Joint Management Plans in World Heritage serial nominations: the case of Álvaro Siza’s Modern Contextualism Legacy
Abstract
:1. Introduction
1.1. Joint Management Plans in World Heritage (WH) Serial Nominations
1.2. Álvaro Siza’s Architecture: A Modern Contextualism Legacy
2. Materials and Methods
2.1. Supporting Studies
2.1.1. Siza ATLAS: Filling the Gaps for World Heritage
- Archival and bibliographic research;
- Photogrammetric survey;
- Virtual tours, 360 captions, and photographic survey;
- Three-dimensional drawings of constructive sections and details.
2.1.2. Keeping It Modern: Ocean Swimming Pool
- Understanding the place and documenting the history of design and construction;
- Assessing the cultural significance;
- Analyzing vulnerabilities and the physical condition of the building (including inspection and diagnosis and the conservation of reinforced concrete);
- Developing policies, including maintenance and use;
- Defining the future monitoring and implementation.
2.2. Participation Strategies
- Attributes and values (of the OUV);
- Vulnerabilities and factors affecting the property;
- Strategies and actions for the future management of change (Figure 3).
2.3. Data Collection
- Policy analysis (serial nominations, management plans, UNESCO Guidelines, applicable legislation);
- Archival research and digital documentation;
- Participative strategies (surveys, interviews, workshops, meetings, consultations);
- Fieldwork (data collection, surveys, and in-depth analysis of each component part).
3. Results
3.1. Registration Process for the World Heritage List
3.1.1. Criteria and Attributes
3.1.2. Authenticity and Integrity
3.2. Joint Management System
- The Legal framework, a set of national decrees, laws, and other norms aligned with international recommendations aiming to “provide sufficient legal and regulatory tools for the protection of cultural heritage” [5] (p. 65);
- The Institutional framework should be flexible enough and “provide for efficient decision-making and facilitate all processes of the management system” [5] (p. 71);
- Resources, “inputs”, which “fall into three broad categories—human, financial and intellectual”—and “make a management system operate to conserve and manage cultural heritage” [5] (p. 73).
3.3. State of Conservation and Factors Affecting the Property
3.3.1. State of Conservation
3.3.2. Factors Affecting the Property
3.4. Strategies and Action Plan
- Overarching Strategies, focused on (A) Management Integration and Shared Knowledge Network;
- Operational Strategies, which include (B) Spatial Planning, Risk Management, and Climate Change Adaptation; (C) Interpretation, Communication, and Community Engagement; and (D) Conservation, Maintenance, and Appropriate Use.
3.4.1. Strategies
3.4.2. Strategic Objectives
3.5. Monitoring, Impact Assessment, and Implementation
4. Conclusions
Author Contributions
Funding
Institutional Review Board Statement
Informed Consent Statement
Data Availability Statement
Acknowledgments
Conflicts of Interest
References
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Chapter | Description |
---|---|
1. Registration Process for the World Heritage List | This chapter summarizes how the property complies with criteria (in relation to the attributes of the OUV), as well as with authenticity and integrity. General descriptions are followed by a synthesis of how each component part expresses the attributes, authenticity, and integrity. |
2. Joint Management System | This chapter defines how the property complies with protection and management requirements by detailing the Joint Management System proposed for the management of the serial property, namely, 1. legal framework, 2. institutional framework, and 3. resources. |
3. State of Conservation and Factors Affecting the Property | This chapter addresses the conservation conditions of the component parts and defines the factors affecting the property, followed by specific insights on each component part. |
4. Strategies and Action Plan | This chapter defines the strategies for the future management of change, structured in 1. strategic objectives and 2. action lines to be further detailed in specific 3. actions for the achievement of defined 4. outputs. |
5. Monitoring, Impact Assessment, and Implementation | This chapter describes the monitoring activities and the process of periodic reporting and heritage impact assessments, as well as a phasing implementation proposal (detailing priority actions on yearly basis and availability of resources). |
Criteria | Attributes (OUV—Siza WH) |
---|---|
Criterion (ii): To exhibit an important interchange of human values over a span of time or within a cultural area of the world on developments in architecture or technology, monumental arts, town-planning, or landscape design | Attribute 1: Architecture responsive to a physical, social, and historical context |
Attribute 2: Integration of international and local references | |
Criterion (iv): To be an outstanding example of a type of building, architectural or technological ensemble, or landscape, which illustrates (a) significant stage(s) in human history | Attribute 3: Sculptural volumetric expression |
Attribute 4: Oriented spatial experiences | |
Attribute 5: Total work of art, within details, furniture, and artworks. |
Component Part | Recent Intervention | Architect | Promoter | Condition |
---|---|---|---|---|
Boa Nova Tea House and Restaurant | 2013–2014 | Álvaro Siza | Municipal Council of Matosinhos | Very Good |
Ocean Swimming Pool | 2018–2021 | Álvaro Siza | Municipal Council of Matosinhos | Very Good |
Alves Costa House | Periodic Maintenance | - | Alexandre Alves Costa | Very Good |
Bouça Housing Complex | 2000–2006 | Álvaro Siza | Águas Férreas Condominium | Good |
Faculty of Architecture of the University of Porto | 2016–2017 | Álvaro Siza | University of Porto | Very Good |
Santa Maria Church and Parish Centre | 2022–present | Álvaro Siza | Municipal Council of Marco de Canaveses | Very Good |
Portuguese Pavilion | 2016–present | Álvaro Siza | University of Lisbon | Very Good |
Serralves Museum of Contemporary Art | Periodic Maintenance | Álvaro Siza | Serralves Foundation | Very Good |
Factor Class | Factor Type | Component Parts * | |||||||
---|---|---|---|---|---|---|---|---|---|
1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | ||
1. Development Pressures and Management Response | Real Estate Development | ● | ● | ● | |||||
Infraestructural Changes | ● | ||||||||
Accessibility | ● | ● | ● | ||||||
2. Environmental Pressures, Natural Hazards, and Risk Preparedness | Weathering | ● | ● | ● | ● | ● | ● | ● | ● |
Atmosferic CO2 Concentration | ● | ● | ● | ● | ● | ● | ● | ||
Chloride Action | ● | ● | ● | ● | |||||
Sea Level Rise | ● | ● | |||||||
Coastal Erosion | ● | ● | |||||||
Heavy Rainfall | ● | ● | ● | ● | ● | ● | ● | ||
Strong Winds | ● | ● | |||||||
Fire | ● | ● | ● | ● | ● | ● | ● | ● | |
Storm Surge | ● | ● | |||||||
Earthquake/Tsunami | ● | ||||||||
3. Visitation, Other Human Activities, and Sustainable Use | Vandalism | ● | ● | ● | ● | ● | ● | ||
Misuse | ● | ● | ● | ● | ● | ● | |||
Lack of Sustainable Visitor Engagement | ● | ● |
Strategies | Strategic Objectives | Action Lines |
---|---|---|
Overarching Strategies | A. Management Integration and Shared Knowledge Network. | A.1. Stakeholders |
A.2. Research and Knowledge | ||
A.3. Sustainable Development Goals | ||
Operational Strategies | B. Spatial Planning, Risk Management, and Climate Change Adaptation | B.1. Spatial Planning |
B.2. Landscape Management | ||
B.3. Buffer Zone Preservation | ||
B.4. Risk Management | ||
B.5. Climate Change Adaptation | ||
C. Interpretation, Communication, and Community Engagement | C.1. Interpretation | |
C.2. Communication | ||
C.3. Community Engagement | ||
D. Conservation, Maintenance, and Appropriate Use | D.1. Maintenance and Archive Database | |
D.2. Housekeeping | ||
D.3. Accessibility | ||
D.4. Use and Occupancy | ||
D.5. Security and Fire Prevention |
Subject | Indicators | Periodicity | Responsible |
---|---|---|---|
OUV | Verification that the Outstanding Universal Value of the property and its component parts is intact. | Annually * | State Party |
Authenticity and Integrity | Evaluation of the component parts’ condition under ranges of authenticity and integrity. | Anually | Cultural Heritage, I.P. |
Conservation Status | Monitoring the physical condition of the property through regular inspections and extensive documentation of anomalies and interventions. | Anually | Manager |
Finance | Annual budget for maintenance, repair, and conservation. | Anually | Owner |
Management | Evaluation of Management Plans. | Anually | Álvaro Siza World Heritage Association |
Buffer Zones | Monitoring irregular interventions inside the Buffer Zones and impact evaluation on the Outstanding Universal Value. | Anually | Cultural Heritage, I. P., Regional Coordination, and Development Commission |
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Share and Cite
Ferreira, T.C.; Freitas, P.M.; Cruz, T.T.; Mendonça, H. Joint Management Plans in World Heritage serial nominations: the case of Álvaro Siza’s Modern Contextualism Legacy. Architecture 2024, 4, 820-834. https://doi.org/10.3390/architecture4040043
Ferreira TC, Freitas PM, Cruz TT, Mendonça H. Joint Management Plans in World Heritage serial nominations: the case of Álvaro Siza’s Modern Contextualism Legacy. Architecture. 2024; 4(4):820-834. https://doi.org/10.3390/architecture4040043
Chicago/Turabian StyleFerreira, Teresa Cunha, Pedro Murilo Freitas, Tiago Trindade Cruz, and Hugo Mendonça. 2024. "Joint Management Plans in World Heritage serial nominations: the case of Álvaro Siza’s Modern Contextualism Legacy" Architecture 4, no. 4: 820-834. https://doi.org/10.3390/architecture4040043
APA StyleFerreira, T. C., Freitas, P. M., Cruz, T. T., & Mendonça, H. (2024). Joint Management Plans in World Heritage serial nominations: the case of Álvaro Siza’s Modern Contextualism Legacy. Architecture, 4(4), 820-834. https://doi.org/10.3390/architecture4040043