notes on capacity building adil m. abdalla icomos, pmi, aace, apmg, prince2, iaple, ifma, mbifm, 6...
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TANGIBLE HERITAGE MANAGEMENT
Notes on Capacity Building
Adil M. AbdallaICOMOS, PMI, AACE, APMG, PRINCE2, IAPLE, IFMA, MBIFM, 6σDecember 2009
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Cultural Governance
Framework
Implementations
Working Papers
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Put (The Monument) on Int’l Heritage Map; Aligning both Capacity & Resources to Best Practices
Create the Adequate Agency to provide Governance, Implementation & Presentation of (The Monument)
Quality as Backbone, Governance as Guidance, Knowledge as Tools and CSR as Incubator
Emphasis on Integrated Planning of Resources, Contractors, Beneficiaries and End-users
Vision
Mission
Policies
Objectives
Sophisticated Communications Management
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Revitalization is a Profit-Generating endeavor
Revitalization is an element of Socio Economic Development
Heritage Revitalization is a Global Concern & Interest
Quality & Compliance are critical for Worldly Appreciation
Knowledge is Global as Standards are Universal
World Heritage Consensus
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Bureaucracy Seizes Creativity
Disintegrated Planning
Unintentional Chauvinism
Limited Resources
Unfortunate Communications
Administration falls short from National or Public Interests
Substantial Cost Center with Deformed Authorization
Disagreeable Approachesby Knowledge & Info Blockage
Poor Planning of Operations;Disappoints Int’l Support
Isolated PerformanceLocally & Internationally
Typical Challenges
Enterprising
One Stop Shop
Leadership
Projectization
Outsourcing
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1. Policy preparation and monitoring - performance; 2. Intervene in the administrative process; 3. Advice and support if required.
Cultural Governance Code
1. Driving cultural institutions; 2. Internal monitoring; 3. Accountability
Administrative Process
1. Prepare policy; 2. Establish policies and 3. Implement policies.
Supervisory Process
In the cultural sector three management models used: 1. The Board-of-control model;
2. The Executive Board + model; 3. Governance model.
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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?
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Local Initiatives and Programs
THE WORLD HERITAGE
InterventionSupportRegulations
ICOMOS
ICCROM
UNESCO
Regional Org.
ICOM Int’l Programs
AKF
WHC
Various NGOs
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Sustainable Community
Human Development
Small Business Enterprising
Self-Policing & Emergency
Localization of Welfare
Loyalty & Pride
Changing Mind-set
Economic Upgrade
People’s Partnership
Communal Solidarity
CSR in Revitalization
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Manuals& Standards
Presentations& Incubations
Governing& Operating
Agencies
Planning& Monitoring
Location
Int’lRegional
Local
StrategyMacroMicro
Phasing
GOVCSRPPPSME
LaunchIncubateReviewGrow
Projects
Regulations
Programs
Initiatives
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Cultural Governance
Framework
Implementations
Working Papers
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
LocalSIGs
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Strategy Programs
Actions
UNESCO WHC ICOMOS
UN
National ICOMOS Committee
NationalAgency
National Government
Science & Research Centers
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Tangible Heritage
WHCWorld Heritage Center
Oral Traditions & Expressions
Intangible Heritage
Performing Arts
Social Practices, Rituals & Festive Events
Cultural Properties
Natural Properties
Mixed Properties
Knowledge & Practices on Nature & Universe
Traditional Craftsmanship
Proprietary Regulatory Implementations
National Scientific Committees
Public Ownership Inscriptions & Listing
Research Mgmt
Private Ownership KC & Communications
Interventions Mgmt
Mixed Ownership Permissions Presentations Mgmt
Planning & Monitoring
Maintenance Mgmt
National Agencyfor Tangible Heritage Management
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The Government
Funds, Administration and Management
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Presentations and Museums
Authority on Heritage Governance
Records and Documentation
Intervention and Maintenance
Public Programs and Communications
Main Functions
1
2
3
4
5
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Cultural Governance
Framework
Implementations
Working Papers
Developing Passionate Consensus into Formal Workable Platform
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A Community
A Monument
Enlightened Campaigners
Communal Consensus
Formal AuthorizationFrom Concerned Gov Agency
General Assembly of SIG
Heritage Management Procedures
Maintenance
Utilizations
Interventions
Documentation
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Manager Records & Documentation
Legal Consoler
Manager Finance & Fund-RaisingTechnical Manager
CommunicationsManager
Director Operations
Administration Manager
Chairman Managing Director Board Of Directors
General Assembly of SIG
Public Society (SIG) forPreservation & Management of
“The Monument”
GovernmentDepartments
Programs & Activities
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General Assembly
Managing Director
Media, Education, Local Affairs, Religious Affairs, etc
NGO, Home, Judiciary, Public Audit, etc.
Municipality, Town Hall, County, Province, etc.
ProprietaryAuthorization
Financial Authorization
Media Authorization
Antiquities, Culture, Tourism, etc
Antiquities Authorization
Home, Interior, Security, Media, Foreign Affairs, etc
Communications Authorization
Private or Public Campaigns & Festivals
Management of Financial Resources & Fund-raising
Site Control, Preservation, Display & Management
Listing, Publishing and Management of Visitors
Campaigning, Interaction with Local & Int’l Agencies
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SIG Operations
Manager Records & Documentation
Administration Manager
Manager Finance & Fund-Raising
Technical Manager
CommunicationsManager
Proprietary, Permissions &
Documents
House Utilities &
Management
Treasury, Book-Keeping
and Accountancy
Manage Formal Consent of Executions
Gov. Relations and Coordination
Chronicles and History
Manage Administrative Procurement
Co-Signatory of Financial
Documents
Manage Technical
Procurements
Int’l Relations and Coordination
Scientific Cooperation and
Internship
HR, Facilities and Storage
Management
Financial Operations
Approve Technical
Deliverables
Media Cooperation and
Campaigns
Assist in Communications
Quality Assurance
and Control
Assist in Fund-raising Operations
Plan Technical Requirements
and Performance
Awareness Campaigns and
Festivals
Record & Documentation
Authority
Administration Authority
Authority on Formal Financial
Statements
Authority on Technical
Performance
Formal Updates and Press Releases
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Cultural Governance
Framework
Implementations
Working Papers
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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 always pay sufficient attention to the cultural foundations of political and social life. Concepts of the
person, time, memory, and relationship need to be considered as vital elements of the political cultures of these countries. Against that background, it may be possible to
suggest elements of constitutional and legal organization that are more in keeping with cultural orientations, rather than supposing that the imposition of Western
constitutional forms will necessarily suit local needs.
Accountability is made on the plans, activities and finances of the institution. The accountability to the various stakeholders and can be shaped into a well-worded report.
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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.
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International Council on Monuments and SitesICOMOS
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
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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;
iiTo 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;
vTo 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;
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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.
vii to contain superlative natural phenomena or areas of exceptional natural beauty and aesthetic importance;
viiito 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;
ixto 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;
xto 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.
vito 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);
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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 InscriptionCriteria 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.
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Failed Sudanese Properties for Inscription
Dinder National Park (28/09/2004)
Kerma (01/09/1994)
Old Dongola (01/09/1994)
Sanganeb National Park (28/09/2004)
Suakin (01/09/1994)
The Island of Meroe (31/08/2004)
Wadi Howar National Park (28/09/2004)
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Failed Sudanese Properties for Inscription
Dinder National Park (28/09/2004)
Kerma (01/09/1994)
Old Dongola (01/09/1994)
Sanganeb National Park (28/09/2004)
Suakin (01/09/1994)
The Island of Meroe (31/08/2004)
Wadi Howar National Park (28/09/2004)
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The first step a country must take is to make an ‘inventory' of its important natural and cultural heritage sites located within its boundaries. This ‘inventory' is known as the Tentative List, and provides a forecast of the properties that a State Party may decide to submit for inscription in the next five to ten years and which may be updated at any time. It is an important step since the World Heritage Committee cannot consider a nomination for inscription on the World Heritage List unless the property has already been included on the State Party's Tentative List.
By preparing a Tentative List and selecting sites from it, a State Party can plan when to present a nomination file. The World Heritage Centre offers advice and assistance to the State Party in preparing this file, which needs to be as exhaustive as possible, making sure the necessary documentation and maps are included. The nomination is submitted to the World Heritage Centre for review and to check it is complete. Once a nomination file is complete the World Heritage Centre sends it to the appropriate Advisory Bodies for evaluation.
A nominated property is independently evaluated by two Advisory Bodies mandated by the World Heritage Convention: the International Council on Monuments and Sites (ICOMOS) and the World Conservation Union (IUCN), which respectively provide the World Heritage Committee with evaluations of the cultural and natural sites nominated. The third Advisory Body is the International Centre for the Study of the Preservation and Restoration of Cultural Property (ICCROM), an intergovernmental organization which provides the Committee with expert advice on conservation of cultural sites, as well as on training activities.
Once a site has been nominated and evaluated, it is up to the intergovernmental World Heritage Committee to make the final decision on its inscription. Once a year, the Committee meets to decide which sites will be inscribed on the World Heritage List. It can also defer its decision and request further information on sites from the States Parties.
To be included on the World Heritage List, sites must be of outstanding universal value and meet at least one out of ten selection criteria. These criteria are explained in the Operational Guidelines for the Implementation of the World Heritage Convention which, besides the text of the Convention, is the main working tool on World Heritage. The criteria are regularly revised by the Committee to reflect the evolution of the World Heritage concept itself.
-1-Tentative List
-2-The
Nomination File
-3-The Advisory
Bodies
-4-The World Heritage
Committee
-5-The Criteria for Selection
Nomination Process
Association
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(NAME)SIG/NGO/Charity/NPO
Board
Lawful Set-up
AuthorizationTo Perform
Memorandum of Association
Negotiate Gov Agencies
Defined Jurisdictions
General Assembly
(2) AssemblyRepresentatives
Assembly Chosen (2) Public Figures
(2) Gov. Agency Representative
Managing Director
Exec. Director Operations
Chairmanship Public Figure
Operations
Manager Records & Documentation
AdministrationManager
Manager Finance & Fund-Raising
Legal Counselor Technical Manager
CommunicationsManager
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Site & Buildings Records
Master Development Plan
Quality Management System
Project Management Service
Operations Management
Scientific Surveys & Documentations Associated with Scientific Researches
Macro & Micro National Integrated Planning
Reliability & Usability Archived Documentations
Outsourced and Accredited Design & Construction Activities
Integrated Management Of End-use & End-users
Typical Projectization
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Detailed Records Archive Syndrome
TechnicalAssessment & Analysis
Naively Complex
Protect, RestoreOr Refurbish
Presentation & Public Use
Poor Utilization
1- Documentation
2- Diagnose
3- Intervention
4- Presentation
Challenges of Basic Preservation
Isolated Planning
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Presentation & Public Use
QualityManagement
InterventionActivities
GoverningBody
Integrated Planning
InstitutionalAwareness
1Realizing
2Modeling
3Authorizing
4Planning
5Controlling
6Operating Value for Money
Sustainability
Projectization
Agency
Global
Culture
Preservation 21st Century