntiquitiesEng. Mohammad Asfour, World Green Building CouncilMrs. Samia Falahat, Petra Archaeological ParkMr. Sallah Faqeer, Petra Development & Tourism Region AuthorityMr. Yahia Hassanat, Petra Development & Tourism Region Authority

A3.3.13 EducationMs. Aya Khairy, Petra National Trust (Chair)Mr. Abdullah M. Suleiman, Military SchoolMr. Adlah Twaissi, HIMA AssociationMs. Asma Twaisi, Ministry of YouthMr. Ayesh Maharmeh, Um Sayhoun CenterMr. Emad Hilalat, Petra Development & Tourism Region AuthorityMr. Esam Rafaya’a, Ministry of LabourDr. Fareed Khatib, Ministry of EducationMs. Fatima Shabsough, National Commission for UNESCOMr. Fawzi Khatba, Ministry of EducationMs. Isabelle Taillefert, Care for Petra CampaignDr. Maram Fraihat, Al-Hussein Bin Talal UniversityDr. Sultan Al-Amarat, Petra Education

A3.3.14 Data ManagementMr. Jehad Haron, American Center for Oriental Research / SCHEP (Chair)Mr. Ali Farajat, Petra Archaeological ParkMs. Areej Farajat, Petra Archaeological ParkMr. Ehab Al Jariri, Department of AntiquitiesMr. Haroun Amarat, Petra Archaeological ParkEng. Khaled Amryyin, Petra Archaeological ParkMr. Nahed Khlaifah, Petra Development & Tourism Region AuthorityMs. Rawan Hasan, Department of AntiquitiesMs. Samar Habahbeh, Department of AntiquitiesMrs. Samia Falahat, Petra Archaeological ParkEng. Shatha Mubaideen, Department of Antiquities

APPENDIX 3 PARTICIPANTS


General Coordinators and Editors of the Petra IMPMs. Giorgia Cesaro, UNESCO Amman OfficeMs. Aylin Orbasli, UNESCO Consultant

Technical TeamEng. Tahani Al Salhi, Petra Archaeological ParkMr. Ibrahim Farajat, Petra Archaeological ParkMrs. Hanadi Al Taher, Department of AntiquitiesMr. Hussam Hijazeen, Department of Antiquities

SecretariatMs. Areej Farajat, Petra Archaeological ParkEng. Shatha Mubaideen, Department of AntiquitiesMs. Zaha Akroush, UNESCO Amman Office

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