Management plans/management system of a World heritage serial fortified property
To ensure the preservation of the outstanding universal value (including authenticity and integrity) for future generations and anticipate and supervise the development of sites. In the case of serial properties, all components must meet the same requirements (the failure of one may cause them all to lose their status as a World Heritage site). The Vauban network management system and the management plans each of the twelve sites must strive together towards these same objectives.
The Major Vauban sites management plans were developed between February and July 2007. They were approved by the Municipal Council and by the Board of Directors of the Vauban network.
The management plan is considered a tool of work and a guideline for stakeholders and partners of the Vauban site and for this reason has to be clear and practical. Each site is committed to sustainable management in consultation with local stakeholders and adapted to its particular environment. These are documents that combine a programme of measures both short-term for a period of six years and long-term (in 20 to 40 years time) to ensure that the property is handed down to future generations. A cross-sector approach is advocated; any measures undertaken on the site must comply with the objectives set by the Manager who developed the management plan in consultation with all the stakeholders concerned.
The management plans developed in 2007 have fostered new partnerships, collaborations and alliances and often facilitate the co-funding of operations that are listed in them. They serve as a real reference and can justify, or at times adjust, decisions taken with reference to the general objectives. At times more research into the cross-sector scope and the involvement of the surrounding territory needs to be carried out. Indeed, the redevelopment of a fortified site does not just stop at its ramparts.
It is essential for interested parties to work together, and enough time needs to be allocated to this effect thus gaining time and means in the long run.
The development of the management plan should not be given to an external party but co-ordination of the process and drafting in governance should be preferred for more scope (and in the long run a better implementation) of the management plan. The organization of stakeholders should include the definition of the roles of each party -associate experts, relevant departments, associations, companies and other related agencies, and legislative consulting.