The Petra Archaeological Park was inscribed in the World Heritage List inat a time when having a management strategy in place was not considered a compulsory requirement of inscription.
Since this time and despite numerous attempts, a legally endorsed site management plan for the property has not yet been formally established. The need for a comprehensive management plan "building on previous documents and ensuring synergies with existing planning initiatives" has been a priority action for the past decade and was officially reiterated at the 37th session of the World Heritage Committee Phnom Penh, Although recent efforts resulted in the elaboration of a number of management documents, the preparation of a comprehensive management plan was left unimplemented.
In full coordination with the Petra Archaeological Park and the Department of Antiquities of Jordan, the process began in mid with the preparation of a Road Map document and continued through with the thorough development of the Plan, which is scheduled to be completed in The final work aims at producing a practical operational guide providing 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.
Skip to main content. Download the Petra Integrated Management Plan.The Management Plan - is the tool that, besides identifying and describing the conservation status of the cultural and natural properties of the Site, reports the actions and policies designed to protect and enhance them for future generations, in armony with the goal of achieving balanced and coordinated social and economic development.
The process of drawing up the Plan has in fact seen close liason between the bodies responsible for the Site, working together within the Steering Committee with a collaborative, productive and open-minded approach. The Management Plan of the "Venice and its Lagoon" Site is not a close document, sealed for ever, but it launches a process and a strategy for the protection and enhancement of the Site through integrated action policies agreed by the various actors.
Management Plan The Management Plan - is the tool that, besides identifying and describing the conservation status of the cultural and natural properties of the Site, reports the actions and policies designed to protect and enhance them for future generations, in armony with the goal of achieving balanced and coordinated social and economic development. Realized by EasyGov.World Heritage and tourism stakeholders share responsibility for conservation of our common cultural and natural heritage of Outstanding Universal Value and for sustainable development through appropriate tourism management.
Facilitate the management and development of sustainable tourism at World Heritage properties through fostering increased awareness, capacity and balanced participation of all stakeholders in order to protect the properties and their Outstanding Universal Value. Tourism Programme Brochure. With a focus on early intervention and upstream processes, UNESCO and UNWTO, have developed policy guidance initiatives for Silk Road destinations to work towards a common sustainable tourism strategy for visitor management, site presentation and promotion along the heritage Corridors.
Learn more. Providing an overview of the increasing vulnerability of World Heritage sites to climate change impacts and the potential implications for and of global tourism.
Read More. Manage tourism efficiently, responsibly and sustainably based on the local context and needs. People Protecting Places is the public exchange platform for the World Heritage and Sustainable Tourism Programme, providing education and information, encouraging support, engaging in social and community dialogue.
With a practical approach, the project has contributed to tools for assessing and developing sustainable World Heritage tourism strategies with stakeholder involvement and cooperation. Many locations are now actively developing their cultural assets as a means of developing comparative advantages in an increasingly competitive tourism marketplace, and to create local distinctiveness in the face of globalization.
UNESCO will endeavour to create networks of key stakeholders to coordinate the destination management and marketing associated with the different heritage routes to promote and coordinate high-quality, unique experiences based on UNESCO recognized heritage. The goal is to promote sustainable development based on heritage values and create added tourist value for the sites.
Creating heritage-based tourism that spurs investment in culture and the creative industries that are community-centered and offer sustainable and high-quality products that play on Europe's comparative advantages and diversity of its cultural assets.
South Asia is host to rich Buddhist heritage that is exemplified in the World Heritage properties across the region. The aim was to create an international framework for the cooperative and coordinated achievement of shared and sustainable outcomes related to tourism at World Heritage properties.
The Government of Switzerland has provided financial support for specific actions to be undertaken by the Steering Group. To coordinate and support the process, the World Heritage Centre has formed a small Working Group with the support of the Nordic World Heritage Foundation, the Government of Switzerland and the mandated external consulting firm MartinJenkins. In addition, the programme development process has been enriched by an outreach to representatives from the main stakeholder groups including the tourism sector, national and local governments, site practitioners and local communities.
In this meeting over 40 experts from 23 countries, representing the relevant stakeholder groups, worked together to identify the overall strategic approach and a prioritised set of key objectives and activities. Read more Welcomes the finalization of the new and inclusive Programme on World Heritage and Sustainable Tourism and notes with appreciation the participatory process for its development, objectives and approach towards implementation.
Thanks the Government of Switzerland, the United Nations Foundation and the Nordic World Heritage Foundation for their technical and financial support to the elaboration of the Programme. Notes with appreciation the contribution provided by the States Parties and other consulted stakeholders during the consultation phase of the Programme.
Notes that financial resources for the coordination and implementation of the Programme do not exist and also requests States Parties to support the implementation of the World Heritage and Sustainable Tourism Programme. Further requests the World Heritage Centre to report biennially on the progress of the implementation of the Programme. Notes with appreciation the launch of the Programme foreseen at the 40th Anniversary of the World Heritage Convention event in Kyoto, Japan, in November Highlighting that the global tourism sector is large and rapidly growing, is diverse and dynamic in its business models and structures, and the relationship between World Heritage and tourism is two way: tourism, if managed well, offers benefits to World Heritage properties and can contribute to cross-cultural exchange but, if not managed well, poses challenges to these properties and recognizing the increasing challenges and opportunities relating to tourism.
Welcomes the report of the international workshop on Advancing Sustainable Tourism at Natural and Cultural Heritage Sites Mogao, China, September and adopts the policy orientation which defines the relationship between World Heritage and sustainable tourism Attachment A.
Takes note of the evaluation of the World Heritage Tourism Programme by the UN Foundation, and encourages the World Heritage Centre to take fully into account the eight programme elements recommended in the draft final report in any future work on tourism Attachment B. Decides to conclude the World Heritage Tourism Programme and requests the World Heritage Centre to convene a new and inclusive programme on World Heritage and Sustainable Tourism, with a steering group comprising interested States Parties and other relevant stakeholders, and also requests the World Heritage Centre to outline the objectives and approach to implementation of this programme, drawing on the directions established in the reports identified in Paragraphs 4 and 5 above, for consideration at the 35th session of the World Heritage Committee .Unesco was formed in May Bythe founders of Unesco identified a growing need for a privately-owned, Midwest-based company whose primary focus would be helping K clients meet both short and long-term facility management planning goals.
Subsequently, Unesco was founded and in four short years grew to exceed the size of Energy Services Group. The response in the industry to the formation of Unesco and our specialized treatment of our clients and employees has resulted in exponential growth. This growth and greater market demand for diverse financial options created challenges of its own.
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As a result, Unesco is now part of a much larger corporation represented by eight portfolio companies in the Energy Services industry that are strategically located throughout North America. This new financial position will provide the financial stability to support the local Unesco team in its ability to develop, finance, implement and operate any project size in the markets it serves. SitelogIQ is a leading independent U.
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Valentina Ippolito. Manuel Marin. In the compilation of the Management Plan, documents and data provided directly by the project managers have also been used. Translation curated by Lexis srl www. After all, Florence has always been considered a place belonging to all humanity. This is due in large part to the role it has played in the history of civilization and, in particular, to its renown as the birthplace of modern Humanism.
The Outstanding Universal Value of Florence is incremented by the intangible heritage represented by the Florentine handicrafts and traditional shops, which provide concrete evidence of continuity with the past by perpetuating the historical and creative image of the city. Our city is, therefore, a living place. Florence is a varied and dense environment, made of interactions and networks, capable of genera- ting creative paths for the development of new lifestyles.
We have the duty to translate the principles of the World Heritage Convention into local actions and policies. Florence approved its first Management Plan in an its second in January of this year. The new Management Plan is an operational tool capable of combining the different realities and situations which exist in the historic centre and of coping with site threats.
It identifies objectives and strategic actions shared by Florence stakeholders and citizens. Moreover, the Regulations for Economic Activities are proofs of the great effort made by the city government to limit commercial activities which are not compatible with the World Heritage values and to protect traditional shops and local handicraft activities, the intangible heritage of the city.
Therefore, it is the duty of the whole of humanity to strengthen the spirit of cooperation among countries in order to respond to the challenges related to the protection of World Heritage properties.
The Declaration of Florence, the result of the UNESCO Forum on Culture and Cultural Industries, and the Charter of Florence, signed by mayors in attendance at Unity in Diversity, provide strong stimuli to create: a centre dedicated to the research and study of the role of cultural industries in international policies and strategies for sustainable development, a permanent Committee of Mayors to promote a new role for cities in protecting and enhancing our heritage and diversity in cultural and linguistic expression — and in serving peace.
These important international events: beyond answering the call of duty to protect and enhance of our heritage, they are testimony to the strategic role local communities can play in economic and cultural growth and in advancing peace, tolerance and unity among the peoples of very different cultural backgrounds who inhabit this world. You will come across these three words frequently in the pages that follow.
They are like a mantra that keeps us on the right path, and we shall never tire of repe- ating that this is our task, nothing more and nothing less. After almost ten years of operation, it is essential to take stock of the situation.
In there was not the slightest awareness that Florence, or rather its Histo- ric Centre, had been inscribed in the World Heritage List.Inthis property was extended to include the cultural and historical area, and cultural criteria i iii iv were added.
The Committee decided to extend the existing cultural property, the "Temple of Ggantija", to include the five prehistoric temples situated on the islands of Malta and Gozo and to rename the property as "The Megalithic Temples of Malta". Extension of the "Churches of the Kingdom of the Asturias", to include monuments in the city of Oviedo.
Following a survey of ownership carried out in the late s, ownership of the totality of the walls was vested in in the Spanish State, through the Ministry of Education and Science. It was transferred to the Xunta de Galicia by Royal Decree in The Spanish Constitution reserves certain rights in relation to the heritage to the central government.
However, these are delegated to the competent agencies in the Autonomous Communities, in this case the Xunta de Galicia. For the Lugo walls the Xunta is in the position of both owner and competent agency.
Under the Galician Heritage Law the Xunta is required to cooperate with the municipal authorities in ensuring the protection and conservation of listed monuments, and certain functions are delegated down to them.
The Master Plan for the Conservation and Restoration of the Roman Walls of Lugo covered proposals for actions to be taken in respect of research and techniques of restoration. This was followed in by the Special Plan for the Protection and Internal Reform of the Fortified Enceinte of the Town of Lugo, which is concerned principally with the urban environment of the historic town.
However, it has a direct impact on the protection afforded to the walls, in terms of traffic planning, the creation of open spaces, and regulation of building heights. There is at the present time no management plan sensu stricto for the walls in operation in Lugo: work is continuing on the basis of the plan. Nor is there a technical unit specifically responsible for the conservation and restoration of the walls.
It is against this background that serious consideration is being given to the creation of an independent foundation, under royal patronage and with representatives from government, academic, voluntary, and business institutions, to work with the General Directorate of Cultural Heritage of Galicia. The work plan of this body would include the development and implementation of integrated conservation, restoration, and maintenance programmes. See Decision COM 8D. Category of site Cultural site Natural site Mixed site.
Get Statistics. Order the Map. About us www. Help preserve sites now! Join theMembers. Search Advanced. By Properties. Cultural Criteria: i ii iii iv v vi Natural Criteria: vii viii ix x. Category Cultural Natural Mixed. All With videos With photo gallery. Country Region Year Name of the property. Without With.In our fast-paced and interconnected world, the international scene has grown all the more uncertain that large scale change, disruptive innovations and multiple global crises constantly defy the expertise and imagination of decision-makers at all levels, including in the field.
As any other actor on the global scene, UNESCO is increasingly called to react dynamically to change but also to anticipate and produce significant change in its areas of competence. As an intergovernmental organization, we cannot ignore this pressure to excel, especially as stakeholders — Member States, civil society, and partners — are becoming ever more exigent in a context where public finances over the world are dramatically constrained by the impacts of and the responses to the global financial and economic crisis and where, importantly, reputation travels at the speed of light.
With a view to improving its responses to the expectations of Member States and the requirements of its operational environment, UNESCO has engaged in a deep reform to better manage for impacts through the Result-based Management approach. To complement this process, UNESCO needs to increase its capacity to address threats and opportunities, negative and positive uncertainties that pertain both to its functioning and its external environment.
Such is the purpose of Risk Management. Risk Management is one of the key to success as it contributes to strengthening and maintaining the capacity for managers to:.
This handbook summarizing risk management methodology and the various concepts discussed during the training session accompanies the training module and is designed as a guidebook for future reference. It therefore follows the structure of the training module and covers a fairly extensive review of risk management concepts using examples to help develop a general understanding of the subject.
It will help participants set up a risk profile and a risk management plan for their own units or divisions. Skip to the navigation. Skip to the content. Intranet Extranet Login. About us Who we are How we work. The purpose of Risk Management at UNESCO In our fast-paced and interconnected world, the international scene has grown all the more uncertain that large scale change, disruptive innovations and multiple global crises constantly defy the expertise and imagination of decision-makers at all levels, including in the field.
Risk Management is one of the key to success as it contributes to strengthening and maintaining the capacity for managers to: enhance the process of decision-making and manage change through a proactive anticipation of negative and positive uncertainties and the development of appropriate strategic plans; adapt resiliently to unforeseen events or disruptions so as to reduce the exposure of the organization, a challenge which cannot be met with mere risk avoidance; align strategies with the expectations of stakeholders including partners, which is crucial in the context of the UN reform and the development of Public Private Partnerships ; seize opportunities — bearing in mind that a risk can be both a threat and an opportunity depending on how it is managed.
New Lanark World Heritage Site Management Plan 2019-2023
Risk Management Training Risk management training aims to: raise basic awareness of risk management concepts and mechanisms enable participants to identify and manage risks in their own units strengthen project management through adequate forward planning of potential risks disseminate a culture of proactivity in the face of uncertainty. Risk Management Training Handbook This handbook summarizing risk management methodology and the various concepts discussed during the training session accompanies the training module and is designed as a guidebook for future reference.
Risk Management Training Handbook.