cesare micheletti | 16.12.2010 scientific advisor (landscape and governance) for the Nomination of the Dolomites to UNESCO WHL AN INTER-REGIONAL CO- OPERATION TO ACHIEVE THE INSCRIPTION ON THE UNESCO HERITAGE WORLD LIST. THE DOLOMITES AS CASE-STUDY OF INTEGRATED STRATEGIES. from global to local DOLOMITI DOLOMITEN DOLOMITES DOLOMITIS
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cesare micheletti | 16.12.2010
scientific advisor (landscape and governance) for the
Nomination of the Dolomites to UNESCO WHL
AN INTER-REGIONAL CO-
OPERATION TO ACHIEVE THE
INSCRIPTION ON THE UNESCO
HERITAGE WORLD LIST.
THE DOLOMITES AS CASE-STUDY
OF INTEGRATED STRATEGIES.
from global to local DOLOMITI DOLOMITEN DOLOMITES DOLOMITIS
1. what is the WH ? THE CONVENTION
On the basis of an international treaty called the Convention concerning the Protection of the World Cultural
and Natural Heritage, adopted by UNESCO in 1972.The United Nations Educational, Scientific and Cultural
Organization (UNESCO) seeks to encourage the identification, protection and preservation of cultural and
natural heritage around the world considered to be of outstanding value to humanity. What makes the
concept of World Heritage exceptional is its universal application.
World Heritage sites belong to all the peoples of the world, irrespective of the territory on which they are
located.
1. what is the WH ? THE LIST
The World Heritage List includes 911 properties in 151 States Parties :
• 704 cultural,
• 180 natural
• 27 mixed
As of June 2010, 187 States Parties have ratified the World Heritage Convention.
1. what is the WH ? THE SELECTION CRITERIA
To be included on the World Heritage List, sites must be of outstanding universal value and meet at least
one out of selection criteria.
The selection criteria are 10: 6 for the cultural sites and 4 for the natural sites.
The protection, management, authenticity and integrity of properties are also important considerations.
i. to represent a masterpiece of human creative genius;
ii. to 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, townplanning 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;
v. to 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;
vi. to 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);
CULTURAL
SITES
NATURAL
SITES
vii. to contain superlative natural phenomena or areas of exceptional natural beauty and aesthetic importance;
viii. to 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;
ix. to 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;
x. to 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.
2005 , Jan – Inscription on the tentative list of natural properties
2006, Feb – Nomination Document on the basis of all criteria of natural properties (vii, viii, ix, x)
2006, Sep - IUCN field visit and first evaluation of the nomination
2007, Jul - World Heritage Committee decision to defer the nomination on the basis of criteria vii
(natural beauty and aesthetic importance) and viii (Earth Science importance)
2nd Nomination
2007, Sep - Full revision of the nomination document on the basis of criteria vii and viii; revision of the
components boundaries and number in compliance with the IUCN and UNESCO
requests
2008, Feb – Submission of the renewed Nomination Document
2008, Sep – IUCN field visit
2009, Feb – Sending of the supplementary informations requested
2009, Jun – Final decision of the UNESCO World Heritage Committee (Sevilla, 22-30/06/2009)
3. nomination process ADMINISTRATIVE FRAMEWORK
3. nomination process PROGRAMME AGREEMENT
Considering the complexity of the administrative framework, the nomination project was agreed in a
Programme Agreement underwritten by the five Provinces to coordinate the policies of conservation
and management of the proposed areas.
one representative for each founding member
3. nomination process UNESCO 4D FOUNDATION
The UNESCO “Dolomiti-Dolomiten-Dolomites-Dolomitis” Foundation, established by the five
Provinces and the two Regions involved in the recognition, has the objective of ensuring coordinated
management of the property, in an area with a range of different institutions of various levels.
BOARD OF DIRECTORScomposed of the 5 provincial councillors,
the chairman is selected in alphabetic rotation
secretary general
FOUNDING MEMBERS
BL PN TN UD RV
panel of supporters scientific committee
3-5 experts on on the WHL inscription
criteria (landscape, geoheritage,
management and sustainable development)
Municipalities, Parks, Universities and research
organizations of the UNESCO heritage area,
sharing the purposes of the Foundation
panel of auditors
standardising policy for the
management of the UNESCO
Dolomites property
direct contact for the UNESCO
World Heritage Committee
ensuring in its triennial reports
that the overall management
strategy is consistent with the
observance of universal values
BZ FVG
3. nomination process MANAGEMENT FRAMEWORK
This strategy interpreted the institutional complexity as a resource rather than an obstacle, to be used
to enhance all the constituent parts of the property while respecting their autonomy and specificity.
In fact a management strategy was developed as a mechanism for the improvement and
implementation of the resources already present.
main reporting
structures
of the Provinces
criterion VII
landscape heritage
DOLOMITES WHS Observatory
(standing observatory for monitoring
the integrity conditions on the WHL
inscription criteria)
geoheritage
criterion VIII
FOUNDATION
FO
UN
DIN
G M
EM
BE
RS
Secretary General
The Secretary general, with
technical-administrative staff,
implements the policies and the
objectives concerning the
management and conservation
of the UNESCO heritage
Services of the Provinces
implementing the
management objectives
• Servizio Urbanistica
• Geological Service
• Land protection Service
• Water resources Service
• Fauna, hunting, and fishing Service
• Communication and promotion Service
• ecc.
• Nature and Landscape Department
• Geology and materials testing office
• Water works department
• Provincial environmental agency
• Forestry department
• ecc.
• Territorial Planning Service
• Environmental Protection Service
• Agricultural Department
• Central Directorate for Agricultural,
Natural, Forestry, and Mountain
Resources
• ecc.
• Urbanistic and landscape protection
service
• Geological Service
• Provincial environmental protection
agency
• Forest and Fauna Service
• Parks and Nature Conservation Service
• ecc.
• Technical Area - Land Protection and
Civil Defence Service
• Environmental Area - Natural Resources
Service
• Central Directorate for Agricultural,
Natural, Forestry, and Mountain
Resources
• ecc.
Board of Directors
Ordinary and extraordinary
management of the Foundation
Panel of Supporters
gives opinions and proposals
on the activities and
programmes
Autonomous
Province
of Trento
Dipartimento Urbanistica e
Ambiente
Province of
Udine
Area Tecnica
Province of
Pordenone
Servizio Pianificazione
del territorio
Autonomous
Province
of Bolzano
Ripartizione natura e
paesaggio
Ufficio Parchi Naturali
Province of
Belluno
Servizio Urbanistica
The Foundation, in its activities, for the
implementation of the objectives defined
in the management plan (see action
scheme), makes use of the cooperation
of technical-administrative structures of
the Provinces or of their allied
organizations through the main reporting
structures of the Provinces
overall management plan
Scientific committee
technical-scientific advice on
management and conservation
of the UNESCO heritageThis strategy was based on the
activation of proactive networks
between institutions,
corporations and various
authorities present in the
region, in order to finalise the
conservation, enhancement
and promotion of the UNESCO
World Heritage Site.
Therefore the intention was not
to create a new organism to
administrate the property but
rather to construct a network
between the existing
corporations and others
already involved.
At a local level, stakeholders
and representatives from
groups with interests or
activities based in specific
areas were involved.
4. governance strategy CONSERVATION AND MANAGEMENT
The first axis deals with conservation of the property and the values for which it is universally
recognised and therefore concerns landscape and geology.
1.01. conservation of the landscape heritage
1.02. conservation of the geological heritage
1.03. management of tourist flows
Regarding management, importance was placed on the aspects of tourism, which provides the main
threat to the integrity of the property, as pointed out by UNESCO in its final recommendations.
1.03.01 guidelines to examine recreational tourist activities and the census and analysis of visitor
movement
1.03.02 guidelines for the upkeep of footpaths
1.03.03 development of instruments of control and measurement of the carrying capacity of each CS
1.03.04 survey of the footpath network within the WHS
1.03.05 organisation of the monitoring of access and use of the footpath network
1.03.06 organisation of the monitoring of accommodation facilities (mountain refuges and camps)
within the WHS
1.03.07 definition of the visitor code of conduct (vade-mecum of responsible mountain tourism)
4. governance strategy COMMUNICATION
The second axis deals with internal and external communications and their implementation, with
the objective of increasing knowledge of the universal value in a global context amongst the local
population as well as providing information on the Dolomites for tourists.
2.01. communication instruments
2.02. information
2.03. training
2.03.01 definition of the guided divulgation strategies (internal and external to the WHS) 2.03.02 definition of the code of conduct for tourist operators (vade-mecum) 2.03.03 organisation of workshops for permanent training 2.03.04 organisation of training campaigns with provincial tourist operators (awareness of the
UNESCO WHS) 2.03.05 training of local operators (refuge managers, etc)2.03.06 training of staff for accompaniment and management of the property (Alpine guides,
environmental guides etc.) 2.03.07 elaboration of educational modules and projects for schools of all levels, on the universal
merits of the WHS2.03.08 organisation of thematic seminars and conferences on an international level
4. governance strategy PROMOTION
The third axis deals with promotion as an instrument to consolidate international recognition and as a
stimulus for local administrations to consider mountain topics (cultural specificity, landscape and
geological heritage, sustainable development and tourism) according to a perspective of accessibility
and comparison.
3.01. sustainable development
3.02. research
3.03. business plan
3.01.01 definition of the strategies for sustainable tourism within the Dolomites WHS
3.01.02 advancement of research to determine the potential conflicts of interest with the traditional
ways of managing the primary resources
3.01.03 organisation of a public transport system to link the CS of the Dolomites WHS
3.01.04 evaluation of the feasibility of environmental certification of the accommodation structures
(ecolabel, ISO 14001)
3.01.05 organisation of theme trails (geology, landscape etc.) in each CS
3.01.06 organisation of visitor trails for the whole WHS (based on: mountaineering difficulty, season,
level of preparation, interests, criteria, etc.)
3.01.07 organisation of promotion of local products (gastronomy, wood carving etc.)
4. governance strategy LOCAL MANAGEMENT NETWORKS
The strategy aims to create a network of cooperation between local communities and institutions
already in charge of the administration of the Dolomites, in order to ensure the effectiveness and
adequacy of protection measures for the Dolomites, for their aesthetic, landscape and geological-
geomorphological values to be passed on to future generations.
LOCAL NETWORKS
FOUNDATION
Esperti esterni
Università/
centri di ricerca
Musei/
Centri culturali
PROVINCES
Funzioni proprie
della Fondazione
SEGRETARIO GENERALE
valorizzazione geologica
referente Trento
strumenti per il turismo
sostenibile
referente Bolzano
formazione
referente Trento
valorizzazione del
paesaggio
referente Udine
valorizzazione della
naturalità
referente Pordenone
arte e montagna
referente Belluno
CONSERVAZIONE
Strategia della gestione complessiva
Sintesi e divulgazione dati monitoraggio
Strategia per il turismo sostenibile
Valutazione dei risultati
FORMAZIONE/EDUCAZIONE
Educazione al valore del Bene
Formazione degli operatori
COMUNICAZIONE
Pubblicazione della rivista
Gestione del marchio
Gestione degli eventi (Festival)
VALORIZZAZIONE
Storia e identità
Arte e montagna
Valorizzazione del paesaggio
La Fondazione esercita le principali funzioni
attraverso l’apporto delle Province/Regioni
secondo la logica a rete delle 5 sedi operative
nell’ottica della sussidiarietà
GRUPPO GUIDA INTERPROVINCIALE
Il gruppo guida è l’interfaccia, a titolo di
collegamento informativo tra le
Amministrazioni provinciali/regionali e il
segretario generale. Questo gruppo
programma e risponde dell’attività, in
relazione alle funzioni di competenza delle
Province/Regioni nonché della
rete delle funzioni della Fondazione stessa
Armonizzazione politiche di gestione
dei parchi naturali e dei SIC
Monitoraggio geologico
Unificazione cartografia geologica
Sistematizzazione dati informativi
Armonizzazione discipline
di tutela paesaggistica
referente Belluno
referente Bolzano
referente Pordenone
referente Trento
referente Udine
referente Belluno
referente Bolzano
referente Pordenone
referente Trento
referente Udine
referente Belluno
referente Bolzano
referente Pordenone
referente Trento
referente Udine
5. results FROM LOCAL TO GLOBAL
The main principle of the strategy - from a social-cultural point of view - is therefore to negotiate, that is to
find points of agreement between two different systems of values:
tourism as a product of global culture
landscape diversity as a product of the interaction between nature and local culture
The overall strategy of the Dolomites World Heritage Site does not simply correspond to the sum of all the
different forms of management, but works – according to an holistic point of view - like a multiplication factor
that is capable of enhancing all these specific management forms.
The governance strategy of the
Dolomites UNESCO World
Heritage, adopts the
complexity of the local
management structure of these
mountains and profits by it,
taking it as a reflection of the
richness of cultural and natural
resources typical of the region.
The Dolomites are an excellent
example of the environmental
and cultural diversity which is
the distinctive heritage of the
Alps and of Europe in general.
The strategy updates the
collective management
principles traditionally
developed by local
communities: independent
regulations and administration,
sharing, mutual agreements
and joint possession.
local culture
landscape diversity
tourism
local culture
landscape diversity
t o u r i s m
6. five questions HOW TO DEVELOP INTEGRATED STRATEGIES BASED ON SUSTAINABLE TOURISM ?
• Harmonization of set of rules regarding infrastructure, settlements, and buildings within the WHS
• Guidelines for surveying tourism and recreational activities including estimating and analysing
visitor flows
• Elaboration of tools for measuring and monitoring the carrying capacity of each component site
• Definition of a code of conduct for visitors (aware hiking vademecum)
• Definition of the DOLOMITES WHS brand and logo
• Determination of the ongoing good practice of sustainable tourism within the DOLOMITES WHS
• Launching of international co-operation efforts with other WH Sites in the Alps
• Promotion of partneship with the alpine transboundaries organizations
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6. five questions HOW TO BUILD NEW AND INNOVATIVE TOURISM POLICIES, WHICH REFLECT LOCAL
CHARACTERISTICS AND WHICH ADDRESS LOCAL NEEDS?
• Cataloguing of unique landscape features (natural phaenomena, natural beauty, aesthetic
importance) and monitoring of landscape diversity
• Cataloguing of unique geological and geo-morphological features
• Promotion of research for the identification of possible conflicts of interest with resource
management methods
• Co-operation with the network of museums and natural parks
• Identification of assets/services/projects produced by WHL and individualization of their economic
potential
2
6. five questions HOW TO BUILD ON LOCAL STRENGTHS TO VALORISE A LOCALITY AND HOW TO ENGAGE LOCAL
COMMUNITIES IN THIS PROCESS?
• Definition of information strategies (inside WHS, outside WHS)
• Prepare of DOLOMITES WHS information points in hotspot areas
• Definition of a code of conduct for operators (operators vademecum)
• Organization of thematic workshops for permanent training
• Elaboration of modules and didactic projects on the WHS, differentiated for schools of primary,
secondary and advanced level, in order to the geologic and landscape outstanding values
• Prepare of DOLOMITES WHS magazine
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6. five questions WHICH MECHANISMS COULD BE DEVELOPED IN ORDER TO ENSURE VERTICAL AND HORIZONTAL CO-
OPERATION AMONG ALL STAKEHOLDERS?
• Promotion of research for the identification of possible conflicts of interest with resource
management methods
• Elaboration of a communication strategy concept (local, provincial-regional, national, and
international levels)
• Guidelines for managing the footpath network
• Promotion of research projects involving geoparks, natural parks, natural science museums and
local cultural institutes
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6. five questions HOW TO BUILD ENTREPRENEURIAL, INCLUDING SOCIAL ENTREPRENEURSHIP, TOURISM CAPACITIES
AND DEVELOP SPECIFIC TOURISM SKILLS?
• Training of economic and tourism operators with reference to the management plan (awareness
DOLOMITES WHS)
• Training of local operators (refuge managers, …..)
• Training of staff in charge of guiding and environmental management (alpine guides,
environmental guides, etc.)
5
“In the character of the magnificent scenery of the Dolomites
mountains .., may be discovered the type of the landscapes and
backgrounds of many of Titian’s pictures.”
(John Murray, A Handbook for Travellers in Southern Germany, 1837)
thank you
references
Gianolla P., Micheletti C., Panizza M., The Nomination Document of the Dolomites for Inscription on the
World Heritage List, 2008.
WHC Decision: 33 COM 8B.6, Seville (E) 26.06.2009.
Micheletti C. (ed) The Dolomites UNESCO World Heritage, Trento (I), 2010.
Cassol M., Gianolla P., Lasen C., Viola F., Nomination of the Dolomites for Inscription on the World Natural
Heritage List, 2007 (first dossier).
Micheletti C., Ponticelli L., The Dolomites UNESCO World Heritage Management Framework, 2009.
Micheletti C., Ponticelli L., The Governance Strategy of the Dolomites Unesco World Heritage between
Universal Value and Local Culture, London (GB), 2010.