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1、 ENHANCINGOUR HERITAGETOOLKIT 2.0Assessing Management Effectiveness of World Heritage Properties and Other Heritage PlacesPublished in 2023 by the United Nations Educational,Scientific and Cultural Organization,7,place de Fontenoy,75352 Paris 07 SP,France;the International Centre for the Study of th
2、e Preservation and Restoration of Cultural Property(ICCROM),Via di San Michele 13,Rome,Italy,00153;the International Council on Monuments and Sites(ICOMOS),11 rue du Sminaire de Conflans,94220 Charenton-le-Pont,France and the International Union for Conservation of Nature(IUCN),Rue Mauverney 28,1196
3、 Gland,Switzerland.UNESCO,ICCROM,ICOMOS and IUCN,2023 ISBN 978-92-3-100623-4https:/doi.org/10.58337/CFZO9650This publication is available in Open Access under the Attribution-NonCommercial-ShareAlike 3.0 IGO(CC-BY-NC-SA 3.0 IGO)licence(http:/creativecommons.org/licenses/by-nc-sa/3.0/igo/).By using t
4、he content of this publication,the users accept to be bound by the terms of use of the UNESCO Open Access Repository(https:/www.unesco.org/en/open-access/cc-nc-sa).The designations employed and the presentation of material throughout this publication do not imply the expression of any opinion whatso
5、ever on the part of UNESCO,ICCROM,ICOMOS or IUCN concerning the legal status of any country,territory,city or area or of its authorities,or concerning the delimitation of its frontiers or boundaries.The ideas and opinions expressed in this publication are those of the authors;they are not necessaril
6、y those of UNESCO,ICCROM,ICOMOS or IUCN and do not commit the Organizations.Publication coordinators:Laura Frank(UNESCO),Eugene Jo(ICCROM)Content coordinators:Leticia Leitao(Heritage specialist),Carlo Ossola(Federal Office for the Environment)Copyeditor:Julie Wickenden Cover photo:Dance event in Tin
7、ajani,Puno,Peru Ministerio de Cultura del Per,Qhapaq an-Sede Nacional PerGraphic design:Guilder Design Illustrations:Felipe Echeverri Velasco and Alberto Jos Moncayo The source of all the figures in this manual is UNESCO/ICCROM/ICOMOS/IUCN.2023.Enhancing Our Heritage Toolkit 2.0:Assessing Management
8、 Effectiveness of World Heritage Properties and Other Heritage Places.Paris,UNESCO.With the financial support of the Swiss Federal Office for the Environment Based on the Enhancing our Heritage Toolkit(2008)originally developed in partnership with the IUCN World Commission on Protected AreasS H O RT
9、 SU M M AR YEoH 2.0 toolkit helps assess management effectiveness in World Heritage placesWorld Heritage properties are internationally recognized as places of Outstanding Universal Value that should benefit from the highest level of management effectiveness.Despite the best efforts to conserve thes
10、e places for present and future generations,many are under threat from a range of factors.These include inappropriate development,mass tourism,pollution,resource extraction or climate change,to name but a few.What can be done to better respond to factors negatively affecting World Heritage places?Do
11、 management processes influence conservation results?If so,how can critical management weaknesses be identified and improved?The Enhancing Our Heritage Toolkit 2.0 offers a self-assessment methodology to evaluate management effectiveness in a World Heritage property or other heritage place.It contai
12、ns 12 tools that can be used separately or collectively to understand in detail what is working well and what can be done better.To facilitate their use,the tools are accompanied by worksheets,in the form of either a template to help compile information in a systematic way or a questionnaire,both of
13、 which can be adapted to the specific needs of each heritage place.The Toolkit supports managers in identifying ways to improve conservation practices,management processes and resource allocation particularly if used before reviewing or updating management plans.While there is a focus on World Herit
14、age,it can be applied to all heritage places,whether natural,cultural or combinations of both.12tools to assesshow well a World Heritage place is managedSince wars begin in the minds of men and women it is in the minds of men and womenthat the defences of peace must be constructed ENHANCINGOUR HERIT
15、AGETOOLKIT 2.0Assessing Management Effectiveness of World Heritage Properties and Other Heritage Places1ENHANCING OUR HERITAGE TOOLKIT 2.0Chapter Title 2ABOUT THE WORLD HERITAGE RESOURCE MANUAL SERIES Since the World Heritage Convention was adopted in 1972,the World Heritage List has continually evo
16、lved and is growing steadily.With this growth,a critical need has emerged for providing guidance to States Parties on the implementation of the Convention.Various expert meetings and results of Periodic Reporting have identified the need for more focused training and capacity development in specific
17、 areas where States Parties and World Heritage site managers require greater support.The development of a series of World Heritage Resource Manuals is a response to this need.The publication of the series is a joint undertaking by UNESCO as the Secretariat of the Convention and the three Advisory Bo
18、dies to the World Heritage Committee(ICCROM,ICOMOS and IUCN).The World Heritage Committee at its 30th session(Vilnius,Lithuania,July 2006)supported this initiative and requested that the Advisory Bodies and UNESCO proceed with the preparation and publication of a number of thematic Resource Manuals.
19、The Resource Manuals are intended to provide focused guidance on the implementation of the Convention to States Parties,heritage protection authorities,local governments,site managers and local communities linked to World Heritage sites,as well as other stakeholders in the identification and conserv
20、ation process.They aim to provide knowledge and assistance in ensuring a representative and credible World Heritage List consisting of well-protected and effectively managed properties.The manuals are being developed as user-friendly tools for capacity-building and awareness-raising on the World Her
21、itage Convention.They can be used independently for self-guided learning as well as material in training workshops and should complement the basic provisions for understanding the text of the Convention itself and the Operational Guidelines for implementation.The titles in this series are produced a
22、s PDF online documents which can be downloaded at https:/whc.unesco.org/en/resourcemanuals/.2ENHANCING OUR HERITAGE TOOLKIT 2.0Chapter Title 2FOREWORD BY THE DIRECTOR OF WORLD HERITAGEThis updated edition of the Enhancing our Heritage Toolkit is the result of more than 20 years of site-based learnin
23、g by doing.It is the fruit of significant cooperation between the UNESCO World Heritage Centre,the three Advisory Bodies to the World Heritage Committee(IUCN,ICOMOS,ICCROM)and many other partners.The first version of this Toolkit was developed in the early 2000s by a small team of specialists,with t
24、he active participation of World Heritage site managers from nine properties around the world.Drawing from the experiences of this group,the Toolkit was rooted in the day-to-day realities and requirements of the intended users:it aimed to help World Heritage site managers and other stakeholders invo
25、lved in the management of exceptional protected areas improve their capacities and reach their management objectives for the benefit of the global community.World Heritage properties and other heritage sites face many challenges that can,if not addressed,erode the heritage values for which they were
26、 inscribed on the World Heritage List or recognised as significant places to be preserved and protected.Those responsible for the conservation and management of such exceptional heritage,including heritage protection authorities,local governments,site managers and local communities,have the complex
27、task of anticipating and dealing with these challenges,most often in the face of limited financial and organisational capacity.Under these circumstances,it is incumbent upon them to invest in the most critical areas,ensuring that available resources are applied to their maximum effectiveness.The ini
28、tial Enhancing our Heritage Toolkit was inspired by various management effectiveness methodologies developed since the 1980s,such as the“Framework for Assessing the Management Effectiveness of Protected Areas”of the IUCN World Commission on Protected Areas.Designed primarily for natural World Herita
29、ge properties,its potential use for cultural properties was acknowledged from the outset,and this adaptability has been further expanded and reinforced in the present revised edition.The Toolkit 2.0 is the result of efforts to design a management effectiveness toolkit widely applicable to all World
30、Heritage properties and other heritage places.It offers an adaptable framework that can be applied to the specific needs of each heritage place,remains linked to many other tools and methodologies,and reflect the latest developments of the World Heritage system and the global field of heritage conse
31、rvation.The Enhancing Our Heritage Toolkit 2.0 contains twelve practical tools,each intending to help those responsible for the conservation of exceptional heritage sites connect the different elements of a comprehensive management framework.Designed as a series of separate exercises,the Toolkit is
32、user-friendly,flexible,and adaptable to local realities,aiming to raise capacity and awareness.The revised version focuses on critical elements of the management system,rather than assessing it in every detail,and engages with a wide range of actors.At the core of the Toolkit lie two processes desig
33、ned to be low-technology and low-cost,and therefore widely usable worldwide:information gathering and analysis.Overall,the Toolkit is oriented towards practical actions to be taken at the site level and beyond.The first edition of the Toolkit proved a great success from early on,as two of the nine p
34、ilot sites were removed from the List of World Heritage in Danger by the time the pilot activities were completed.In the intervening 12 years since its publication,the Toolkit has been widely used at many properties and helped States Parties manage their heritage of Outstanding Universal Value.The r
35、evised Toolkit was piloted at eight World Heritage properties,representing a range of cultural,natural and mixed sites across the different regions of the world,and the lessons learnt were reflected in the revised edition.3ENHANCING OUR HERITAGE TOOLKIT 2.0Foreword by the Director of World Heritage
36、With this updated and expanded approach,teachings from the last two decades have been incorporated to provide World Heritage stakeholders with the best Toolkit to manage their exceptional heritage.As the Convention concerning the Protection of the World Cultural and Natural Heritage recently celebra
37、ted its 50th anniversary under the theme of World Heritage as a source of resilience,humanity and innovation,it is more important than ever to strengthen capacity-building and training activities to ensure better protection and management for our precious World Heritage properties and their transmis
38、sion to future generations.This intention is also echoed in the historic MONDIACULT Declaration adopted by 150 States in September 2022 in Mexico,which affirms the role of culture and therefore heritage as a“global public good”and sets out a joint roadmap to strengthen public policies in this field.
39、Before inviting you to explore and use this Toolkit,I especially wish to thank the Advisory Bodies to the World Heritage Committee for their support in revising this essential tool for World Heritage properties,and especially the World Heritage Leadership Programme,which results from a partnership b
40、etween ICCROM and IUCN working in cooperation with the World Heritage Centre and ICOMOS and has played a crucial,leading role in the revision process thanks to support from the Norwegian Ministry of Climate and Environment,along with targeted support for this Toolkit from the Swiss Federal Office fo
41、r Environment.In closing,on behalf of the entire UNESCO World Heritage Centre,I wholeheartedly welcome the Enhancing Our Heritage Toolkit 2.0,which will doubtlessly become a crucial part of the ever-expanding set of resources made available by UNESCO to support the implementation of the World Herita
42、ge Convention and facilitate the many complex tasks associated with managing heritage sites.We wish those who put this Toolkit into practice the greatest success,and we look forward to seeing the positive impacts that the Enhancing our Heritage Toolkit will continue to have on exceptional heritage w
43、orldwide.Lazare Eloundou Assomo Director of World HeritageUNESCO4ENHANCING OUR HERITAGE TOOLKIT 2.0FOREWORD BY THE ADVISORY BODIES TO THE WORLD HERITAGE COMMITTEE The Enhancing our Heritage Toolkit 2.0 is a joint publication of UNESCO,the International Centre for the Study of the Preservation and Re
44、storation of Cultural Property(ICCROM),the International Council on Monuments and Sites(ICOMOS),and the International Union for Conservation of Nature(IUCN).This work has been generously supported by the Swiss Federal Office for the Environment(FOEN),through the framework of the ICCROM-IUCN World He
45、ritage Leadership Programme that is supported by the Norwegian Ministry of Climate and Environment.The Enhancing Our Heritage Toolkit 2.0 offers a self-assessment methodology to evaluate management effectiveness in a World Heritage property or other heritage place.A management effectiveness assessme
46、nt is the evaluation of how well a World Heritage property is being managed,primarily on the extent to which the heritage values of the property are being maintained and management objectives are being achieved.The Toolkit supports site managers in identifying ways to improve conservation practices,
47、management processes and resource allocation,particularly if used before reviewing or updating management plans.Numerous management effectiveness methodologies have been developed over the years and the IUCN Framework for Assessing the Management Effectiveness of Protected Areas(PAME)produced by the
48、 IUCN World Commission on Protected Areas(WCPA)formed the basis of developing the first Enhancing Our Heritage Toolkit in 2008.EoH 2.0 continues to be structured in the same way as the original version,while offering a flexible methodology that can be applied to the specific needs of each heritage p
49、lace,regardless of its category and designation.It also draws elements from,and establishes links with other existing methodologies to facilitate their integration such as the World Heritage Periodic Reporting questionnaire and the IUCN Green List Standard.The Toolkit has been revised and improved t
50、o reflect developments in the World Heritage system,as well as in the conservation field that evolved over the past decade.While the first Toolkit was developed primarily for natural World Heritage properties,its potential use for cultural properties was always acknowledged.The revision of the Toolk
51、it is the result of integrating the working methods of nature and culture within the scope of the World Heritage Convention,in particular through the Connecting Practice project of IUCN and ICOMOS,supported by The Christensen Fund.EoH 2.0 is a product of testing efforts at 26 World Heritage properti
52、es,representing a range of cultural,natural and mixed properties from across the world,and has been refined based on the lessons learned from these testing cases.The Toolkit can be applied to all types of heritage,whether natural,cultural or combinations of both.While there is a focus on World Herit
53、age it can also be applied to all heritage places.World Heritage properties have its own unique Outstanding Universal Value and an effective management system depends on the type,characteristics and needs of the World Heritage property and its social,economic and environmental context.It is critical
54、 to evaluate the management system on a regular basis to ensure that management is effective,to better understand what is and what is not working,and to plan any necessary changes as efficiently as possible.Therefore,management effectiveness assessments should be incorporated as part of the manageme
55、nt cycle and repeated at regular intervals.5ENHANCING OUR HERITAGE TOOLKIT 2.0Foreword by the Advisory Bodies to the World Heritage Committee The Toolkit is organized around a set of 12 tools,each looking at critical elements of the management system for the heritage place.Each tool has a specific p
56、urpose and includes guidance to help users engage in full and open discussions about those management elements.EoH 2.0 can be adapted and tailored to suit the unique characteristics and context of different sites and encourages the engagement of a wide range of actors in its application,promoting co
57、llaboration and inclusivity.ICCROM,IUCN and ICOMOS are deeply grateful to all those that have contributed to the development of EoH 2.0.It has been a collaborative effort involving various professionals and organizations,including the Executive Group,reviewers,coordinators,and managers of World Heri
58、tage properties who participated in its refinement.The Advisory Bodies are positive that this resource manual will be useful to all those involved in World Heritage management,to support better planning,implementation and evaluation of all conservation and management actions that will enable our col
59、lective efforts of protecting World Heritage sites for the future generation.Webber NdoroDirector GeneralICCROM Grethel AguilarDirector General IUCN Teresa PatricioPresidentICOMOS InternationalMadhu RaoChair IUCN World Commission on Protected Areas 6ENHANCING OUR HERITAGE TOOLKIT 2.0Chapter Title 2C
60、ONTENTSFOREWORD BY THE DIRECTOR OF WORLD HERITAGE.2FOREWORD BY THE ADVISORY BODIES TO THE WORLD HERITAGE COMMITTEE.4WHAT IS THE ENHANCING OUR HERITAGE TOOLKIT 2.0?.71.INTRODUCTION TO THE ENHANCING OUR HERITAGE TOOLKIT 2.0.81.1 What is a management effectiveness assessment?.91.2 How is EoH different
61、from other management assessment methodologies?.102.USING THIS TOOLKIT.112.1 Why use this Toolkit?.112.2 Who is the Toolkit for?How will it help you?.112.3 How does the Toolkit work?.112.4 How to use the Toolkit?.132.5 When to use the Toolkit?.163.HOW TO START A MANAGEMENT EFFECTIVENESS ASSESSMENT.1
62、73.1 Who should be involved in the assessment?.173.2 Roles and responsibilities during the assessment.183.3 Important concepts.194.THE MAIN PHASES OF THE ASSESSMENT.254.1 Phase 1 Preparing.254.2 Phase 2 Gathering information.264.3 Phase 3-Implementing .274.4 Phase 4-Reporting and acting on findings.
63、285.THE EOH 2.0 ASSESSMENT TOOLS.29Tool 1 Values,attributes and management objectives.30Tool 2 Factors affecting the property.36Tool 3 Boundaries,buffer zones and the wider setting.40Tool 4 Governance arrangements.46Tool 5 Legal,regulatory and customary framework.57Tool 6 Management planning framewo
64、rk.66Tool 7 Needs and inputs.75Tool 8 Management processes.85Tool 9 Implementation of management measures.102Tool 10 Outputs Monitoring productivity.110Tool 11 Outcomes Monitoring the state of conservation.114Tool 12 Review of management effectiveness assessment findings.118 What next?Making evaluat
65、ion part of the management cycle.123GLOSSARY.124REFERENCES.129ACKNOWLEDGEMENTS.130CONTACT INFORMATION.1327ENHANCING OUR HERITAGE TOOLKIT 2.0Chapter Title 2WHAT IS THE ENHANCING OUR HERITAGE TOOLKIT 2.0?This updated version of the Enhancing our Heritage Toolkit offers a self-assessment methodology to
66、 identify how well a World Heritage property or other heritage place is being managed.The Toolkit contains 12 tools that can be used separately or collectively to evaluate the effectiveness of the management system for the World Heritage property or heritage place.While there is a focus on World Her
67、itage properties,the Toolkit can be applied to all heritage places,whether natural,cultural or combinations of both.This Toolkit will guide you through a four-phase process to help you identify and respond to current management challenges:Using the Toolkit requires a dedicated implementation team an
68、d the participation of a wide range of people involved in the management of the World Heritage property or other heritage place.The assessment process offers an opportunity for people to work together and strengthen collaboration.A participatory and well-structured process will also generate collect
69、ive support for the changes that are needed to improve the management system,and to protect and manage the World Heritage property or other heritage place for future generations.The following icons are used throughout the Toolkit:Tips and advice.Reminders and warnings Examples There are hyperlinks t
70、o the Glossary for all key terms in the text(e.g.values).Artboard 31Artboard 32Assemble the teamConvene introduction workshopCustomize the Toolkit according to needsDevelop assessment processGather information as a basis for the assessmentSet up a system for exchanging and storing informationRevise
71、assessment process based on information availableReporting andactingCarry out assessment workshopsComplete assessment worksheetsIdentify follow-up actions to address management gaps and challengesAnalyse findings and prioritize follow-up actionsCompile report summarizing assessment process and inclu
72、ding action planImplement action plan1234PreparingGatheringinformationImplementing8ENHANCING OUR HERITAGE TOOLKIT 2.0Chapter Title 21.INTRODUCTION TO THE ENHANCING OUR HERITAGE TOOLKIT 2.0The idea of identifying and protecting the worlds most important natural and cultural heritage has captured the
73、imagination and commitment of people and governments around the world.This was enshrined in the World Heritage Convention in 1972,and its subsequent ratification by 195 countries so far,all of which have committed themselves to ensuring the protection of their cultural and natural heritage considere
74、d to be of Outstanding Universal Value to humankind.As a result,over 1,100 properties have now been inscribed on the World Heritage List.Strong political ambition to listing these properties is not always matched by the commitment needed to ensure their long-term protection.Therefore,improving manag
75、ement effectiveness and making the best use of available resources and opportunities has become a priority for the heritage community.Interest in assessing the management quality of protected areas can be traced back to the 1980s,and numerous management effectiveness methodologies have been develope
76、d over the years.One of the most internationally used methods is the IUCN Framework for Assessing the Management Effectiveness of Protected Areas(PAME)(Hockings et al.,2006).This framework formed the basis for the development of the first Enhancing Our Heritage Toolkit(Hockings et al.,2008)in 2008,a
77、nd continues to structure this new version.While the first Toolkit was developed primarily for natural World Heritage properties,its potential use for cultural properties was always acknowledged.The Enhancing our Heritage Toolkit 2.0(hereafter referred to as EoH 2.0 or the Toolkit)is the result of e
78、fforts to design an assessment system for management effectiveness that could be broadly applied to all World Heritage properties,as well as other heritage places.Although structured in the same way as the original version,EoH 2.0 offers a flexible methodology that can be applied to the specific nee
79、ds of each heritage place,regardless of its category and designation.EoH 2.0 also draws elements from,and establishes links with,other existing methodologies to facilitate their integration.The Toolkit has been revised and improved to reflect developments in the World Heritage system,as well as in t
80、he conservation field,over the past decade.The following elements have informed the work to revise and strengthen the Toolkit:Applicability to all World Heritage properties,as well as other heritage places,while retaining as much of the original methodology and approach as possible;A focus on critic
81、al elements of the management system,rather than a detailed assessment of all its aspects;Ability to engage a wide range of actors,without the need for additional tools;A standardized set of worksheets,which can be adapted to specific needs and situations;Information gathering and analysis based on
82、low-technology and low-cost processes;Self-assessment and an action-oriented methodology.EoH 2.0 is a product of testing efforts at 26 World Heritage properties,1 representing a range of cultural,natural and mixed properties from across the world,and has been refined based on the lessons learned fro
83、m these test cases.1 For the complete list of properties used as testing cases,see Acknowledgments.9ENHANCING OUR HERITAGE TOOLKIT 2.0Introduction to the Enhancing our Heritage Toolkit 2.0 11.1 WHAT IS A MANAGEMENT EFFECTIVENESS ASSESSMENT?World Heritage properties and other heritage places constant
84、ly face challenges and threats which require strategic,sustained,and long-term management measures to make sure they maintain their Outstanding Universal Value(OUV)and other important values.A management effectiveness assessment is defined as the evaluation of how well a World Heritage property or o
85、ther heritage place is being managed primarily,the extent to which the values of the property are being maintained and management objectives are being achieved.An effective management system depends on the type,characteristics and needs of the World Heritage property or other heritage place and its
86、social,economic and environmental context.It is critical to evaluate the management system on a regular basis to ensure that management is effective,to better understand what is and what is not working,and to plan any necessary changes as efficiently as possible.Therefore,management effectiveness as
87、sessments should be incorporated as part of the management cycle and repeated at regular intervals.Evaluation and planning processes should also be seen as interdependent management processes.Management effectiveness assessments include an appraisal of whether and how management plans and other plan
88、ning instruments are being implemented and whether desired outcomes are being achieved.This type of assessment can be particularly important before reviewing or updating plans,so that the findings and recommendations can inform future plans,resource allocation and management measures.Assessments of
89、management effectiveness have emerged as an important tool for assisting managers and other actors to:reflect on their experience;improve the way resources are allocated;plan for the effective management of potential threats and opportunities;and understand whether management measures are being impl
90、emented successfully.Throughout the Toolkit,the phrase World Heritage property or other heritage place is used to remind readers that EoH 2.0 can be used to assess the management effectiveness of both.Therefore,in many parts of the document,property and place are used interchangeably.However,in thos
91、e cases where processes only apply to World Heritage properties,then this is clearly specified.Artboard 3110ENHANCING OUR HERITAGE TOOLKIT 2.0Introduction to the Enhancing our Heritage Toolkit 2.0 11.2 HOW IS EOH 2.0 DIFFERENT FROM OTHER MANAGEMENT ASSESSMENT METHODOLOGIES?EoH 2.0 offers a detailed
92、management effectiveness methodology which is suitable to the specific needs of World Heritage properties and other heritage places.It is designed for internal evaluation and self-assessment at site level,and is distinct and independent from statutory processes associated with the World Heritage Con
93、vention such as Periodic Reporting2 and Reactive Monitoring.3 The Toolkit draws on and links with other existing management effectiveness methodologies and assessment tools such as the IMET(Integrated Management Effectiveness Tool)(Paolini et al.,2006),IUCNs World Heritage Outlook Assessment(Osipova
94、 et al.,2020)and the Green List of Protected and Conserved Areas(IUCN and World Commission on Protected Areas(WCPA),2017).While some of these methodologies may appear similar,they have different goals.EoH 2.0 is different from the above methodologies in three important ways:1.It is the only manageme
95、nt effectiveness methodology specifically tailored to all types of heritage places.It has been developed to suit cultural and natural heritage places and,while there is a focus on World Heritage properties,it can be applied to all heritage places,regardless of designation(s)at international,national
96、 and/or local levels.2.It is a fully self-assessed methodology.Unlike some of the other methodologies,which are externally led(such as the IUCN World Heritage Outlook Assessment),or need a level of external validation(such as the IUCN Green List),or share information with external actors(such as the
97、 Periodic Reporting exercise),EoH 2.0 is designed to be used directly by managers generally without external support,validation or information sharing.3.It is the most detailed and comprehensive management assessment methodology.EoH 2.0 contains a set of 12 practical tools tailored to make in-depth
98、assessments of critical elements of the management system for a World Heritage property or other heritage place.It uses a participatory process to help you better understand the underlying reasons why certain elements of the management system may not be working as effectively as they could be.Based
99、on a crosswalk analysis of seven commonly used assessment methods with the IUCN Green List of Protected and Conserved Areas Standard,EoH 2.0 provides the highest coverage of criteria of the Green List Standard.For further information on how EoH 2.0 relates to the Green List,please consult the Crossw
100、alk Analysis of Protected Areas Effectiveness Assessment Methods and the IUCN Green List Standard:Summary Report.(UNEP-WCMC and IUCN,2022).2 A statutory requirement of the World Heritage Convention that requests States Parties to submit a report usually every six years on the legislative and adminis
101、trative provisions they have adopted and other actions which they have taken for the application of the Convention,including the state of conservation of the World Heritage properties located on their territories.3 The statutory process of reporting by the Secretariat,other sectors of UNESCO and the
102、 Advisory Bodies to the World Heritage Committee on the state of conservation of specific World Heritage properties that are under threat.11ENHANCING OUR HERITAGE TOOLKIT 2.0Chapter Title 22.USING THIS TOOLKITThis Toolkit offers a self-assessment methodology to identify how well a World Heritage pro
103、perty or other heritage place is being managed.2.1 WHY USE THIS TOOLKIT?The inscription of a property on the World Heritage List implies that there is an adequate management system in place to ensure its safeguarding for present and future generations.However,despite the best efforts of State Partie
104、s,and the input of considerable financial and human resources,many World Heritage properties and other heritage places are under threat from a range of factors affecting their state of conservation(e.g.inappropriate development,mass tourism,pollution,physical resource extraction or climate change).W
105、hat can be done to better respond to those factors?Are they arising from critical management weaknesses?If so,how can the management effectiveness of the property be improved?This Toolkit provides practical guidance for assessing the management effectiveness of World Heritage properties,whether they
106、 are natural,cultural or mixed.It aims to serve as:A methodology to identify achievements and actions needed to improve management.A collection of tools that can be used separately or collectively to better understand the strengths and challenges of different elements of the management system.A guid
107、e to assist people with responsibilities for managing World Heritage properties to promote discussion,participation and transparency on how management measures are planned,resources are used,and decisions are made.2.2 WHO IS THE TOOLKIT FOR?HOW WILL IT HELP YOU?This Toolkit is available to all peopl
108、e interested in protecting cultural and natural heritage,although it has been designed especially for professionals and institutions who are responsible for managing World Heritage properties.It offers a generic approach that can be adapted to different needs and contexts,allowing it to be used acro
109、ss the world and for all types of heritage places.The Toolkit will help you:Get the full picture of how well your heritage place is being managed and understand in detail what is working well and what can be done better.Identify ways to improve conservation practices,management processes and resourc
110、e allocation.Strengthen collaboration between different actors and promote accountability.Develop measures and agreed actions to address management gaps and challenges,and improve future planning processes.Generate widespread support for what needs to change to improve the management system of the h
111、eritage place.2.3 HOW DOES THE TOOLKIT WORK?The Toolkit is organized around a set of 12 tools,each looking at critical elements of the management system for the heritage place.Each tool has a specific purpose and includes guidance to help users engage in full and open discussions about those managem
112、ent elements.To facilitate their use,the tools are accompanied by worksheets in the form of either a template to help compile information in a systematic way or a questionnaire to help users identify opportunities and necessary actions.Together,the tools offer an iterative methodology that will enab
113、le you and all those involved in the assessment to identify what is working well and what can be done better.12ENHANCING OUR HERITAGE TOOLKIT 2.0Using this Toolkit 2THE EOH 2.0 ASSESSMENT TOOLS Tool 1:Values,attributes and management objectives Assesses the understanding of the values and attributes
114、 of the World Heritage property or other heritage place,and whether existing management objectives are appropriate to guide the management system.Tool 2:Factors affecting the property Assesses if factors that affect or could potentially affect the property or heritage place are known,well understood
115、 and documented.It also analyses the adequateness of management measures for the identified factors.Tool 3:Boundaries,buffer zones and wider setting Assesses different aspects of the configuration of the World Heritage property or other heritage place to examine their appropriateness,as well the int
116、eractions between the property,its buffer zone and wider setting.Tool 4:Governance arrangements Assesses if the roles and responsibilities of different managers are clearly defined,if there is effective coordination between them,and the level of engagement of rights-holders in the management of the
117、property or other heritage place.Tool 5:Legal,regulatory and customary framework Assesses how policies,legislation,customary practices and other legal and regulatory instruments are used to manage the property or other heritage place.Tool 6:Management planning framework Provides an overview of the e
118、ffectiveness of the planning framework and assesses the adequacy of the management plan or other main planning instrument used to guide management.Tool 7:Needs and inputs Assesses if current human capacity and financial,material and technological resources are adequate to effectively manage the prop
119、erty or other heritage place.Tool 8:Management processes Assesses the appropriateness of management processes by examining if there are policies and procedures in place to ensure that processes are implemented according to good practices and desired standards.Tool 9:Implementation of management meas
120、ures Assesses progress in implementing the management plan,subsidiary plans,and relevant work programmes.Tool 10:Outputs Monitoring productivity Assesses the delivery of outputs resulting from the implementation of planned actions,routine work and management processes.Tool 11:Outcomes Monitoring sta
121、te of conservation Examines whether monitoring programmes are adequate to assess the state of conservation of the property and if its values are being maintained.Tool 12:Review of management effectiveness assessment results Summarizes the findings of the assessment and helps to prioritize future fol
122、low-up actions.13ENHANCING OUR HERITAGE TOOLKIT 2.0Using this Toolkit 22.4 HOW TO USE THE TOOLKIT?As all heritage places are different,you will need to adjust and adapt the use of the Toolkit to your own situation.The scale and detail of each assessment will vary depending on its purpose and the wil
123、lingness of various people to undertake the assessment,as well as the time they are willing to commit to it,and the information,resources and capacity available.Overall,the assessment should be relatively straightforward and inexpensive to implement.If management effectiveness is new to you,it is ad
124、visable to follow the Toolkit from the beginning and aim to use all 12 tools.This will allow you to run a complete diagnosis to determine the main strengths and challenges of existing management mechanisms.However,if certain mechanisms are not yet in place,you will not be able to use all of the work
125、sheets that accompany the tools.For example,if there is no management plan or other main planning instrument to guide management at your heritage place,then Worksheet 6b designed to assess how adequate that plan is cannot be completed.That said,you can still use parts of the guidance associated with
126、 that worksheet to discuss why there is no such plan,whether one is necessary,and identify follow-up actions necessary for developing a plan.If using all the tools seems to be too complex,you can initially select a few tools to apply to critical issues that you know already require attention.While f
127、rom an evaluation perspective such an assessment will inevitably be incomplete,it can still provide useful information,which you can build upon and improve in the future by using the remaining tools.You can also use the tools selectively to complement existing monitoring and evaluation methods and a
128、void repeating prior work.In such cases,you can replace the suggested worksheets with what you already use,or you can create something hybrid,by incorporating aspects of the worksheets into what you already use.Remember that the worksheets are generic and can be adapted to your specific context.For
129、instance,new sections can be added,and sections that do not apply can be omitted,as long as this does not undermine the purpose of the tool.Certain types of heritage places may require a more flexible use of the Toolkit.This is particularly the case for serial World Heritage properties.Here,you will
130、 need to decide how best to adapt the use of the tools to your needs,the complexities of the property and the management system in place.Box 2.1 outlines how you can determine which approach is best for your situation.14ENHANCING OUR HERITAGE TOOLKIT 2.0Using this Toolkit 2Box 2.1.How to use the EoH
131、 2.0 Toolkit?Determine which approach is best for your situation and heritage place:Management effectiveness assessments are new to you and you want to do a full diagnosis.The Toolkit will help you understand the purpose of each tool and take you through a systematic process to assess critical eleme
132、nts of the management system for the heritage place you are working with.Even if you are not ready to use all the worksheets that accompany the tools(e.g.because certain management mechanisms are not in place),that is not a problem.You can adapt the worksheets to your circumstances and focus on the
133、important questions underpinning each tool.You are not ready yet to use all the tools but want to start addressing some critical issues that you know require attention.Perhaps you are concerned that people will find the process too complex and time-consuming and will not want to get involved.Perhaps
134、 you feel that they will get discouraged if they recognize that certain management mechanisms are not yet in place.In this case,you may prefer to start by undertaking a partial assessment to understand and address critical issues that have previously been identified.Or you might want to use as many
135、tools as possible,based on what your management mechanisms allow at a particular point in time.You can always build upon the findings of your first efforts by using the other tools at a later date,or by digging deeper into the tools that you have already applied.Start by studying the specific object
136、ives of each tool and its accompanying worksheet(s),then discuss what combination of tools and worksheets you want to use and,finally,use these to develop a plan for the assessment.Note that Tools 1 and 2 should always be completed,as they provide the foundations for the use of the other tools.You w
137、ant to use the tools selectively to complement existing assessment efforts addressing the same topics.Maybe you have already identified other methods to explore the critical management issues embedded in some of the EOH 2.0 tools and you dont want to repeat previous efforts this is often the case fo
138、r worksheets that help you compile existing information and data.In such cases,you can replace the worksheets by the alternative methods or adapt the worksheets to limit data gathering and analysis to elements not yet fully covered.Just make sure that you still draw the necessary conclusions,identif
139、y gaps and challenges,and agree on necessary follow-up actions.Check the list of questions provided to help you with the final steps of completing each worksheet.You have already used other management effectiveness methodologies but want to undertake a more in-depth assessment that is specific to th
140、e needs of a World Heritage property.EoH 2.0 allows you to undertake an assessment that focuses on the Outstanding Universal Value of the property and is more in-depth and detailed than other management effectiveness methodologies.This might require extra effort,especially when you are using the Too
141、lkit for the first time.This is why it is suggested that you use the Toolkit only at certain points in your management cycle.To facilitate the transition from one methodology to another,EoH 2.0 includes a number of revisions to make sure it comprises all the critical aspects of those other methodolo
142、gies.Although EoH 2.0 is designed to fit the particular needs of World Heritage properties,this does not prevent you from applying the Toolkit to other heritage places,since values are always used as the foundation for the assessment.15ENHANCING OUR HERITAGE TOOLKIT 2.0Using this Toolkit 2Box 2.1.Ho
143、w to use the EoH 2.0 Toolkit?(continued)You want to use the Toolkit for a serial property or one with complex governance and management arrangements.Certain types of heritage places require more complex management systems,involving multiple actors and sometimes across different countries(e.g.World H
144、eritage transboundary and transnational properties).Adapting the use of the Toolkit to these situations can be challenging,but it is possible.Remember,this is a Toolkit that is designed to be adapted to your particular context.This means you can adapt the worksheets to analyse certain elements from
145、multiple perspectives but also reapply them to examine the particular management mechanisms of the component parts of serial properties.For instance,the legal framework can change from one component to another if they are located in different countries,or within different administrative regions.In s
146、uch circumstances,you can complete the same worksheet for each component and then analyse them collectively.Remember that regardless of the number of component parts,serial properties are included on the World Heritage List in their entirety that is,they count as a single property.Therefore,the mana
147、gement effectiveness assessment should provide insights for the property as a whole,as well as for each component part.You work or are involved with a heritage place that is not included on the World Heritage List.You can use the EoH 2.0 Toolkit for any heritage place and you are encouraged to do so
148、.You may be thinking of nominating a place for inscription on the World Heritage List,for which you want to build a complete picture of the effectiveness of existing management mechanisms and how they might be improved.Or you may want to improve the management at a heritage place,regardless of any d
149、esignation that it has.All heritage places are important and,therefore,should be effectively managed to ensure that they are protected for future generations.The tools address management elements that apply to all heritage places,whether World Heritage listed or not.EoH 2.0 includes a few steps in s
150、ome of the tools that are specific to World Heritage properties;for non-World Heritage properties,you can skip those steps and,as always,adapt the tools and worksheets to your needs.Your heritage place has a traditional management system.Although it is best suited to use by formal public administrat
151、ion systems,EoH 2.0 includes considerations and questions related to traditional management practices and governance arrangements.You will see that there are numerous references to the need to respect the rights,responsibilities,knowledge and experiences of Indigenous Peoples and local communities a
152、nd their connections with the heritage place.This is a Toolkit you can adapt to your needs by retaining what you find helpful and adding extra elements where necessary.You might even develop your own versions of the worksheets,just as long as you respect the specific objectives of each of the tools.
153、You can also choose to focus on the set of reflection questions included at the end of each worksheet developed to help you analyse critical issues,draw conclusions and identify what actions are needed.All heritage places are distinctive and special and so should be the way in which you use this Too
154、lkit.Make it your own!16ENHANCING OUR HERITAGE TOOLKIT 2.0Using this Toolkit 22.5 WHEN TO USE THE TOOLKIT?Management effectiveness assessments are most useful if repeated at regular intervals,preferably aligned with the management cycle(e.g.linked to revisions of the management plan),to monitor chan
155、ge and help identify progress and improvements.A five-year interval is generally considered adequate for this,but if the management cycle is longer,you can repeat the assessment mid-term(e.g.every three or four years).In addition,some of the tools can be used separately between full assessments and
156、repeated as necessary to help inform decision-making throughout the management cycle.Figure 2.1.Suggested frequency for use of the tools(as part of an overall assessment cycle).Assessment frequency Factors affecting the propertyValues,attributes and management objectivesGovernance arrangementsLegal,
157、regulatory and customary frameworkManagement planning frameworkBoundaries,buffer zones and wider settingManagement processesReview ofassessment findings Outputs:Monitoring productivityNeeds and inputsOutcomes:Monitoring state of conservationImplementation of management measures2.7.11.1.4.5.6.3.8.12.
158、9.10.17ENHANCING OUR HERITAGE TOOLKIT 2.03.HOW TO START A MANAGEMENT EFFECTIVENESS ASSESSMENT The Toolkit is based on a four-phase collaborative process for designing and carrying out a management effectiveness assessment for a World Heritage property or other heritage place.The purpose is to develo
159、p a participatory approach that enables multiple actors involved in the management of the heritage place to come together and explore ways to respond to challenges.Therefore,this is not simply a technical exercise;rather,it is an opportunity to gain a collective understanding of the World Heritage p
160、roperty or other heritage place and generate concrete responses to improve its management system.The quality of the process is as important as the results of the assessment.To use the Toolkit,you will need to involve different actors and collect different types of data and information.This requires
161、organization,time and commitment,especially when you are doing this for the first time.While applying the Toolkit can be challenging at times,a well-designed and well-conducted process will be rewarding and will positively reinforce long-term collaboration between managers.The total length of the as
162、sessment,and the resources needed,will largely depend on:the scale and detail of the assessment;the complexity of your World Heritage property or other heritage place;and the existing management mechanisms.This process should be seen as an opportunity for exchange and reflection in order to facilita
163、te future management.The real work of effective management begins with the implementation of the findings arising from the assessment.3.1 WHO SHOULD BE INVOLVED IN THE ASSESSMENT?EoH 2.0 is essentially designed as a participatory process for use by managers at local,regional and national levels.Reme
164、mber,for the purpose of this Toolkit,the term managers refers to actors with legal or customary authority and/or recognized responsibilities for managing all or part of the heritage place.Furthermore,rights-holders with socially recognized responsibilities for managing the heritage place,or heritage
165、 resources within the place,should also be considered as managers.Ideally,all those involved in the governance and management of the World Heritage property or other heritage place should take part in the management effectiveness assessment.In practice,their involvement will vary with each heritage
166、place.Deciding who should take part,and exactly where in the process,needs to be considered carefully in advance.Section 4.1 provides information to help you decide who should be involved and how to bring them on board.In brief,some general guidelines are:a.Include key personnel or individuals from
167、the main organization(s)or group(s)with recognized legal and/or customary responsibilities,from a heritage perspective,to manage the World Heritage property or other heritage place,as well as any buffer zone.b.Identify representatives from other organizations,government departments or groups with no
168、n-specific heritage responsibilities for the property,its buffer zone and its wider setting.c.Engage other actors with responsibility for addressing factors affecting the property,originating both within and beyond the boundaries of the property.18ENHANCING OUR HERITAGE TOOLKIT 2.0How to start a man
169、agement effectiveness assessment 33.2 ROLES AND RESPONSIBILITIES DURING THE ASSESSMENT Since the assessment will engage a wide range of people,defining roles and responsibilities up front is critical.There are four main roles:Figure 3.1 Roles and responsibilities in the assessment The first step is
170、to decide who will convene the assessment and establish the assessment team.The role of convenor is normally taken on by the main organization or group responsible for managing the World Heritage property or other heritage place.If there is more than one responsible organization or group for the man
171、agement of the property,and it is unclear who should assume the role of convenor,you must decide who is in the best position to lead the assessment and to build and retain trust throughout the whole process.The convenor should be largely accepted and respected by the other actors and have the capaci
172、ty and institutional resources to coordinate the different phases of the assessment.The convenor will also be responsible for inviting people to participate in the assessment and,in principle,host meetings and workshops during the assessment process.Alternatively,there can be several hosts,with diff
173、erent institutions hosting different activities.The convenor will also establish the implementation team,who will be responsible for leading the assessment process,collecting and managing information,compiling the findings of the assessment and representing the wider group of people involved in the
174、assessment.It is preferable to make this team a small,carefully selected group.There are two important elements to consider:representation and appropriate skills.The team should include people from the convenor organization and from other organizations or groups to ensure that diverse actors involve
175、d in the management system are represented.You will need individuals who can work collaboratively as part of a team,are well organized,and who have good communication and problem-solving skills.Within this team,it is important to identify who will lead the discussions(the facilitators)and who will r
176、ecord the discussions and findings of the implementation team(the notetakers).Facilitators should be selected based on their facilitation skills and abilities to:maintain a neutral position;ensure a fair and equitable process that is unbiased towards the interests of any one actor;and mediate and re
177、direct discussion when challenges arise.In certain circumstances,it may help to engage an impartial external facilitator(s)with expertise in assessment procedures and knowledge of heritage management.Notetakers will work closely with the facilitators to capture information presented during discussio
178、ns and help complete the EoH 2.0 worksheets.They should,therefore,have good listening,writing,analytical and reporting skills.FacilitatorNotetakerConvenorImplementationteamLeads the assessment,collects and manages the information and compiles the conclusions and final report.Convenes the assessment,
179、invites participants and establishes the implementation team.Records and organizes information,summarizes discussions and helps complete the worksheets.Enables participants to use the tools,facilitates discussions and promotes understanding and consensus.19ENHANCING OUR HERITAGE TOOLKIT 2.0How to st
180、art a management effectiveness assessment 33.3 IMPORTANT CONCEPTS The assessment will produce the best results if it is based on a collaborative process and involves all the actors responsible for managing the World Heritage property or other heritage place.Since some of these actors may have respon
181、sibilities that are not heritage-specific,they may not be familiar with certain concepts used in the Toolkit.It is important that all those participating in the assessment process have a basic understanding of the most important concepts and terms.This can avoid confusion,misunderstandings and unnec
182、essary frustration or delay during the assessment.Otherwise,people may feel left out or afraid of participating in the discussions.In some situations,initial capacity-building may be needed for different audiences;if that is the case,you should incorporate it into Phase 1 of the assessment process.T
183、he Toolkit includes a Glossary with definitions for most of the technical terms that you will need to use.Some concepts are critical to start a conversation,and they require an in-depth understanding.These key concepts are described in detail below.VALUESHeritage values are the reasons why a heritag
184、e place is considered important to be protected for present and future generations.These values are socially determined(i.e.,significance is ascribed by communities or cultural groups)and dependent on a range of social and cultural experiences.What is valued by one section of a society may not be va
185、lued by another,or may be valued for different reasons.Heritage places always have a range of values:aesthetic,architectural,biological,ecological,historic,archaeological,scientific,geological,social,spiritual,educational,etc.The combination and interactions of different values,including their accum
186、ulation over time,constitutes the significance of the heritage place.Since not everyone values the heritage place for the same reasons or at an equal level,significance is often considered in terms of different levels:international,national and local.This would be the case for a World Heritage prope
187、rty where the focus of inscription on the World Heritage List is on Outstanding Universal Value(OUV).However,that property will invariably have a range of other values at national and local levels that are also part of its overall significance.These other values should be well understood to ensure t
188、hat the management system,while giving priority to the propertys OUV,applies a holistic approach that integrates all values.It is important to remember that people often want to protect a place for reasons other than seeing it as their heritage,and that certain groups use the word value in different
189、 ways to its heritage meaning.This is where it is also important to recall that heritage,for the purpose of this Toolkit,is defined as all inherited resources and/or assets which people value for reasons beyond mere utility.This may sound like a subtle difference,but it is one that is fundamental.Th
190、e most obvious example is economic importance.A heritage place may provide economic benefits that support many peoples livelihoods,but this does not constitute a reason why people consider it as their heritage.As such,the term benefit is preferred when referring to situations when a recipient(whethe
191、r an individual,a group or a society)derives utility whether in monetary terms or in-kind goods,services and transactions from the existence or protection of a heritage place.Since values are socially determined and are essentially intangible(i.e.,non-material),it is necessary to identify which attr
192、ibutes convey them.Attributes are the focus of management and conservation actions.20ENHANCING OUR HERITAGE TOOLKIT 2.0How to start a management effectiveness assessment 3ATTRIBUTESAttributes are the elements of a World Heritage property or other heritage place which convey its heritage values and e
193、nable an understanding of those values.They can be physical qualities,material fabric and other tangible features,but can also be processes,social arrangements or cultural practices,as well as intangible aspects such as associations and relationships.Identifying attributes is also vital to understan
194、ding the conditions of authenticity and integrity of a heritage place.Distinguishing between values and attributes can be a complex task and the two concepts are often confused.One simple way to distinguish between them is to ask:Why is the heritage place important?(the answer will be about values).
195、What do I need to protect and conserve to maintain the places significance?(the answer will be about attributes).In general,people find it easier to identify the attributes,particularly physical ones(e.g.buildings,natural features,or materials).However,while identifying the attributes is important,i
196、t is critical that you consider fully why the heritage place is important(the values)and this can have multiple answers,as mentioned above.Otherwise,you may be directing your management efforts to conserving certain attributes and neglecting others.This can often be the case for attributes such as p
197、rocesses,practices or relationships,which are difficult to define and identify.If the why is clear,then it will be easier to decide what needs to be protected in the heritage place,and how to do it.These distinctions are especially important when difficult and unusual situations arise that have an e
198、ffect on multiple attributes,or even on the heritage place as a whole.For example,in the case of a natural disaster or a proposal for a high-impact development,or even social dynamics that can gradually lead to a change in the perception of why the place is important,and to whom.Attributes are the f
199、ocus of protection,conservation,and management because it is by implementing concrete actions on the attributes,or on the factors impacting them,that you will be able to maintain the values in the long term.Do not do forget,however,that taking no action,is in fact a management action.If things are s
200、table in general and there are no major factors affecting(or likely to affect in the near future)the attributes,then no immediate or major action is necessary.MANAGEMENT SYSTEMAll World Heritage properties and other heritage places must have a management system in place to ensure they are protected
201、for future generations.The world is increasingly interconnected and actions in one part can have effects on the planet as a whole(e.g.climate change).Therefore,leaving things to chance or business as usual are no longer viable management strategies.For the purpose of this Toolkit,a management system
202、 is defined as the combination of institutional structures,instruments and processes which together ensure the effective protection of the heritage place for present and future generations.An effective management system depends on the type,characteristics and needs of the heritage place and its soci
203、al,economic and environmental context.Therefore,management systems may vary according to different socio-cultural perspectives,the resources available and other aspects,and may incorporate traditional,formal and informal instruments,practices and processes.In recognizing such diversity,any managemen
204、t system should be based on:a comprehensive,shared understanding of the property or heritage place,including its values and attributes,by all managers;a respect for diversity,equity,gender equality and human rights,and the use of inclusive and participatory decision-making and management processes;a
205、 cycle of planning,implementation,monitoring and evaluation;mechanisms for the involvement and coordination of activities between different managers;the allocation and sustainability of necessary human,financial and material resources;continuous learning and capacity-building;and an accountable and
206、transparent description of how the management system functions.21ENHANCING OUR HERITAGE TOOLKIT 2.0How to start a management effectiveness assessment 3The term system implies that all these elements of a management system are interconnected,and when acting together assume a larger scheme or structur
207、e.Changing or adding an element or an interconnection may affect how the whole management system works.Identifying the different elements of your heritage places management system can be challenging,particularly if it involves multiple managers with different mandates who use different instruments a
208、nd practices to exercise their rights and responsibilities.Describing how everything comes together and is coordinated may sometimes seem impossible.Each of the EoH 2.0 tools allows you to explore critical elements of a management system in order to better understand what those elements look like in
209、 relation to your particular heritage place.The tools are also designed to help you identify important interconnections between those elements.Note that the Toolkit is not intended to examine every single detail of the management system,but rather the elements that every World Heritage property shou
210、ld have.You can also think of the Toolkit as a general check-up,similar to one you might undertake for health reasons.GOVERNANCE Wherever choices and decisions are made about the protection of a World Heritage property or other heritage place,some form of governance system exists which enables peopl
211、e to exercise their rights,influence,authority and responsibilities over that place.Therefore,understanding who takes those decisions and how they make them is important in assessing how well that property or place is being protected.The concept of governance has grown in importance over the past de
212、cade and is now used in many contexts.Consequently,there are different views as to what governance means.Often governance is inaccurately used as a synonym for government.Whereas government refers to a set of institutions responsible for administrating a country or state,the term governance can be u
213、sed in a broader sense and applied across a wider range of circumstances.It is common to talk about the governance of a financial market or the governance of a company,as well as the governance of a heritage place or a territory.For the purposes of this Toolkit,governance comprises all the interacti
214、ons among administrative structures,processes and traditions that determine how power and responsibilities over a World Heritage property or other heritage place are exercised,how decisions are taken and how different actors have their say and participate in decision-making.Governance and management
215、 are closely related concepts,although it can be useful to distinguish between them.While governance is fundamentally about who takes decisions and how those decisions are made,management is about what is done to implement those decisions and the means and actions needed to achieve them(Borrini-Feye
216、rabend et al.,2013).This distinction is also helpful as it reminds us that heritage protection is influenced by economic,social and political considerations and not just technical ones.It is also important to note that,in the context of World Heritage,governance and management arrangements are situa
217、ted within the management system for each property.ACTORS Managing a World Heritage property or other heritage place involves many people,such as individuals working for government agencies,local administrations,traditional authorities,NGOs and businesses,as well as people from Indigenous peoples,cu
218、ltural groups,local communities and wider civil society.All these can be viewed as actors.In the context of this Toolkit,the term actors covers all the people,and the institutions and groups they represent,who are involved directly and indirectly with the protection and management of a World Heritag
219、e property or heritage place.There are three broad categories of actors:managers,rights-holders and stakeholders.22ENHANCING OUR HERITAGE TOOLKIT 2.0How to start a management effectiveness assessment 3Managers refers to institutions and other types of entities,as well as the individuals working with
220、in those institutions,which are recognized,responsible and accountable for protecting and managing the heritage place.Rights-holders are socially endowed with legal and/or customary rights over the heritage place.Some rights-holder groups may also have responsibilities for managing the heritage plac
221、e,or parts of it.Stakeholders are communities and/or cultural groups who have direct or indirect interests,concerns and influence over the heritage place,but do not necessarily have a legally or socially recognized entitlement over heritage resources or their management.MANAGEMENT OBJECTIVES A numbe
222、r of terms are used for the goals or aims of the management system for the World Heritage property or other heritage place.Terms such as aim,goal,objective,vision,results and outcomes tend to be used ambiguously and interchangeably.For the purpose of this Toolkit,management objectives refer to the p
223、rimary aims that will guide the management system of a heritage place to ensure that its values are maintained,forming the basis of management strategies,plans,policies and actions.Management objectives are not time-bound but act as the guiding principles or foundations for the whole management syst
224、em.Management objectives need to be determined first and foremost in relation to the values of the World Heritage property or heritage place.Other aims such as the need to ensure the function of heritage in the life of the local communities,its presentation to visitors or its contribution to sustain
225、able development are important but not essential to maintain the values of a property or place.In cases of conflict between different aims,those management objectives concerned with maintaining the values of the property should always take priority.Examples of management objectives include:Preservin
226、g a particular traditional building technique.Protecting a certain endemic species.Maintaining a specific traditional industry as the main economic activity of the heritage place.Maintaining the urban structure of a traditional human settlement.Ensuring the preservation of particular physical format
227、ions.Preserving pilgrimage routes to a sacred site.Maintaining the habitat essential to the survival of an endangered species.Distinguishing between management objectives and the detail of what is to be achieved over a specific time period can cause confusion.Because of their general and broad natur
228、e,management objectives need to be complemented with desired management outcomes,which define what is to be achieved within a specific period of time.Hence,desired management outcomes help translate management objectives into work programmes through management planning processes,which must also cons
229、ider how factors affecting the property affect(or can potentially affect)the attributes of the heritage place.MANAGEMENT PLANNING PROCESSFor the purposes of this Toolkit,management means a combination of processes and measures taken in relation to decision-making,planning,allocating resources,implem
230、enting and monitoring to protect a World Heritage property or other heritage place for present and future generations.For the purpose of EoH 2.0,rights-holder groups with socially recognized responsibilities for managing the World Heritage property or heritage place should be considered as managers.
231、The distinction lies in whether the rights-holder group has socially recognized responsibilities for managing the heritage resources vis-vis other members of the community or society,or not.Artboard 3123ENHANCING OUR HERITAGE TOOLKIT 2.0How to start a management effectiveness assessment 3Planning ca
232、n be defined as the process used to establish how to get from the present situation(here)to a desired state or point in the future(there).This requires a clear understanding of the present situation and deciding what is to be achieved,what actions to take,and what the time-frame and costs will be.Pl
233、anning is one of the most important management processes and can take place at various geographic scales and organizational levels.This is why EoH 2.0 includes a specific tool on the management planning framework,which is centred around the management plan for the World Heritage property or other he
234、ritage place.While the development of the management plan is a critical stage in the management planning process for a World Heritage property,its implementation,monitoring and evaluation which can also be defined as management processes in their own right are part of the wider management cycle.Plan
235、ning is not simply a one-off event or a product,but part of dynamic sequence of iterative processes,involving:developing the plan;implementing the plan;monitoring implementation;adjusting the plan;and evaluating the implementation of the plan.It is important to continue to adapt and adjust a course
236、of action when necessary and to learn from experience in order to achieve desired management outcomes.The complete sequence of these different iterative processes is defined as the management cycle.This cycle is typically established with regard to a fixed time-frame;that is,the period of time exten
237、ding from the beginning of the development of the plan until it is reviewed or replaced by a new one.A planning framework can include:planning instruments that are broader than those specific to the World Heritage property in terms of scale and scope(e.g.master plans and land-use plans);and subsidia
238、ry plans that detail particular management functions or areas(e.g.conservation plans,disaster risk management plans,sustainable tourism strategies,visitor management plans,interpretation plans,business plans,operations plans,etc.).It is important that management plans are well integrated within the
239、national,regional and local planning framework(see Figure 3.2).Figure 3.2.An illustrative hierarchical planning framework.Source:adapted from Worboys et al.,2015.National strategies and plansRegional or broad scale plans(e.g.land-use plans,master plans)Management plan or similar planning instrument
240、specific for the heritage placeSubsidiary plans(e.g.disaster risk management plan or visitor management plan)Operational plans,work plans and work programmes24ENHANCING OUR HERITAGE TOOLKIT 2.0How to start a management effectiveness assessment 3OUTPUTS AND OUTCOMES Outputs are the tangible products,
241、goods and services produced as a result of the implementation of an intervention,activity or action.Outcomes can be defined as the intended and unintended medium-and long-term effects and achievements of the implementation of management measures,interventions,activities or actions,and the outputs de
242、rived from them.The desired outcomes should be specified at the beginning of the management cycle,as part of the planning process,and assessed at the end of the cycle to establish whether they have been achieved or not,(at which stage,they should be real and no longer in a desired state).The assessm
243、ent of outcomes is critical because it allows you to identify the real results of management measures.This involves looking at:a)whether the outputs produced are really contributing to achieving the outcomes;and b)if the values of the World Heritage property or other heritage place are being maintai
244、ned.Distinguishing between outputs and outcomes can be difficult,which is why people tend to mainly assess outputs.Identifying outcomes is,nevertheless,critical if you really want to have a clear understanding of how effective the management system for your heritage place is.Imagine that in the past
245、 year you have held more than 50 meetings with different rights-holder and stakeholder groups but,despite all those meetings,the underlying issue that led to the meetings remains unresolved.If you assess your success in terms of outputs(i.e.,50 meetings),it can look impressive but in terms of outcom
246、es,you have failed.On the other hand,if the aim of the meetings was to promote engagement of rights-holders and stakeholders in the management of the heritage place,and the meetings have allowed you to identify ways to strengthen that engagement,then you have achieved your aim and hence a good outco
247、me.This example illustrates two further reasons why it is easier to assess outputs rather than outcomes.First,it is easier to quantify outputs than outcomes;outcomes tend to be qualitative and broader.Second,whereas outputs are easily identifiable in the short term,once interventions and activities
248、are carried out,outcomes may only be visible at a later stage and,consequently,may remain unknown if effective monitoring and evaluation processes are not in place.If the EoH 2.0 Toolkit does not exist in your native language,or in any other language used by participants who will be involved in the
249、management effectiveness assessment,you should translate the concepts listed in this section,the glossary and,at a minimum,the most critical materials that people will need to use to undertake the assessment.25ENHANCING OUR HERITAGE TOOLKIT 2.04.THE MAIN PHASES OF THE ASSESSMENT The procedure for un
250、dertaking a management effectiveness assessment using the EoH 2.0 Toolkit can be divided into four main phases:preparing,gathering information,implementing,and reporting and acting(Figure 4.1).Figure 4.1.The four main phases of assessment in the EoH Toolkit.4.1 PHASE 1 PREPARINGIn this first phase,y
251、ou will build the foundations for the assessment.You should have a well-thought out plan to guide you through the assessment.This plan should clearly state:Who will be involved and their responsibilities,including those of the convenor(s)and implementation team(see Figure 3.1).The programme and time
252、line for the assessment.How to store the relevant information collected,and how to make it available to participants before,during and after the assessment.How you will communicate the findings of the assessment,and to whom.You will also need to decide on the level of the assessment.You may choose t
253、o:undertake a full assessment using all 12 tools;use some of the tools to supplement existing monitoring and evaluation processes;or start with a partial assessment,based on some of the tools,and plan a full assessment for the future.Use Box 2.1 to help you plan the level of assessment.Bear in mind
254、that this is only a preliminary choice,as the level of assessment will also depend on the information available(to be assessed in Phase 2).The assessment will produce the best results if it is based on a collaborative process,involving multiple actors with responsibilities for managing the World Her
255、itage property or other heritage place.It is vital that collaboration starts at the preparation phase,since it lays the foundation for the rest of the assessment process.The best way to do this is to hold an introductory session to:Spend time introducing and getting to know other people,since you wi
256、ll be working closely together on the assessment.Introduce the Toolkit to all those who will be involved in the assessment.Explain the purpose of conducting a management effectiveness assessment.Identify peoples willingness and capacity to participate in the assessment.PreparingGathering information
257、Reporting andactingImplementing123426ENHANCING OUR HERITAGE TOOLKIT 2.0The main phases of the assessment 4 Agree clear rules on how to hold the discussions during the assessment,how peoples contributions will be used and if they are subject to free,prior and informed consent or other privacy and con
258、fidentiality considerations.Discuss how you are going to collect the necessary information and data to support the assessment.Decide how people will access the information collected and how they will be kept involved and engaged through the whole process.Agree on critical elements to help the implem
259、entation team develop the plan for the assessment,such as the time-frame,how you will decide on the level of the assessment and what else needs to be done before you start using the assessment tools.Decide how the findings of the assessment will be used,how they will be communicated and to whom.4.2
260、PHASE 2 GATHERING INFORMATIONTo adequately assess what is working well and what is causing challenges,it is crucial that you base the assessment(as far as possible)on existing,well-documented information.Therefore,you need to collect relevant documents and data that can be used to complete the works
261、heets associated with the assessment tools.These may include legislation,regulations,management plans and other planning instruments,monitoring reports,impact assessment reports,disaster risk assessments,research projects and operational plans.For World Heritage properties,this needs to include the
262、nomination file,the Advisory Bodies evaluations,the World Heritage Committees decisions,Periodic Reporting documents,State of Conservation reports and Reactive Monitoring mission reports,where applicable.For heritage places with traditional management systems,customary practices and norms,the approp
263、riate sources of information need careful consideration.Accessing,collecting and storing this information from a range of actors raises a number of issues(e.g.intellectual property rights)that need to be carefully addressed from the outset(see Phase 1).As you are collecting the information,you may r
264、ealize that there are important gaps that cannot be addressed immediately and that can have implications for the level and scale of the assessment particularly if this is the first time you are undertaking a management effectiveness assessment using the EoH 2.0 Toolkit.However,you should not feel di
265、scouraged or see information gaps as an obstacle to moving forward with the assessment.Instead,you should carefully consider how to tailor the assessment to take these constraints into account.At the same time,you can use the assessment as an opportunity to highlight information gaps and how they wi
266、ll be addressed in the future.Bear in mind that some knowledge and information gaps might only become clear later in the assessment process,when you actually use the worksheets during the assessment workshop(s).In such cases,you can note information gaps in the relevant row of the worksheet and deci
267、de what could be done about it.Remember that if you attempt to resolve the information gap immediately,you may be jeopardizing the quality of the assessment.Therefore,consider carefully what can be completed and analysed based on the professional experience and knowledge of those involved in the ass
268、essment and what should be addressed through further work or studies.Artboard 3127ENHANCING OUR HERITAGE TOOLKIT 2.0The main phases of the assessment 4Figure 4.2:The process of collecting relevant information and data.4.3 PHASE 3 IMPLEMENTING In Phase 1,you determined how you are going to implement
269、the assessment,the number of workshops needed and the time-frame for the assessment.If people involved in the assessment are not familiar with some of the concepts needed when using the tools(see Section 3.3),some initial capacity-building will be helpful.The number and length of the workshops you a
270、rrange will depend on the scale and level of the assessment.If it is the first time that you are using the Toolkit and if you are using all the tools,it is best to hold multiple workshops,particularly if you are bringing together people and institutions who may not have worked together before.This a
271、pproach will allow you to undertake certain tasks in between workshops and agree the content for the next round of discussions.However,avoid breaking up the assessment over too long a period.Each workshop should last at least a full day,to allow enough time to discuss issues in depth,and be no more
272、than two weeks apart,to avoid forgetting what was previously discussed.If you choose to undertake the assessment using a single workshop,experience from the test cases used to develop the EoH 2.0 Toolkit shows that a full assessment will take at least five full working days;this excludes all the pre
273、paratory work required during Phases 1 and 2 of the assessment(see Sections 4.1.and 4.2),and that of the final phase of the assessment(Section 4.4).Since every World Heritage property or other heritage place has its own characteristics,it is difficult to estimate how long it can take to use each of
274、the tools and,consequently,the total duration required for an assessment.Throughout the workshop(s),facilitators should discuss with the participants whether they have sufficient information to make a judgement regarding a particular management issue.If this is not the case,participants should not f
275、eel pressured to complete that part of the worksheet.Instead,they should note the gap and/or challenge in the relevant section and decide upon recommendations and follow-up actions to address this.Decide how to collect information and what type of information and archiving system to use YesNoYesNoSt
276、art assembling documents and data Do you have all the information and data you need?Can gaps be resolved in a short period of time?Address simple gapsTailor assessment accordingly,select what tools to use and plan actions needed to address gapsImplement full assessment Implement partial assessment S
277、ecurely store information generated during the assessment Artboard 3128ENHANCING OUR HERITAGE TOOLKIT 2.0The main phases of the assessment 44.4 PHASE 4 REPORTING AND ACTING ON FINDINGS It is only worth doing an assessment if it leads to concrete conclusions,and there is a willingness to implement re
278、commendations and follow-up actions.Although this may sound obvious,there is a risk that completing the worksheets is seen as the end of the assessment process.A good assessment requires a final reflection to explore the implications of what has been learned by using the different tools.Doing this f
279、inal reflection will likely require a final workshop.This can be scheduled once the implementation team has compiled all the information gathered throughout the different phases of the assessment,drafted conclusions and identified clear and practicable recommendations for action.The recommendations
280、and follow-up actions(mainly resulting from the use of Tool 12)should:be sufficiently clear and specific in order to improve conservation practices;be realistic enough to ensure feasible solutions are found for priority issues;and include short-and long-term priorities,with an indication of the time
281、-frame,necessary budget and the responsibility for implementation(e.g.institution,department or group,including the need for collaboration).While some recommendations will be relatively straightforward,others might be complex to implement.Recommendations may include the need to fill gaps in knowledg
282、e,to better understanding of existing human and financial capacities or to develop additional monitoring programmes.Sometimes,recommendations will address critical and strategic issues such as a need for improved understanding of the values and attributes of the World Heritage property or a need to
283、revise and more clearly formulate management objectives.The analysis should also identify the extent to which challenges derive from lack of management measures,rather than from other causes,some of which may be beyond the managers control.Having a well-developed management system in place might not
284、 completely eliminate threats to the World Heritage property or other heritage place for instance,factors related to climate change or social dynamics.Conversely,some properties with inadequate management systems may continue to maintain their values.It is important to understand the causes of succe
285、ss or failure of the management system,otherwise attempts to improve management mechanisms may be ineffective.This final workshop is also an opportunity to discuss how the assessment findings will be presented in the final assessment report and communicated to relevant policy-makers,rights-holders a
286、nd key stakeholders.The report should include the following components:An introduction setting out the context of the assessment,the process followed and who was involved.A clear,plain-language summary including the analysis resulting from using the different tools,and key conclusions.The recommenda
287、tions and follow-up actions identified,and who will be responsible for their implementation.The convenor is usually in the best position to publish and/or communicate the assessment report,once it has been approved by all the participants.However,this may not always be the case,so you should conside
288、r who else might be suitable to do this.It is important to share the report as soon as possible after publication in order to communicate the work and support the implementation of the assessment findings.Remember that the Toolkit is intended as a self-assessment methodology.Therefore,it is critical
289、 to ensure that findings are addressed when developing future management plans and other planning instruments.It is important to identify concrete actions to address gaps and challenges and to ensure the necessary resource allocation and cooperation among managers.The assessment will be ineffective
290、if findings are ignored and recommendations are not implemented.This is even more important if the assessment findings show numerous and serious gaps and challenges.However,improving the situation may require considerable effort and time.It may not be possible to implement some recommendations in th
291、e short to medium term,even if worthwhile.Such recommendations should be documented,and plans made to improve capacity and financial resources so that they can be implemented in the future.Overall,findings and recommendations should be presented in a positive way to encourage people and institutions
292、 to act and commit to improving performance and management effectiveness in the long term.Artboard 3129ENHANCING OUR HERITAGE TOOLKIT 2.05.THE EOH 2.0 ASSESSMENT TOOLSThis section will guide you through the 12 assessment tools that make up EoH 2.0.It describes the purpose of each tool,the type of in
293、formation and analysis required and the specific tasks to be completed.Each tool includes one or more worksheets,with either a set of guiding questions or a structured template to help you summarize information and findings about a particular management element.The guidance was developed with partic
294、ular reference to people who may never have undertaken a management effectiveness assessment before,either by using the original EoH Toolkit or other management effectiveness methodologies.Even if you are familiar with management effectiveness assessments,it is important that you carefully read the
295、guidance before starting,as EoH 2.0 includes aspects that are covered in greater detail than in other methodologies.Most importantly,you should not begin to complete the worksheets without having the necessary understanding of both the purpose of each tool and the relationships between them.At the b
296、eginning of the guidance for each tool,you will find its specific objectives and some background information explaining how the tool is structured.The guidance then provides an overview on how to complete the worksheet(s)associated with the tool.The worksheets are designed to document critical infor
297、mation about the different elements of the management system,summarize the results of your discussions and help you track progress over time by serving as a baseline for future assessments.For worksheets that mainly require information,you will also find a set of reflection questions to help you rea
298、ch conclusions and ensure that you do not miss important points.Worksheets structured as questionnaires already offer reflection questions for these,you should draw conclusions from your comments in the last column of the worksheet.It is also important to consider connections between the different q
299、uestions.These final discussions are a critical part of the assessment exercise,so make sure to allocate sufficient time and energy to do them well.Remember that the worksheets can be adapted if some of the elements do not apply or are not suited to the type of World Heritage property or heritage pl
300、ace you are working with.However,such adaptations should be clearly recorded and justified,and should not change the purpose of the tool.There is space at the end of every worksheet for you to summarize the key issues identified during discussions,draw conclusions and define follow-up recommendation
301、s and actions.Using the Toolkit will require a great deal of engagement from all those involved.While this may sound challenging at first,assessing how well your World Heritage property or other heritage place is being managed is critical if you want to maintain its Outstanding Universal Value and o
302、ther important values in the long term.There are no shortcuts to deep,reflective and collective thinking.Treating the whole process as a listening and learning opportunity,rather than a technical exercise,will lead to the best results.30ENHANCING OUR HERITAGE TOOLKIT 2.0The EoH 2.0 assessment tools
303、5TOOL 1.VALUES,ATTRIBUTES AND MANAGEMENT OBJECTIVES This tool helps to establish whether there is a clear understanding and identification of the values of the World Heritage property or other heritage place.In addition,it sets the basis for the management effectiveness assessment and the use of the
304、 other tools in EoH 2.0.SPECIFIC OBJECTIVES OF THE TOOL:a)To establish whether there is a good understanding of the Outstanding Universal Value of the World Heritage property and its attributes.b)To assess if there is a good understanding,identification and documentation of the other important value
305、s of the property and the attributes that convey those values.c)To review if there are clear management objectives to guide the management of the property and whether those objectives are clearly based on the Outstanding Universal Value and other important values of the property.BACKGROUND INFORMATI
306、ON The Outstanding Universal Value of a World Heritage property is the reason why the property is considered to be of common importance for present and future generations and inscribed on the World Heritage List.However,all properties will invariably have a wider range of values at different levels
307、of recognition(international,national or local)that contribute to the overall significance of the property.Therefore,it is essential to identify and recognize these other important values and ensure that the propertys management system takes them into consideration.The main concern for management sh
308、ould be to maintain the Outstanding Universal Value as well as the other important values of the property.In the case of heritage places not inscribed on the World Heritage List,a similar logic applies:while some values might have a broader level of recognition(e.g.if the place is designated at the
309、national level),local communities may value it for different reasons.These local values may even differ among community groups.This understanding of the full range of the values of the heritage place,whether inscribed on the World Heritage List or not,should be reflected in clear management objectiv
310、es that guide all aspects of the management system.Clear management objectives will also help focus attention on what is most important when difficult decisions have to be made and scarce resources allocated.Together the values,attributes and management objectives for the property provide the basis
311、for what should be analysed and evaluated throughout the whole assessment process.Hence,Tool 1 includes two worksheets:Worksheet 1a is designed to assess the identification and documentation of the values of the property and the attributes that convey those values.Worksheet 1b is designed to relate
312、the values and attributes of the property to the management objectives.Remember that you should complete the main sections of the worksheet based on the information gathered during Phase 2 of the assessment(Section 4.2).If the information is missing or is insufficient,you should leave the relevant s
313、ection of the worksheet blank or incomplete and note the reasons for this under Gaps and challenges at the end of the worksheet.Artboard 3131ENHANCING OUR HERITAGE TOOLKIT 2.0The EoH 2.0 assessment tools 5The findings of Tool 1 will underpin the analyses required for the other tools and,in particula
314、r for Tool 11,which requires you to assess the extent to which the attributes are conserved and the values of the property are being maintained.Therefore,it is important that you invest sufficient time during the assessment to complete worksheets 1a and 1b in detail,especially the sections on Analys
315、is and conclusions and Gaps and challenges.COMPLETING WORKSHEET 1AThe first task in Worksheet 1a is to list the values and attributes of the property according to their level of importance(OUV,national or local).Understanding the different levels should help you to i)prioritize actions if there are
316、conflicts between values and ii)recognize that values are interrelated and that the protection of those other important values is critical to maintaining the OUV of the property.Worksheet 1a will also help you evaluate whether the attributes that convey the values of the property have been sufficien
317、tly identified,are well understood,and if they are the focus of management measures.Identifying values and attributes and,in particular,distinguishing between the two concepts(Section 3.3)is not an easy task,but it is a critical one,as it will help you make full use of the other tools.There is no ri
318、ght or wrong way to go about this task,since values and attributes can be framed in different ways.When in doubt,focus on the main objectives of the tool rather than on the details of the concepts themselves.Reflection questions:Is the Outstanding Universal Value of the property easy to understand,i
319、ncluding by non-heritage professionals?If not,can you describe it using short and simple sentences easier to communicate to a wide variety of actors?How about the other important values of the property?Have they been identified and documented or recorded(including through traditional or customary or
320、al sources)?Are the information sources accessible and/or securely stored?Are the values described in information sources used by managers on a regular basis to guide the management of the property?For instance,are they included in the management plan or other primary planning instrument?Or are they
321、 documented in academic and research papers that have not been taken into consideration by management,or are not readily accessible?What is the relationship between the other important values and the Outstanding Universal Value of the property?Are some of these values interdependent?Are some of the
322、values divergent or in conflict?If yes,why and how does it affect management?Are there certain categories of values that have been overlooked or insufficiently documented or recorded?If so,is additional research needed or should further investigation and documentation be undertaken,and by whom?Have
323、rights-holders and/or local communities been involved in the identification of the values of the property,particularly at the time when the property was nominated for the World Heritage List?Are the attributes of the property clearly and sufficiently identified and documented?Have processes,practice
324、s and associations,as well as other intangible elements,been considered as attributes,or is the identification of attributes mainly limited to physical elements?Is the distinction between values and attributes in the information sources clear?32ENHANCING OUR HERITAGE TOOLKIT 2.0The EoH 2.0 assessmen
325、t tools 5COMPLETING WORKSHEET 1BMaintaining the Outstanding Universal Value and the other important values of the property should be the primary concern for management,and this should be reflected in clear management objectives.Each value and the key attributes associated with it should normally hav
326、e one or more associated objectives.However,management is also about other aims such as the need to ensure the function of heritage in the life of the local communities,its presentation to visitors or its contribution to sustainable development.Such aims should also be reflected in the management ob
327、jectives for the property(see Box 5.1).However,if there is conflict between different aims,priority should always be given to maintaining the values of the property.Together,values,attributes and management objectives should act as the guiding principles or foundations for the whole management syste
328、m.Distinguishing between management objectives and what is to be actually achieved over a specific time period(i.e.,desired management outcomes)can cause confusion.Management objectives refer to the primary aims that guide the management of the World Heritage property and ensure that its values are
329、maintained over the long term.Because of their overarching nature,management objectives by themselves are not sufficient to direct everyday management in a precise way.They need to be complemented by desired management outcomes,which define what is to be actually achieved in a management cycle or a
330、specified period of time.Through planning processes,desired management outcomes help to translate the management objectives into work programmes and take into consideration how factors affecting the property impact(or can potentially impact)the attributes.For further information on distinguishing be
331、tween management objectives and desired management outcomes,see Box 5.2 and if needed,re-read Section 3.3.Box 5.1 Heritage management and sustainable development The inclusion of heritage as a part of the Sustainable Development Goals(related to target 11.4 Strengthen efforts to protect and safeguar
332、d the worlds cultural and natural heritage)is a long-overdue acknowledgement of its role within the wider development agenda.However,the growing pressures from a host of unprecedented challenges for heritage raises the question of how best to strike a balance between conservation and development,whi
333、le maintaining the values of heritage places.How does heritage management engage with sustainable development,at a policy or operational level?If the task of protecting and managing heritage is to be effective,it must be interwoven with efforts to improve the health of the planet and all its inhabitants.This calls for an alignment of heritage management objectives and development aims.In this spir