Zarządzanie miejscami światowego dziedzictwa UNESCO w Szkocji – wybrane aspekty w świetle opracowania modelu planu zarządzania

• Authors: Fortuna-Marek Anna , Siwek Andrzej , Szmygin Bogusław

Title variants

EN

Management of UNESCO World Heritage Sites in Scotland – selected aspects in the light of a development of the management plan model

• Languages of publication: PL

Abstracts

EN

The future of monument protection depends to a greater extent on methods of managing this resource. This is an ever more difficult problem, since complexity of values and functions of monuments is growing as well as, simultaneously, pressure to convert them. Sites entered to the UNESCO World Heritage List represent a certain test site for management problems concerning objects with the highest value. Management plans, the development and implementation of which became an obligation for administrators of UNESCO sites, are supposed to be the main tool in this regard. Operating guidelines specify a number of elements the management plan should contain, however, there is no universal specimen of such document. It is legitimate to create model management plans for groups of sites with similar characteristics. Above all, a model management plan should take account of the protection of values that justified the designation of a given status. This element has a universal character in management plans. This means that one can use best experiences collected on various sites entered to the List. New Lanark residential and industrial complex and Forth Bridge management systems have been selected as a subject of analysis. The New Lanark factory settlement was entered to the UNESCO World Heritage List in 2001. The Forth Bridge was entered in 2015. In both cases management plans reflecting the specificity of a site and individual needs of technological monuments were developed. Notwithstanding any systemic differences, the Scottish experiences allow us to draw a number of conclusions we should take into account while preparing management plans for Polish UNESCO sites. The site management should provide for close cooperation between the most important stakeholders who can influence the object’s destiny. Particular partners have different competences, capacities and qualifications. However unexchangeable, they complement one another. Only the management system that includes substantial partners can be efficient – it enables us to maintain and convert the site in an assumed direction. Management of a historical resource (particularly a complex) should be multifunctional. Limiting a site to a museum does not create sufficient economic basis. Combination of numerous functions based on using – and respecting – historical values is possible, if organised (or supervised) by a site manager who has formal and substance-related competences in the scope of managing the site as protected heritage. An industrial monument can be attractive as an example of heritage; it can form a basis for plenty of functional solutions using its historic values; it can also form a basis for a intensive tourism. Multifunctional management of an industrial monument can take place at preserving an acceptable conservation maintenance standard. Management of a complex, multifunctional site is a process that should be executed on the basis of a management plan. Such a document – apart from standard information specified in operating guidelines – should contain a long-term vision, a strategy for a couple of years and short (one-year) action plans. A management plan should also take account of risks and possibilities generated by protection to local communities, particularly if it is linked with such status as the entry to the UNESCO List.

Keywords

PL

zarządzanie dziedzictwem; światowe dziedzictwo UNESCO; plan zarządzania; Szkocja; New Lanark; most Forth Bridge; zabytki techniki

EN

management of heritage; UNESCO world heritage; management plan; Scotland; New Lanark; the Forth Bridge; industrial heritage

• Publisher: Narodowy Instytut Dziedzictwa
• Journal: Ochrona Zabytków
• Year: 2015
• Issue: 2
• Pages: 199-211

Dates

published

2015

Contributors

author

Fortuna-Marek Anna

• Narodowy Instytut Dziedzictwa Oddział Terenowy w Rzeszowie

author

Siwek Andrzej

• Narodowy Instytut Dziedzictwa Oddział Terenowy w Krakowie

author

Szmygin Bogusław

• Politechnika Lubelska

References

• 10 Year Vision and Strategy, New Lanark Trust, b.r.w.
• Forth Bridge World Heritage Site Nomination and Management Plan. Strategic Environmental Assessment Screening Report, Edinburgh 2013.
• Historic Scotland, www.historic-scotland.gov.uk [data dostępu: 15.12.2014].
• Konwencje UNESCO w dziedzinie kultury. Komentarz, Zalasińska K. (red.), Warszawa 2014.
• New Lanark World Heritage Site. A Short Guide, New Lanark 2014.
• New Lanark World Heritage Site Management Plan 2013-2018, New Lanark 2013.
• Rebanks Consulting’s Raport Forth Bridge World Heritage Nomination. Realising the Potential Benefits, Edinburgh 2013.
• Ringbeck B., Management Plans for World Heritage Sites. A practical guide, Bonn 2008.
• The Forth Bridge Nomination for Inclusion in the World Heritage List. Management Plan, Edinburg 2013.
• The Forth Bridge Nomination for Inclusion in the World Heritage List, Nomination Document, Edinburg 2013.
• UNESCO World Heritage Centre, http://whc.unesco.org [data dostępu: 12.12.2014].
• Wyjątkowa uniwersalna wartość a monitoring dóbr światowego dziedzictwa, Szmygin B. (red.), Warszawa 2011.
• Wytyczne operacyjne do realizacji Konwencji Światowego Dziedzictwa, Piotrowska K., Szmygin B. (oprac.), http://www.icomos-poland.org/index.php/pl/dokumenty-doktrynalne [data dostępu: 05.01.2015].
• Zarządzanie miejscami wpisanymi na Listę światowego dziedzictwa UNESCO w Polsce i Norwegii, Purchla J. (red.), Kraków 2011.

Identifiers

ISSN

0029-8247