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. Abdalla ICOMOS, PMI, AACE, APMG, PRINCE2, IAPLE, IFMA, MBIFM, 6 σ December 2009

Transcript of Notes on Capacity Building Adil M. Abdalla ICOMOS, PMI, AACE, APMG, PRINCE2, IAPLE, IFMA, MBIFM, 6...

Page 1: Notes on Capacity Building Adil M. Abdalla ICOMOS, PMI, AACE, APMG, PRINCE2, IAPLE, IFMA, MBIFM, 6 σ December 2009.

TANGIBLE HERITAGE MANAGEMENT

Notes on Capacity Building

Adil M. AbdallaICOMOS, PMI, AACE, APMG, PRINCE2, IAPLE, IFMA, MBIFM, 6σDecember 2009

Page 2: Notes on Capacity Building Adil M. Abdalla ICOMOS, PMI, AACE, APMG, PRINCE2, IAPLE, IFMA, MBIFM, 6 σ December 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

Page 12: Notes on Capacity Building Adil M. Abdalla ICOMOS, PMI, AACE, APMG, PRINCE2, IAPLE, IFMA, MBIFM, 6 σ December 2009.

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

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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

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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

6

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Cultural Governance

Framework

Implementations

Working Papers

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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

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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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Page 22: Notes on Capacity Building Adil M. Abdalla ICOMOS, PMI, AACE, APMG, PRINCE2, IAPLE, IFMA, MBIFM, 6 σ December 2009.

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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

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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