Heritage Site Management

This study seeks to examine the demarketing techniques applied at Giza Pyramids in Egypt as a part of a comprehensive management plan to cope with the large pressure of visitors. This World Heritage Site was selected because it is the most domestic and international popular historic site in Egypt. In the course of this study related issues have been discussed: the concept and types of carrying capacity, visitors management techniques and demarketing as a management tool. The findings of the research indicated that although conservation induces applying different tools of demarketing, the economic desirable impacts of tourism -specially in developing countries- prevent or at least postpone the application of some other tools. Results indicated also that the mangers of the investigated site focus mainly on managing the visitor behavior rather than on controlling the visitors’ number. The research provides recommendations for actions that could improve the management of this historical site.

The Egyptian heritage sites have a great economic value regarding its culture significance and outstanding universal values. Some of these sites have a great problem “the fund” which might be tackled throughout investing economically the site. The paper shows a brief historical background about the site, introduces an economic evaluation, and analysis as well as suggesting some recommendations which shall be assisted the Egyptian government to develop the site as to have a capability of covering its expenditures as self-financed entity.

Perhaps more than in other culturally important sites, the research at the Archaeological Park of Ercolano is essential to preparing conservation interventions and to giving enhancement projects a solid foundation. The present contribution is a synthesis of recent results and new lines of research in the Park, which derive numerous data from the archaeological investigations that accompany the ordinary and extraordinary maintenance activities on the site. Important information, useful for reconstructing the social and manufacturing contexts of the ancient city, comes from analysis of many finds, conducted with the aim of identifying the best conservation strategies. Finally, the studies by national and international institutes, focused on specific themes or particular sectors of the archaeological area, make Herculaneum a rich source of new knowledge about ancient cities, despite the fact that regular management of the site absorbs many resources.
Keywords: Conservation, Restoration, Archaeological investigations, Diagnostic investigations, Bioarchaeological analyzes

The chapter gives information on the UNESCO World Heritage Site of Ani in Turkey, under the titles of geographic location and boundaries; physical, natural, and cultural characteristics; history and components; history of excavations; state of conservation and conservation measures; UNESCO World Heritage List nomination process and management planning; and present and future scientific research, with a short list of references for further reading.

This study discusses Diba’i House; a residential building that was constructed in 1914 in the old town of Ramallah. It investigates the significance, values and integrity of this house. Then, it talks about the legislations that are used to deal with such buildings.
The second chapter talks about the history of this house and its development over time, and it states the current condition of the building. It also introduce a plan for documentation.
Finally, the study suggests actions in the short and long term in order to safeguard the house and protect it from collapse.
The study cites various materials, and rely on site visits held to the site with various specialists.

In this paper I examine the ‘heritage regime’ instituted at Hampi, Karnataka, India, consequent to its inscription as World Heritage, by analysing everyday material practices of conservation-management at the site through the lens of ‘care’. I argue that the regime is undoubtedly a bureaucracy as popularly imagined but of care premised on knowledge and not of apathy. I suggest that various on-going contestations amongst social actors is over the appropriateness of care, based on a particular visual aesthetic, which results in spatio-temporal material alienation of resident communities. Confusing consequence for cause, practice seeks to ‘engage’ with people whose alienation from ‘official’ heritage they are party to, which inevitably leading to everyday ‘heartbreak’ for experts, disillusionment among residents, and conflicted position for local heritage agencies, albeit unintentionally.

• Exploring a High Official’s Office-Residence
• How Was ES2 Roofed? Modeling in 3D
• From the Giza Field Lab: Unique Finds in a High Official’s Office-Residence
• MSCD Memphis Project: The Final Year
• In Search of the Human Hand that Built the Great Pyramid
• Mit Rahinia Museum Catalog in the Works
• AERA to Publish Archive of the Great Sphinx
• Windfall Films on AERA’s 2017 Work: Secrets of the Pyramids and Unearthed: Sphinx
• Archaeology Magazine Features “Children of Giza”

The Value Assessment Tool (VAT) has been created in the context of MedINA’s INCREATE
Project  “Towards  an  integrated approach  for  the  sustainable management  of  natural  and
cultural heritage” funded by the MAVA Foundation for Nature, the support of which is
kindly
acknowledged.

The main problems for cultural heritage are the negative attitudes of the people who use or live in historic areas. They are unaware of these areas, do not embrace and share them and are unable to actively participate in their planning processes. Zoning plans for conservation are prepared in meetings with the participation of municipalities, governorships, relevant institutions, professional chambers and non-governmental organizations and the citizens affected by the plan. Management plans, which have emerged as an important conservation tool to solve the problems of cultural heritage, include an approach based on governance and participation by bringing together the relevant parties in decision-making processes. The UNESCO International Guide and Turkish national legislation require identifying and bringing together these actors when producing management plans. However, insufficient experience about how to ensure participation in Turkey and uncertainty due to insufficient definition of the principles of participation in legislation for conservation planning has negative effects on the applicability of the plans. Arnstein initiated an important discussion on participation in planning and identified the summit of active participation as citizen control. Achieving citizen control, an important factor in implementing the management plans for cultural heritage, is a significant criterion to increase plans' effectiveness. Models should be developed to ensure the active participation of the relevant actors and required by legislation and guides. Evaluation of the İstanbul Historic Peninsula Management Plan, an important example for management plans in Turkey, will serve as a guide for the principles to be developed in the future for the public to embrace cultural heritage areas and for the applicability of management plans.

Seconda Univ Studi Napoli; Dipartimento Architettura & Disegno Industriale; Benecon Knowledge Network; Topcon; Unione Italiana Disegno; Forum UNESCO; United Nat Educ, Sci & Cultural Org, Commissione Nazionale Italiana; US Italy Fulbright Commiss Linking Minds Across Cultures

Seconda Univ Studi Napoli; Dipartimento Architettura & Disegno Industriale; Benecon Knowledge Network; Topcon; Unione Italiana Disegno; Forum UNESCO; United Nat Educ, Sci & Cultural Org, Commissione Nazionale Italiana; US Italy Fulbright Commiss Linking Minds Across Cultures

Kapadokya 1960’lı yıllardan itibaren koruma çalışmaları yürütülen; 1985’te Dünya Miras Alanı, 1986’da Milli Park ilan edilmiş Türkiye’nin önemli bir kültürel ve doğal miras alanıdır. Alanın miras değerlerinin korunmasına yönelik erken tarihlerden itibaren yürütülen çalışmalar, ülkedeki koruma yasalarındaki değişikliklerle birlikte şekillenmiş; kültür, turizm, imar gibi farklı çerçevelerdeki uygulamalarla günümüze kadar gelmiştir.  2019 yılında yürürlüğe giren 7174 sayılı Kapadokya Alanı Hakkında Kanun ve devam eden süreçte Kanun’la ilişkili olarak yapılan değişikliklerle Kapadokya’da yeni bir koruma dönemine girilmiştir.
Bu çalışmada, ilgili Kanun’dan önceki dönemde bölgede yürütülen koruma eylemleri ana hatları ile aktarılarak Kanun’un Kapadokya için getirdiği yeni yönetim sistemi ve koruma yaklaşımı bu bağlamda değerlendirilmiştir. Ayrıca Kanun ile ilgili 1960’lı yılların ortalarından itibaren dile getirilen ve 90’lı yılların başında da taslak olarak hazırlanan çalışmalar ortaya konulmuş ve ülkedeki koruma yaklaşımında yeni bir dönemi temsil eden bu Kanun’un arka planı ortaya çıkarılmaya çalışılmıştır.

Two recent higher court findings from Austria show how the Austrian National Heritage Agency [BDA] has misinterpreted and misapplied the provisions of § 11 (1) Austrian Monument Protection Law. While the BDA has maintained for decades that consent is required under § 11 (1) for any fieldwork, even surface surveys, regardless of whether archaeology is known, legal challenge has established that neither is the case. Rather, it appears that consent under § 11 (1) is only required where there is evidence that significant archaeology will be found during the fieldwork. Furthermore, § 11 (1) only applies to sub-surface fieldwork or under-water evidence. As a consequence, as many as c.10,000 permits may have been granted illegally, with potentially costly conditions attached. This paper examines the court findings, their consequences for Austrian archaeological heritage management, the reasons why the BDA misinterpreted the law and reflects on the wider implications.

This essay will discuss the possible roles of private enterprise in Italian heritage management. The aim is to highlight both negative and positive aspects of this difficult yet compulsory stage in which heritage is involved primarily as the main actor. Should the Government pursue the impossible task of taking under its direct administration all the sites, monuments and museums of heritage value, and consequently manage all the aspects from conservation to public engagement, or should the Government's approach be more pragmatic and seek cooperation amongst private enterprises to manage the cultural heritage in a respectful yet functional partnership to preserve it for the future generations? What could be the prediction for the future, are we going to see Governmental bodies Private Enterprises prevail? Or perhaps a collaborative partnership is possible?

This article is the result of research conducted on the problem of the lack of funds to run regular archaeological excavations and it will propose a pattern – and system – to make archaeological sites financially self-sufficient by creating a Heritage Corporation.
In article is very briefly presented the current situation of Heritage Tourism and what could be the visitor experience while visiting archaeological sites. Through 3 case-studies on site management is presented, compared and contrasted - in terms of positive and negative aspects - results from successful or unproductive heritage management. Another paragraph will be dedicated to the shift in definition and perspective which is required when referring to Cultural Heritage in order to theoretically allow the financial self-sufficiency to be welcomed into the discourse, as most of the scholars and professionals do not like to associate Heritage with Management and Finance. In the last paragraph I will propose a plan for building up an archaeological site which provides both financial self-sufficiency – or at least partial self-sufficiency – and new jobs within the site and its buffer zone enhancing the interest of the local community in the site and securing the future preservation of the site.
I will argue in this article that albeit the majority of archaeological sites are struggling financially, some others have proved how financial self-sufficiency is attainable if a management plan is carefully written, delivered and it includes ideas which are not only linked to Heritage.