Universitat Internacional de Catalunya
Management of Cultural Heritage
Other languages of instruction: Spanish
Teaching staff
Introduction
The subject focuses, within the cultural field, on the heritage sector, understanding by heritage not only the tangible manifestations of the past that enjoy official recognition, but everything that refers to the identity of the peoples: the environment, the landscape, the language, the traditions, the customs...
Heritage is a dynamic concept that evolves and transforms. Today we see it as the result of a dialectic that is established between the human being and the environment, between the community and the territory. This leads us to consider heritage as a unit, in which all the different elements that make it up are interrelated; and in this way we must talk about the union between cultural and environmental heritage.
Thanks to this integrative conception, which has been promoted by UNESCO[1], we consider that the works of man and nature are a single heritage for humanity and that natural wealth is inseparable from history and our future.
Heritage has a value in itself that distinguishes it from other assets, a social and cultural value that is different from that of the market. Within the field of culture, the heritage sector has the singularity of being conditioned by specific priority purposes such as preservation and transmission to future generations, which has led to the necessary prominence of public institutions, obliged to intervene and assume obligations that they cannot avoid, nor give in to the free competition of the market.
At the same time, the sector always lives in a constant confrontation between the need to conserve, on the one hand, and on the other, to disseminate and, consequently, facilitate the maximum social use of heritage assets. In this sense, it is necessary to meet the demands of public use that can range from personal interests (delight, leisure, individual training...) to collective needs (education, identification and cultural perpetuation...). It is necessary to bear in mind the fundamental challenges that must be faced and answered, in terms of the management and use of heritage. These are conditioned by the circumstances that in recent years are affecting the socio-economic and cultural context of the heritage:
• Since the 19th century, Western society has set in motion a process of converting tangible and intangible elements (buildings, trades, traditions, landscapes, etc.) into heritage objects, this process is known as "patrimonialization", i.e. , our society has invented, in the sense of discovery, heritage.
• There is currently an increase in society's interest and a greater awareness of heritage issues, and this leads to an increase in its social use.
• The categories of goods that can enjoy protection and cultural dissemination are increasing, as a result of the increase, both qualitative and quantitative, of the concept of heritage.
• The structures, equipment and cultural services that are responsible for the preservation, documentation, study and dissemination of heritage are growing and multiplying, while we can verify the versatility of these structures, which host a wide range of activities.
• In this environment, new needs arise regarding the management, organization and financing of the heritage, and the demand for appropriate responses to the new requirements for the social, educational, cultural and tourist use of the heritage.
There are more and more people who are motivated to learn about cultures and territories and raise new demands to which we must give adequate and imaginative answers. We must not forget the special role that cultural tourism is playing in the development of heritage and how it is favoring the emergence of new management models and new financing channels.
Currently, heritage is being integrated into territorial planning and global employment and development programs are being promoted based on cultural and natural resources. One of the fundamental challenges raised, for now, is this fusion between heritage and territory. The institutions responsible for the administration and management of heritage must provide immediate and effective responses to the demands posed by a society in constant evolution: relations with territorial planning and the economy, the need to implement new management systems and of organization, the diversification of forms of financing, the development of cultural tourism, etc... And all these aspects make more and more sense in the territorial context. It is on the basis of territorial development projects that the new strategic proposals for organization and operation aimed at achieving a good quality of heritage services, indirect and induced benefits for the municipalities, and a correct fulfillment of the conservation tasks have a place. documentation, research and dissemination of cultural heritage. It must therefore be recognized that the organizational environment of heritage and is in the midst of a process of evolution and change, and professionals in the sector must be able to play an active role in this process.
[1] Cf. Convention on the Protection of the World Cultural and Natural Heritage, UNESCO, 1972.
Objectives
- To make students aware of the challenges and fundamental aspects that affect today's heritage management through a training process that combines theoretical aspects related to the new trends in the conception, planning and management of heritage, with the presentation of real cases and the specific application of a planning methodology for territorial heritage and cultural tourism projects.
- Adapt training to the changes and new demands that are occurring in relation to social use and asset management. Discuss the controversial aspects that these changes are bringing.
- Influence the novelties that technology brings to the management and interpretation of cultural heritage.
- Analyze examples of good practices in the social use of heritage.
- Promote the use of interpretation as a tool for heritage management and communication.
Competences/Learning outcomes of the degree programme
- CB6 - To have and understand knowledge that provides a basis or opportunity for the student to develop and/or apply original ideas, often in the context of research.
- CB7 - Students should be able to apply their knowledge and ability to solve problems in new or little-known environments, within broader (or multidisciplinary) contexts related to their area of study.
- CE8 - To identify the business structures inherent to the creative cultural, visual arts and cultural heritage industries at a national and global level and manage the processes and work procedures involved in their creation, programming, management and production.
- CG4 - To know how to communicate, encourage and mediate between the various agents involved in a cultural project, programme or service.
- CG6 - To demonstrate an ability to be open and flexible with regards to cultural and social diversity.
- CT1 - To design, direct, produce and assess cultural projects, programmes, strategies, policies or actions that involve a number of different numerous professional profiles, agents and institutions.
Syllabus
1. CULTURAL HERITAGE MANAGEMENT
1.1. Introduction to the management and social use of heritage.
1.2. Heritage, tourism and territorial development. Cultural and creative tourism.
1.3. Methodology for the creation of Cultural Routes.
1.4. Case studies of estate planning and management cases.
1.5. The technological adaptation of museums and heritage sites.
1.6. From toxic sponsorship to job insecurity: current conflicts in wealth management.
1.7. The economic dimension of heritage and the debate on free.
2. METHODOLOGY AND DESIGN OF HERITAGE IMPROVEMENT PROJECTS
2.1. Heritage programming: from the idea to the project, from the object to the product.
2.2. Preparation and implementation of heritage projects.
23. Case analysis.
3. INTERPRETATION AS A TOOL FOR HERITAGE MANAGEMENT AND COMMUNICATION
3.1. The historical development of Heritage Interpretation.
3.2. Strategic Heritage Interpretation Plans. Methodology and practice.
3.3. The interpretation of heritage as a communication tool (practical workshop).
3.4. The animation of heritage and historical recreations.
3.5. The professional aspect of heritage interpretation: cultural, educational and tourist products.
4. EXAMPLES OF GOOD PRACTICES
4.1. Good practices in heritage activation projects.
4.2. Development in rural areas based on heritage.
4.3. Urban positioning based on heritage.
Teaching and learning activities
In person
It combines learning theories and abstract knowledge with techniques and instrumental knowledge. It focuses on the presentation of cases and examples and the application by students of a methodology for heritage planning in a specific case, with a territorial dimension.
Evaluation systems and criteria
In person
Attendance and participation:In the classroom and on the Moodle Platform (30%):
Continuous evaluation, signature control and monitoring of activity reports on the Moodle Platform.
Exercise no. 1. Individual work.: Reasoned analysis of the visit to a heritage site (30%): The adequacy of the exercise carried out in accordance with observation guidelines (30%), capacity for analysis (30%), identification of relevant issues (40%), will be assessed.
Exercise no. 2. Work in group. Strategic Interpretation Plan (40%):
Firstly, the ability to identify the relevant aspects of heritage enhancement, knowing how to identify and value the potential of heritage resources and evaluating their difficulty in adequacy will be assessed.
Secondly, the creative capacity will be valued when defining the criterion for interpreting the territory.
Thirdly, the good application of the interpretative strategic plkanification methodology will be assessed.
Bibliography and resources
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