THIS PUBLICATION HAS BEEN PRODUCED WITH THE ASSISTANCE OF THE EUROPEAN UNION. THE CONTENTS OF THIS PUBLICATION ARE THE SOLE RESPONSIBILITY OF THE RMSU AND CAN IN NO WAY BE TAKEN TO REFLECT THE VIEWS OF THE EUROPEAN UNION RMSU Euromed Heritage 4 Programme rue d’Egmont, 15 B-1000 Brussels t. +32 (0)2 609 55 50 - f. +32 (0)2 511 63 11 [email protected]http://www.euromedheritage.net FOOD FOR THOUGHT A shared heritage and tourism in the Mediterranean By GEorGES S. ZouaIn, rMSu ProjEcT ManaGEr Palermo, Italy - C. Graz 2010 Editorial Research, conferences, seminars, and publicaons on tourism proliferate, and new niches of this lucrave global acvity are constantly emerging: geo- tourism seems rather naively passé compared with what’s at hand, say cyber-tourism. Yes, electronically simulated travel is a legimate new niche that will allow parcipants to travel “free of the usual restricons of me, distance, cost and human frailty” (1) . Just the recipe for environ- mentalists and for consumers riddled by economic mishaps, one might say. It would seem, therefore, that there is lile lef to say. And yet, there is. Parcularly if we are dealing with the Mediterranean basin, which receives 1/3 of the income of internaonal tourism (2) with the impacts to match, including those on heritage. Tradionally, coastal tourism (mostly in Spain, France, Italy, Greece and Malta) is the culprit in bringing on the most damage to the region, but recent developments show that between 2000 and 2006, Mediterranean Partner Countries (MPC) have been witnessing an 8.4% increase in number of nights spent by tourists (3) . If the MPC are joining the band wagon of mass tourism, then there is a need for extreme vigi- lance to avoid the hasty short-sighted decisions that lead to inappropriate pracce and development. Chrisane Dabdoub Nasser Team Leader, Regional Monitoring and Support Unit (RMSU) 1. Prideaux and Singer quoted in Cyber-tourism: A New Form of Tourism, editorial by Bruce Prideaux, Tourism Recreaon Research, Vol. 30 (3), 2005:5-6. 2. WWF stascs. 3. Spörel and Täube, Tourism Trends in Mediterranean Partner Countries. Industry, trade and services, Eurostat Stascs in focus, 95/2008. FOOD FOR THOUGHT 1 EUROMED HERITAGE 4 NEWS 2 OUR FEATURE OF CHOICE 4 A TALK WITH... 6 A PERSPECTIVE ON CULTURAL HERITAGE 10 BEST PICTURES 11 MISCELLANEOUS 12 Because of the very parcular geography of this region, we share the same cultural substratum, the same subconscious and the same vision of life. So if this is the case, why talk about an inter-cultural dialogue and cultural tourism as a means of meeng and exchange when it has never stopped? Tourism agencies, tour operators and naonal adversing rely mainly on three topics: the sun, the food and hospitality, and the historical and archaeological heritage. Tradions and local customs have also become a product of tourism, and the demand for a type of small groups tourism that seeks a relaonship with the resident is experiencing a strong growth. The main objecves of the programme are to integrate the built cultural heritage and archaeological heritage with the local customs and tradions, ensure the reappropriaon of this heritage by the inhabitants, and make them proud of it. By its intervenon in tourism, EH 4 seeks to promote first the content of tourism acvity, as opposed to growth of visitor numbers or income. The programme seeks to find answers to how to make tourism an instrument of encounter, of respect, and of an understanding of the other and the other’s projecon in the future. That can only come through a two-way encounter, through mutual respect and through exploring the other’s identy. Thus, partners from both shores together try to find common soluons for the use of historic neighborhoods or major archaeological monuments to promote dialogue and exchange, build networks associated to these sites, highlighng similaries and smulang the flowering of an intelligent tourism. Beyond a tradional and classic tourism made up of dreams and memories of the past, our hope is to be able to develop producve matches between professional or geographical communies and between young people, for a producve and unifying tourism. In this way, tourism will not be limited to the visual enjoyment of archaeological sites and monuments and heritage cies, perceived as soulless objects of a museum. Eventually, it will be about shaering the tourism sector, freeing it from the dominaon of mass tourism and transforming it into a complementary acvity to other forms of exchange between the shores of the Mediterranean Sea n
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THIS PUBLICATION HAS BEEN PRODUCED WITH THE ASSISTANCE OF THE EUROPEAN UNION. THE CONTENTS OF THIS PUBLICATION ARE THE SOLE RESPONSIBILITY OF THE RMSU AND CAN IN NO WAY BE TAKEN TO REFLECT THE VIEWS OF THE EUROPEAN UNION
A TALK WITH…MaRe noStRUMDiscovering ancient city-ports
along phoenician maritime routes
Scattered along the ancient maritime routes throughout the Mediterranean, Phoenician port-
cities developed intense exchanges throughout the region, motoring a flourishing commercial
activity and contributing to the richness of the Mediterranean culture. To revitalise the traces
of this civilisation, in our day rather neglected, represents quite an opportunity for developing
social and economic activities and integrating them to a sustainable and quality tourism. It
becomes challenging when it seeks the active involvement of public institutions and local
communities in the process. aiming at the creation of a touristic trail embracing six
Mediterranean countries - Greece, Italy, Lebanon, Malta, Syria and Tunisia - Mare nostrum
project takes up this challenge.
Elena Di Federico, researcher at Parallelli, partner of Mare nostrum project, tells us how...
ARWAD, SYRIA - F. FUCCELLO 2009 TARTOUS, SYRIA - F. FUCCELLO 2009RHODES, GREECE - F. FUCCELLO 2009
Which cities will be included in your touristic trail?
We have selected six towns that share a common past rooted in
the Phoenician civilisation and where both tangible and intangible
traces of this important culture are, in different ways, still present:
carthage in Tunisia, rhodes in Greece, Syracuse in Italy, Tartous
and arwad in Syria, Tyre in Lebanon and Valletta in Malta. The
state of conservation of ancient buildings and vestiges in these
cities is to be enhanced, and the physical connection between
these ports and the cities that have subsequently sprawled around
them deserves to be better emphasised and valorised. Through
the creation of a cultural trail having as the main thread the
Phoenician past, Mare nostrum wants to foster the attention of
local authorities and inhabitants to this specific heritage,
contribute to the restoration of the waterfront-archaeological
sites, unfold its importance on contemporary city life, and create
opportunities for social and economic development through the
definition of management plans promoting and supporting a
tourism of quality.
What will trail include and how will it be implemented?
The trail works at two levels, at the level of partner cities and at
the regional level. Each city will feature its own Heritage Trail,
and this trail will include an urban pedestrian circuit highlighting
the connection waterfront/city with accompanying maps,
photos, drawings etc., and multilingual panels with explanatory
texts. The trail will connect all places of archaeological, historical
and cultural interest -monuments, archaeological and worship
sites, historical buildings, and spaces retaining a memory of the
place. The Heritage Trail will also show the distribution of
CONNECTING - ISSUE N°4 - MARCH 2010
traditional and handicrafts activities still developed in between
the water fronts and the city core for each of the cities, in order
to re-create, whenever possible, a “handicrafts route” -
craftsmen workshops and houses, shops, etc. - branded with
similar panels and logos for all the cities involved in the project.
The creation of a “Mare nostrum label” will allow visitors to
orientate themselves through the trail and facilitate advertise
and exploit its potential in terms of commercialisation and
development of business opportunities. at the macro level, a
Mediterranean itinerary will be drawn connecting all six port-
cities included in the project.
What kind of approach are you applying in the development of
the tourism management plan?
our work is based on a “participatory planning approach” that
permits to collect and integrate all stakeholders’ points of view
and inputs including initiatives already undertaken by local
administrations, to have a clear understanding of touristic
demand and supply, and to shape the actions according to the
feature of a specific context. We have already implemented this
methodology in rhodes during the second half of 2009: through
interviews with local authorities’ representative and meetings
with experts from the Municipality Department of conservation
and restoration, we have identified an area - the east side of the
old town - that deserves to be better valorised. We have then
asked local residents about how they feel living in charming
historic places often affected by logistic problems and having
consequences on their daily life - lack of facilities, shops, public
transports... -, and which aspects they perceive are to be
improved or changed. a final workshop based on all the collected
information and gathering local inhabitants, politicians,
administrators, technicians, representatives from neighbourhood
associations, etc., has permitted to identify some trails and
services possibly to be implemented, among which the
waterfront and city-wall tour, a promenade through various spots
of cultural interest, the bike sharing and touristic info points and
so on. The “participatory planning approach” will also be applied
in Tyre in the spring of 2010.
How would you say that Mare nostrum will contribute to the
development of quality touristic activity in the Mediterranean?
Mainly through the approach we propose, which functions at
many levels. at the completion of our activities in rhodes and
Tyre, when will have substantial results, we will prepare a
handbook containing guidelines for the development of a
participatory planning approach that could be applied to the
entire Mediterranean region. We will also train approximately 100
tourism guides to present the six cities of our trail and their
heritage in a dynamic and exciting way, including all aspects of
built heritage, including the monumental and the ordinary,
traditional arts and crafts, religious and cultural events, traditional
skills and techniques, food... We will also involve the local Tourist
Boards and at least 150 among local tour operators, travel agents,
and guides in the promotion of the trail in Syria, Lebanon, Tunisia,
Italy, Greece and Malta.
Which activities are envisaged to strengthen local awareness of
phoenician heritage and attract tourism interest in the trail?
We will try to reach as wide a target group as possible. We will
organise an International concept competition - open to various
media such as comics, cartoons, photos, poetry... - addressed to
high school students, and an International Design competition for
students in architecture in order to understand how they perceive
and interpret their living spaces and the waterfront-city area in
particular, and encourage them to suggest new forms of
connection and revitalisation of the areas included in the Heritage
Trails. Through organising various exhibitions related to these
competitions, we will try to reach a wider public in partner
countries, including residents and user groups, and make them
aware of this heritage and show how they perceive their
“connection” with the other communities within the Phoenician
Trail. Exhibitions, together with festivals and other cultural
activities to be carried out for the duration of the project, will also
offer an opportunity to make the trails inside the cities and
throughout the region more attractive for tourists. This result is
particularly important as it will show through a bottom-up
approach the way people relate geographically and culturally with
other communities within the common Mediterranean basin n
Prepared by: Giuliano Salis
For more information about the project:http://www.eh4-marenostrum.net/
TYRE, LEBANON - C. GRAZ 2003
CONNECTING - ISSUE N°4 - MARCH 2010
A TALK WITH…Silvia Barbone
Tourism and culture can create opportunities for economic growth and social development only
if managed according to sustainable and effective approaches embracing both methodology and
content. Silvia Barbone, Managing Director of jLaG Ltd, a company specialised in tourism and
cultural planning, and training of project managers dealing with tourism and culture, introduces
us to PM4ESD (Project Management for European Sustainable Development), an innovative
project management methodology particularly conceived for the tourism and cultural sector ...
Project management and sustainable development form the hub
of pM4eSD-project Management for european Sustainable
Development, an initiative financed through the Eu Life Long
Learning Programme*, and managed by a public-private
partnership aiming at developing an international Project
Management methodology applying to two key sectors of
sustainable development: tourism and culture. PM4ESD is at the
same time a project management methodology - the
development process will soon be achieved and the first results
will be delivered by September 2011 – together with a partnership
composed by eight public and private partners in five countries
and including: one Municipality (Frigento, Italy), two Small
Medium Enterprises (QrP MMI, jLag), two chambers of
commerce (Edinburgh chamber of commerce, Istanbul chamber
of commerce), one university (university of Lodz), and two non
profit organisations specialised in training and local management
(Scuola camigliati and auxilum). This pilot phase of PM4ESD
covers the following areas: Mediterranean Europe (Italy, Turkey),
north Europe (uK), central Europe (austria), and Eastern Europe
(Poland). The PM4ESD proposal links two key concepts, “project
management” and “sustainable development”, which are the
basis of its rationale; in particular the concept of “sustainable
development” applied to the tourism and cultural sectors. once
validated, the results will be ready to be exploited in various
contexts including the Euro-Mediterranean region.
an innovative methodology
“PM4ESD is based on Prince2 (Projects IN Controlled
Environments), a structured method for effective project
management which is the “de facto” standard used extensively by
the UK Government and widely recognised and used in the private
sector, both in the UK and internationally. Our partnership will
innovate the methodology adapting Prince2 to two key sectors:
tourism and culture. PM4ESD aims to become a recognized
methodology at international level to be used both by local and
national governments, by companies and all stakeholders
operating in the tourism and cultural sectors. Project managers,
policy makers, entrepreneurs have a vital role in planning and
managing tourist and cultural sites, enterprises, and special
initiatives. It is time to have certified skills and competences, they
do need to work day by day with high project management
standards”, Silvia Barbone says.
FEZ, MOROCCO - C. GRAZ 2009 PALERMO, ITALY - C. GRAZ 2010 JBEIL, LEBANON - C. GRAZ 2003
CONNECTING - ISSUE N°4 - MARCH 2010
according to European strategies established by international
economic and social observatories, “Sustainable development” is
a must for all countries in order to achieve real development for
present and future generations, but the challenge is how to
achieve “sustainable development” in the tourism and cultural
field. “Whether we are leading a public initiative or an industrial
one” Silvia Barbone states, “sustainable development must be
planned from the outset and incorporated within the business
case. Adapting Prince2 as a sustainable development approach for
the tourism and cultural sectors means the development of a
project management methodology and a training product which
can easily be applied as a practical instrument for managing public
and private initiatives. All available statistics indicate that the
tourism industry is of great economic importance and contributes
to the main economic policy goals such as improving economic
growth, structural change and employment”.
tourism and culture can create an economy and social growth if
planned and managed with a sustainable approach to
methodology and not just to content
The PM4ESD partnership has debated the need to develop a
project management strategy, which could guide local authorities
and stakeholders in their daily march towards sustainability. “The
starting point was a joint reflection: tourism and culture can create
an economy and social growth if planned and managed with a
sustainable approach to methodology and not just to content”,
emphasises Silvia Barbone. “This starts from the assumption that
in order to make destinations sustainable, it is not enough to install
solar panels create a list of restaurants or provide incentives for
intelligent transport. A management system that guarantees
sustainable action must also be implemented. Many tourist and
cultural projects have been delivered with public funding, but few
initiatives reach concrete benefits. An analysis has been done at
National levels. We found out that the lack of a methodology, had
allowed, during the last decade, to manage public funding, in
tourism and cultural sectors, without skills and controls. Many
funding have been spent for delivering project in tourism and
cultural results, but really few sustainable results for territories.
The concrete reasons of the failure are very often project
management reasons, such as the vagueness of responsibilities or
poor involvement of end-users within the process, the bad
communication or inadequate monitoring of benefits, or the
emphasis mainly or exclusively given to administrative control”.
a methodology with clearly defined roles and responsibilities to
implement concrete actions and having a real impact on local
communities
PM4ESD is a management methodology which is deployed
whenever an organisation, whether public or private, needs to
plan and manage a project. It provides a guarantee for local
authorities that the project will be transformed into concrete
actions with clearly defined roles and responsibilities and that
these actions will have a real impact on local communities. It helps
local authorities and private sector to govern transparently and
not to forget that every action must have corresponding benefits.
The key features of the methodology are the focus on business
justification, a defined organisation structure for the project
management team, a product-based planning approach, the
emphasis given to the division of the overall project into
manageable and controllable stages, a flexibility to be applied at
a level appropriate to the project. “PM4ESD will provide benefits
to project managers and directors and to any organisation,
through the controllable use of resources and the ability to
manage business and project risk more effectively. PrIncE2
embodies established and proven best practice in project
management. It is widely recognised and understood, providing a
common language for all participants in a project. PrIncE2
encourages formal recognition of responsibilities within a project
and focuses on what a project is to deliver, why, when and for
whom. PrIncE2 involves all the stakeholders, including end-users,
within the Project Board of a project. all the main PrIncE2
features will be used in PM4ESD, but PM4ESD will be specifically
designed for planning and managing tourist and cultural projects”,
explains Silvia Barbone.
Useful tools to be used within other contexts and regions
The main outputs of PM4ESD will be the preparation of a manual
on “Project Management for European Sustainable Development”,
the key tool for managers interested in getting the qualification,
and the training tools (Foundation and Practitioner) produced. The
project is going to start its adaptation phase and an international
“adaptation workshop” will be held in austria by the end of May.
as soon as this phase will be finished, a pilot test will be done and
the validation process will start.
“PM4ESD aims at becoming a smooth standard-methodology to
be used by project managers in the tourism and cultural field in
order to make the project management easier and project impact
broader, and an international certification recognised by European
training systems to be adopted by any organisation as a guarantee
of sustainable management” n
Prepared by: Giuliano Salis
For more information:
www.prince2.org.uk
www.apmgroup.co.uk
www.pm4esd.eu
* EU financed programme in the field of education and training which enables individuals at all stages of
their lives to pursue stimulating learning opportunities across Europe integrating various educational and
training initiatives. http://eacea.ec.europa.eu/llp/index_en.php
TIARA, SYRIA - C. GRAZ 2003
CONNECTING - ISSUE N°4 - MARCH 2010
A PERSPECTIVEON CULTURAL HERITAGE
PALERMO, ITALY - C. GRAZ 2010
The growth of the number of people that
visit heritage sites meets the expectations
of local people wishing to enhance their
heritage, and those of the tourists attracted
by the discovery of new destinations. This
results in greater attention to the heritage
and economic benefits for local
development. However, uncontrolled traffic
poses a serious threat to the integrity of a
site and the quality of visitor experience.
For a long time heritage professionals have
sounded the alarm. More recently, the
tourism industry has recognised the danger
of dissatisfaction of its customers. It is
therefore important to control the flow of
tourists.
cooperation is needed between
stakeholders players under the aegis of
public authorities to reconcile three
objectives:
- proper preservation of heritage
in its tangible and intangible dimensions,
- a balanced local development,
in compliance with host communities,
- a quality cultural tourism.
Such overall management can be based on
the Global code of Ethics of the WTo and
the cultural Tourism charter of IcoMoS.
an approach on a case-by-case basis is
necessary. There is no universal solution. It
is about asking the right questions and
offering to the players a range of measures
to address each specific situation.
operationally, we take into account three
main phases:
- demand: when the visitor selects
a destination and date,
- destination: the reception in the region
or city,
- the visited site (an urban area
or a particular building).
the demand management aims to spread
the visits over time and space, by offering
attractive low season offers or a range of
attractions. It is about encouraging visitors
to plan a visit outside of peak periods and
to consider other less-frequented
destinations.
the destination management greets
visitors arriving in the region of destination,
according to two imperatives: local
development and visitor satisfaction. It is
commonly accepted that a stay of at least
one night is the condition of local economic
benefits. Local actors therefore seek to offer
a variety of sites and attractions and to
improve
their operational capacity, through a proper
coordination of actions: reception at
stations or airports, traffic management,
and the involvement of hotels, restaurants
and cafes, etc. The cooperation of various
cultural attractions of a destination (sites,
buildings, museums ...) can offer a
“comprehensive package”. often, it would
also be wise to improve the physical
capacity: hotels and restaurants, transport
infrastructure, and signage. The destination
management also aims to minimize the
adverse social, cultural or psychological
downside of a large attendance of visitors
to the host community.
the site management is obviously an
essential dimension of good preservation of
the tangible and intangible values of
heritage. Various business models have
been developed, including:
- The “carrying” is the most common
model to set a physical limit to the
number of visitors.
- another model is the “level of acceptable
change”, which focuses on management
by objectives and operational plans, taking
better into account of the specific site.
Emphasis is placed on the presentation
and interpretation, in order to help visitors
better understand all the values of a site.
This helps to respect the site and educate
visitors to the problems of conservation.
Satisfaction surveys also help improve
conditions of access.
In terms of site management, improved
operational capacity allows the clear
definition of responsibilities and ensures the
cooperation of all actors involved (coach
drivers, tour operators, guides, etc.). The
opening hours reflect changes in the influx of
visitors. The entry price may be adjusted
depending on the season and hours of
access. Priority access to the site can be
granted to visitors staying at least one night
in the region. Several routes
for visits may be proposed in order to better
distribute visitors throughout the site.
an absolute daily limit can be set for access
to sensitive areas.
In addition, infrastructure facilities are also
considered. The reception area is important
for controlling the flow of visitors and
offering them the required information.
The paths are arranged so as to channel
traffic and reduce the impact of the passage
of visitors, distributing them in any number
of routes. careful signage help to guide
visitors and reduce crowding. accessibility
for disabled people is a delicate question,
because of the need to balance law
enforcement and the safeguarding
of the site.
In conclusion, it is clear that all preventive
conservation measures are needed even
more when a site is open to a large number
of visitors. The various technical processes
are well known: case-by-case and without
concession n
N.B. This statement refers to a
reportprepared for the WTO in 2005:
“Management of tourist cultural and
natural sites”.
controlling
the flow of tourists
of heritage sitesBy jEan-LouIS LuxEn, rMSu SEnIor LEGaL ExPErT
SALE, MOROCCO - C. GRAZ 2009
BEST PICTURES
SICILIAN PUPPETS, PALERMO - C. GRAZ 2010 FEZ, MOROCCO - C. GRAZ 2009
FEZ, MOROCCO - C. GRAZ 2009 BENI ISGUEN, ALGERIA - M. KACICNIK 2009
FEZ, MOROCCO - C. GRAZ 2009 RABAT, MOROCCO - C. GRAZ 2009
These pictures are an array of the best images collected within the Euromed Heritage programme to show the richness of the Mediterranean cultural
heritage. In May 2010 the rMSu and rehabiMed association will launch a Photography award contributing to awareness-raising of cultural heritage
in the region. The awarded photos will be published on this section as well as on the EH 4 website Photo Gallery: http://www.euromedheritage.net/intern.cfm?lng=en&menuID=88
CONNECTING - ISSUE N°4 - MARCH 2010
For this edition of our newsletter, we have selected for you a short bibliography of online
publications, including reports of conferences and meetings from and for the region, and that are
relevant to our programme. they impact directly or indirectly on the tourism concerns of the region.
1. Euromed Ministerial conference on Tourism, 2 & 3 april 2008, Fez, Morocco, agreed conclusionshttp://ec.europa.eu/external_relations/euromed/conf/tourism/conclusions_en.pdf
2. Tourism trends in Mediterranean Partner countries, 2000-2006:http://epp.eurostat.ec.europa.eu/cache/ITY_OFFPUB/KS-SF-08-095/EN/KS-SF-08-095-EN.PDF
3. Le tourisme dans le bassin Mediterranéen :http://www.mfnu.org/docs/MFNU6_Le_tourisme_dans_le_bassin_mediterraneen.pdf?1e68c76b13285837176f3c7305f9df4e=3c288995d812760f548ab2a3c20651e0
4. Guidelines for community-based ecotourism development, WWF International, july 2001http://www.icrtourism.org/Publications/WWF1eng.pdf
5. results: Five year Programme of the Barcelona Summit 2005http://ec.europa.eu/external_relations/euromed/summit1105/five_years_en.pdf
What’s on
International workshop “urban heritage in the Mediterranean”: economic and social development,
arles, France, 22-23 april 2010
The valorisation of cultural heritage, particularly the urban heritage, could
represent an effective lever for the urban planning and development, and
facilitate its appropriation by inhabitants. The complexity of actions currently
carried out is a driver for innovations in the fields of technique (products,
practices, IT tools, etc.) and communication. a space properly rehabilitated
and restored can make a territory more attractive for the establishment of
families and the creation of new activities related to tourism and
construction.
For more information and registration: http://www.avecnet.net/Agenda/atelier2010/page80/page80.html
Reader’s corner
Survey on the attitudes of Europeans towards tourism, Wave 2 - European commission Directorate
General Enterprise and Industry
The objectives of this survey were to study:
- respondents’ travel profiles in 2009 – distinguishing between “short private”
and holiday trips;
- reasons why respondents did not go on holiday in 2009;
- characteristics of citizens’ main holiday trip in 2009 (e.g. method of
transport used);
- the financial aspects of taking a holiday (e.g. how to save money while on holiday);
- various attitudes of citizens towards tourism (e.g. their preferred holiday
destinations);
- respondents’ vacation plans for 2010.
The fieldwork was conducted from 5 to 9 February 2010. over 30,000 randomly selected citizens aged
15 and over were interviewed in the 27 Eu Member States and in five additional countries (croatia,
Turkey, the former yugoslav republic of Macedonia, norway and Iceland). The sample size varied within
countries, ranging from about 500 in the smallest to about 2,000 in the largest countries (please see
the Survey Details section in the annex for details of the actual sample sizes for the 32 countries).
The survey is available at this link: http://ec.europa.eu/enterprise/newsroom/cf/document.cfm?action=display&doc_id=5668&userservice_id=1&request.id=0
our agenda
RMSU events
l May 2010
“crossing Viewpoints: Living Heritage in the
Mediterranean” International Digital
Photography award (EH 4-rehabiMed)
l 17-19 May 2010 - Petra, jordan
Thematic workshop: Management of
heritage sites and artefacts
l 6-8 june 2010 - Damascus, Syria
Legal seminar: Heritage economics and
funding
l 10-14 june 2010 - rabat, Morocco
15th edition jazz Festival at chella www.jazzauchellah.com
l 17-19 june 2010 - nicosia, cyprus
Training workshop : community and cultural
Mapping
international events
l 15-16 april 2010 - casablanca, Morocco
Mutual Heritage workshop “cultural heritage
and tourism”
l 24 May 2010 - deadline for submission
cMca International Prize of Mediterranean
Documentary and news Filmhttp://www.cmca-med.org/fr/actualites/detailActu.php?idnews=122