Transcript Monitoring Indicators for Cultural World Heritage sites ICOMOS Discussion points 2nd meeting WH Periodic Reporting Reflection Year.

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