TANGIBLE HERITAGE MANAGEMENT

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

Tangible Heritage Management Contents Cultural Governance Framework Implementations Working Papers

Tangible Heritage Management Cultural Governance Vision Put (The Monument) on Int’l Heritage Map; Aligning both Capacity & Resources to Best Practices Mission Create the Adequate Agency to provide Governance, Implementation & Presentation of (The Monument) Objectives Emphasis on Integrated Planning of Resources, Contractors, Beneficiaries and End-users Policies Quality as Backbone, Governance as Guidance, Knowledge as Tools and CSR as Incubator Sophisticated Communications Management

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

Tangible Heritage Management Cultural Governance Typical Challenges Enterprising Bureaucracy Seizes Creativity Administration falls short from National or Public Interests One Stop Shop Disintegrated Planning Substantial Cost Center with Deformed Authorization Leadership Unintentional Chauvinism Disagreeable Approaches by Knowledge & Info Blockage Projectization Limited Resources Poor Planning of Operations; Disappoints Int’l Support Outsourcing Unfortunate Communications Isolated Performance Locally & Internationally

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

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

Tangible Heritage Management Cultural Governance THE WORLD HERITAGE ICOMOS UNESCO AKF Regulations Support Intervention WHC Regional Org. ICCROM ICOM Int’l Programs Various NGOs Local Initiatives and Programs

Tangible Heritage Management Cultural Governance CSR in Revitalization Sustainable Community Loyalty & Pride Human Development Changing Mind-set Small Business Enterprising Economic Upgrade Self-Policing & Emergency People’s Partnership Localization of Welfare Communal Solidarity

Tangible Heritage Management Cultural Governance Programs Launch Incubate Review Grow Governing & Operating Agencies Regulations Int’l Regional Local Manuals & Standards Location Planning & Monitoring Presentations & Incubations GOV CSR PPP SME Strategy Macro Micro Phasing Initiatives Projects

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

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

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

Tangible Heritage Management Framework Main Functions 1 Authority on Heritage Governance 2 Records and Documentation 3 Intervention and Maintenance Presentations and Museums 4 5 Public Programs and Communications 6 Funds, Administration and Management

Tangible Heritage Management Implementations A Community Heritage Management Procedures A Monument Maintenance Utilizations Interventions Documentation Enlightened Campaigners Formal Authorization From Concerned Gov Agency Communal Consensus General Assembly of SIG Developing Passionate Consensus into Formal Workable Platform

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

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

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

Tangible Heritage Management Implementations

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

Tangible Heritage Management Working Papers The Cultural Heritage The legacy of physical and intangible attributes of the past of a group or society that are selected from the past, and inherited, maintained in the present and bestowed for the benefit of future generations. What is considered cultural heritage by one generation may be rejected by the next generation, only to be revived by a succeeding generation. Physical or "tangible cultural heritage" includes buildings and historic places, monuments, artifacts, etc., that are considered worthy of preservation for the future. These include objects significant to the archaeology, architecture, science or technology of a specific culture. Heritage can also include cultural landscapes (natural features that may have cultural attributes) Recently heritage practitioners have moved from classifying heritage as natural as man has intervened in the shaping of nature in the past four million years. Significant was the Convention Concerning the Protection of World Cultural and Natural Heritage that was adopted by the General Conference of UNESCO in 1972. As of 2008, there are 878 World Heritage Sites: 678 cultural, 174 natural, and 26 mixed properties, in 145 countries. Each of these sites is considered important to the international community. There are more than 29 Charters, Conventions, Declarations, Agreements and Treaties that govern the inscriptions on Cultural Heritage, and adequate means for protection, rehabilitation and use. In addition, Formal World Heritage List, and Heritage in Danger List, are critical tools in the process to align and develop international cooperation.

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

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

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

Tangible Heritage Management Working Papers Inscribed Sudanese Properties Date of Inscription: 2003Criteria: (i)(ii)(iii)(iv)(vi)Property : 182.5000 haBuffer zone: 46.5000 haNorthern state, province of MeroeN18 31 60 E31 49 0Ref: 1073 Justification for Inscription Criteria i, ii, iii and iv: The pyramids and tombs, being also part of the special desert border landscape, on the banks of the Nile, are unique in their typology and technique. The remains are the testimony to an ancient important culture which existed and flourished in this region only. Criterion (vi): Since antiquity the hill of Gebel Barkal has been strongly associated with religious traditions and local folklore. For this reason, the largest temples (Amon Temple for example) were built at the foot of the hill and are still considered by the local people as sacred places.

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

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

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

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

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

Tangible Heritage Management Working Papers Preservation 21st Century 1 Realizing Institutional Awareness Culture 2 Modeling Integrated Planning Global 3 Authorizing Governing Body Agency 4 Planning Intervention Activities Projectization 5 Controlling Quality Management Sustainability 6 Operating Presentation & Public Use Value for Money

TANGIBLE HERITAGE MANAGEMENT