Strategic Planning And Comprehensive Management Model Of Cultural Heritage

Management Planning for Cultural Heritage challenges traditional perceptions of and about the heritage planning process while also presenting a comprehensive analysis of the ever-widening field of Cultural Heritage Conservation. Drawing on the authors’ experience in teaching and involvement in international practice, the book examines the changes that are taking place in modes of thinking about heritage as part of increasingly complex urban transformations, and considers how these must engage with, and inform, professional practice. The book also acknowledges that international best practice has developed a great deal over the last 40 years and needs to be adapted, applied and refined through the recognition and application of regional values – tangible and intangible – based on cultural attitudes and practices. Emphasising the critical role of heritage planning and management in guiding change, Taylor and Verdini argue that this is especially critical if we are to safeguard values, identity and significance. In this sense, heritage is understood not only as a technical process but also as a social construct. The book therefore promotes a people-centred approach to cultural heritage management. Management Planning for Cultural Heritage will be of interest to students, scholars and practitioners working in heritage studies and conservation. While the text has professional application, it also sets out to present a sound theoretical foundation relevant to the body of knowledge associated with management of cultural heritage places.

Heritage as a field of research and collective action has emerged only in the last 40 years, spurred by the 1972 Unesco World Heritage Convention. Conservation was the touchstone discipline of the field, but the highly interdisciplinary nature of heritage has brought in a wide diversity of perspectives that has sometimes posed challenges to mutual understanding. Since the 1990s, heritage studies has emerged as a distinct academic field, and practices and rhetoric drawn from mainstream corporate management and strategic planning have become widespread. Based on fifteen years of field work done by a group of scholars at the Department of Management, University of Bologna, this book is an in-depth investigation of management practices rather than policies, based on a variety of case studies from around the world. The authors take the issue of management in heritage seriously, but also take into account the role of other disciplines within heritage organizations. In particular, they focus on sustainability in terms of financial resources, human resources, knowledge management, and the relationship with the audience and communities of scholars. The book opens with a methodological introduction that discusses what it means to do research on management, and why international comparative research is essential. The body of the text engages issues of heritage and management through five distinct analytical lenses: management and the process of change, institutional settings and business models, change and planning, the Heritage Chain, and the space between policy and practice. Each of these five sections includes a chapter introducing the analytical framework and possible implications, followed by case histories from China, Italy, Malta, Turkey, and Peru. The book ends with a chapter of concluding reflections.

Crisis has enveloped the more than 200,000 nationally and regionally protected natural and cultural heritage sites around the world. Heritage managers – those who manage natural sites such as national parks, wilderness areas, and biosphere reserves, as well as those who manage cultural sites including historic monuments, battlefields, heritage cities, and ancient rock art sites – face an urgent need to confront this crisis, and each day that they don't, more of our planet's common heritage disappears. Although heritage management and implementation suffer from a lack of money, time, personnel, information, and political will, The Future Has Other Plans argues that deeper causes to current problems lurk in the discipline itself. Drawing on decades of practical experience in global heritage management and case studies from around the world, Jon Kohl and Steve McCool provide an innovative solution for conserving these valuable protected areas. Merging interdisciplinary and evolving management paradigms, the authors introduce a new kind of holistic planning approach that integrates the practice of heritage management and conservation with operational realities.

The Manual of Strategic Planning for Cultural Organizations adopts a hollistic approach to the creative world of cultural institutions. By encompassing museums, art galleries, gardens, zoos, science centers, historic sites, cultural centers, festivals, and performing arts, this book responds to the reality that boundaries are being blurred among institutional types—with many gardens incorporating exhibitions, many museums part of multidisciplinary cultural centers and festivals.. As cultural leaders transform the arts in the twenty-first century, this “whole career” manual will prepare readers for every stage. Three key areas covered are: Leadership change. This chapter explains the role of strategic planning when an institution is going through the process of hiring a new director. A question we are frequently asked is “Should the strategic plan precede the search process or should it wait until the new director takes up the position?” Institutional change. Increasingly, cultural organizations are going through major change: from public-sector agencies to nonprofit corporations; from private ownership to non-profit status; from nonprofit status to a foundation, and many other variations. This book addresses the role of strategic planning during these transitions. Staff empowerment. This manual addresses the opportunities for staff at all levelsto grow by participating in strategic planning. This edition focuses on how to engage and empower staff. A Guide for Museums, Performing Arts, Science Centers, Public Gardens, Heritage Sites, Libraries, Archives, and Zoos is a game-changing book with broad reach into the cultural sector, while still serving the museum community.

Since the 1990s, heritage studies has emerged as a distinct academic field, and practices and rhetoric drawn from mainstream corporate management and strategic planning have become widespread. Based on extensive research, this book is an in-depth investigation of management practices rather than policies, based on a variety of case studies from around the world. The authors take the issue of management in heritage seriously, but also take into account the role of other disciplines within heritage organizations. In particular, they focus on sustainability in terms of financial resources, human resources, knowledge management, and the relationship with the audience and communities of scholars. The book opens with a methodological introduction that discusses what it means to do research on management, and why international comparative research is essential. The body of the text engages issues of heritage and management through five distinct analytical lenses: management and the process of change, institutional settings and business models, change and planning, the Heritage Chain, and the space between policy and practice. Each of these five sections includes a chapter introducing the analytical framework and possible implications, followed by case histories from China, Italy, Malta, Turkey, and Peru. The book ends with a chapter of concluding reflections.

The management of cultural heritage and public real-estate assets is one of the most crucial challenges concerning the sustainable use of these resources, involving dynamic methods to stimulate preservation, development, renewal, and transmission to future generations of these essential assets. The contributions presented in this book provide a rich and varied panorama of research experiences and innovative tools, capable of promoting the re-use of cultural heritage in European cities and cultural landscapes, using a circular economy logic as a model of sustainable development. From this point of view, cultural capital becomes the driver of a regeneration process on the local, urban, and metropolitan scales, in which the transversal interconnections between the production cycles of the adaptive re-use of the available heritage, both in the adaptation and in the management phase, configure a circular process of multidimensional production of value. Therefore, future territorial redevelopment projects can base their idea strength on an open system of appropriately selected social attractors, whose enhancement and use have the objective of triggering widespread regeneration effects on the whole territory of influence, receiving inducement and resources to progress.

Every place has a story to tell, often found in historic sites or cultural traditions of the people who settled or currently live in a community, city, region or state. When these stories and places are shared with visitors, this activity becomes what is known as cultural heritage tourism. Success and sustainability in this growing industry segment requires careful planning and adequate resources. Cultural Heritage Tourism: Five Steps for Success and Sustainability provides detailed instruction through a proven five-step process to help planners, managers and community leaders attract visitors and their spending to your cultural heritage site, attraction, event or destination. Learn how to assess, plan for, develop, market, fund, manage, and measure cultural heritage for growth and sustainability. Refer to the best practices and case studies from across the country as examples for replication and reference. Use the sample documents and resource lists to jumpstart your cultural heritage tourism program, and monitor and measure the efforts. This book walks you through every step, from inception to evaluation.