Conservation and Management of Heritage Sites

The KCL component of the training in summer 2017, Week 3 (16th – 31st July 2017), focused on the condition assessment and management of heritage sites and the public engagement.

Training team

Will Wooton (KCL)
Hiba Alkhalaf (KCL)
Alaa El-Habashi (Monafia University)
Hafed Walda (Independent)

Objectives

The KCL team set out a clear training methodology to connect the training materials and exercises from Weeks 1 and 2 with Week 3. This methodology was shared with the participants and used throughout the week as a reference point to organise the materials and prioritize their tasks and actions. It consists of three phases: Identification and documentation of the heritage site (Weeks 1 and 2), Assessment and analysis (Week 3), followed by the Response based on the first two phases.

Training

The focus of Week 3 was the integration of the documentation phase with conservation and management plans: moving from the geophysical survey and photogrammetry of Weeks 1 and 2 to assessing these resources and attributes, then designing, prioritizing and implementing appropriate interventions, and finally setting out a management plan for the archaeological site and its wider context. Throughout the week, we put emphasis on the identification of values and significance from various perspectives as part of the design of interventions and/or management plan, moving from micro to macro levels (and vice versa) when documenting, describing and understanding heritage sites.

The week generated much interaction especially during the on-site and in-class exercises. The participants learned and used new tools and approaches. They actively participated in group work and discussions in the following areas: condition assessment, including possible interventions and their prioritisation; identifying the main attributes and values of the site, writing a statement of significance; SWOT analysis; setting out a vision for the site; producing a set of objectives and a management plan for the site; identifying the main stakeholders and their interest and influence; engaging the local community with the proposed management plan, designing a charrette exercise; and creating and implementing outreach activities for various age groups.

Results

The use of these various tools resulted in various interactive and innovative ideas being proposed by the participants that were further developed with the KCL team. Some of these ideas will be incorporated in the mini-projects that will be run during the 2 years of the project. This will establish communication channels between the Libyans, Tunisians and the training organisers which will result in new professional networks, and result in long-term outcomes from the project.