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AN INTRODUCTION MANUAL FOR PLANNERSAN INTRODUCTION MANUAL FOR PLANNERS

Urban Heritage Management in Vietnam

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Institute forConservation ofMonuments

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Urban Heritage Management in Vietnam

AN INTRODUCTION MANUAL FOR PLANNERS

CONTRIBUTIONS:Donovan Rypkema, Heritage Strategies InternationalPaul Rabe, Urban Solutions Ester Van Steekelenburg, Urban SolutionsTran Xuan Bach, Urban SolutionsDavid Brenner, Urban SolutionsDong Thi Thu Lan, Urban SolutionsHuynh Phuong Lan, Institute for Conservation of Monumentsand experts from the Institute for Conservation of Monuments

EDITING:David Brenner, Urban SolutionsPaul Schuttenbelt, Urban SolutionsLe Thanh Vinh, Institute for Conservation of Monuments DESIGN:Nguyen Van Hau

PRINTING:Cau Vong Trading Advertising & Printing Company Ltd.The Institute for Conservation of Monuments is responsible for documenting and protecting national heritage in Vietnam. The Institute for Conservation of Monuments is an agency within the Vietnamese Ministry of Culture, Sports and Tourism.

Urban Solutions is a Netherlands based company that provides advisory services on urban issues and heritage conservation.

http://www.urban-solutions.nl, info@urban-solutions.nl

Funding for this manual was provided by the Netherlands Organization for Interna-tional Cooperation in Higher Education (NUFFIC) and the Institute for Conservation of Monuments.

For the duplication or sale of this manual, written permission must fi rst be obtained from Urban Solutions

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Institute forConservation ofMonuments

PREFACEAll over the world cities regret the heritage

that was lost during development and modern-ization. Integrated heritage management helps protect areas of historical value while contribut-ing to the local economy.

Heritage places including buildings, monuments, street patterns and landscapes fulfi ll a fundamental function in that they stand as stirring statements about a community’s evolution. Remainders of the past provide an enriching and valued educational story to residents and visitors to understand and appre-ciate aspects of change within communities.

This manual will help urban managers, planners, developers, heritage experts and local authorities to develop and manage urban heritage conservation efforts in a way that con-tributes to the health of the economy, increases community pride, and protects heritage for the benefi t of future generations. With these aims, the manual compares the current context of Vietnam with international principles and cases in the hopes of creating a guide for the process of heritage conservation in Vietnam’s cities.

TABLE OF CONTENTSChapter 1: URBAN HERITAGE 8

1.1 The Changing Face of Vietnam’s Cities 101.2 Challenges for Urban Heritage 101.3 What is Urban Heritage? 141.4 Heritage Value: The Economic Benefi ts 17

Chapter 2: PRINCIPLES, GOALS & APPROACHES 20

2.1 Sustainability Objectives 222.2 Approaches to Built Conservation 25

Chapter 3: URBAN HERITAGE MANAGEMENT 26

3.1 Designing a Management Strategy 283.2 Heritage Promotion 38

Chapter 4: CONSERVING BUILT HERITAGE 42 4.1 Drafting Local Regulations 44 4.2 Renovation of a Site 45 4.3 Impact Assessment 49

Chapter 5: BUILT HERITAGE DESIGN 52

5.1 Architectural Design 54 5.2 Advertising and Signs 565.3 Street Design 585.4 Made in Vietnam 61

Chapter 6:INSTITUTIONAL STRUCTURES AND LEGISLATION 64

6.1 State Management for Heritage 666.2 Legislation and Policy Documents 68

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Integrated urban heritage is the ensemble of individual heritage assets and its interaction with social, economic and environ-mental issues. It is this ensemble of assets which makes any city unique. It is what provides societies with roots, with an identity, and people with a sense of place.

CHAPTER 1:

URBAN HERITAGE

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Vietnam’s urban heritage faces many pressures - land prices, new infrastructure demands, and the impact of tourism. Yet,

alongside these challenges there are new op-portunities to protect heritage, including tourism revenues, international recognition, and rising standards of living. In the last decade and a half, some of Vietnam’s cities have made admirable efforts to identify and protect their heritage and these efforts should serve as models for the rest of Vietnam’s cities.

For heritage conservation in Vietnam to be successful, it is necessary for the values of heritage to be widely recognized. This is greatly dependant on planners realizing the economic value of heritage. Urban heritage conservation creates jobs and develops tourism, while main-taining conditions suitable for small businesses.

1.1 THE CHANGING FACE OF VIETNAM’S CITIES

The rapid transformation of Vietnamese cities is putting considerable strain on the country’s urban heritage. Tangible urban heritage—in-cluding entire ancient quarters as well as indi-vidual houses, pagodas and monuments—are vulnerable to decay and are being threatened with demolition, as private developers and landlords seek to redevelop properties in the context of a highly competitive urban land market. Meanwhile, intangible urban heritage—

in the form of traditional customs, lifestyles and trades—is being eroded as older neighborhoods are gentrifi ed and traditional livelihoods are squeezed out in the process.

At the same time, the number of international and domestic tourists to Vietnam’s cities is in-creasing exponentially. Many of these tourists are heritage tourists and they base themselves in Vietnam’s richest heritage cities, including Hanoi, Hue, Danang, Hoi An, and Ho Chi Minh City.

Since inclusion on the World Heritage List, the cities of Hoi An and Hue have sought to conserve their tangible and intangible heritage and present it to tourists. The city of Hoi An has worked closely with UNESCO to forge conservation plans. Con-servation and promotion efforts have saved many houses in the central area and transformed the city into a major destination for heritage tourists. These successes have been accomplished by es-tablishing new regulations, organizing manage-ment of heritage sites, and planning large scale heritage conservation projects.

1.2 CHALLENGES FOR URBAN HERITAGE CONSERVATION

Unfortunately, heritage in urban areas is under immense pressure and not always recognized forthe value it has.

An estimated urbanization rate of 30%, and rapid population growth, are putting ever more

pressure on heritage cities such as Hanoi, Ho Chi Minh City and Hue. In these cities cranes rise overhead, workers tear down old houses, and the noise of motorcycles drowns out neighbour-hood street life. Hotel construction and housing renovation in Hanoi’s Ancient Quarter, designed to accommodate an increasing number of tourists and improve living standards, are de-stroying the typical identity of the quarter. Fur-thermore, limited awareness on the part of the community and inadequate education about heritage conservation hinder planning efforts.

Urban heritage conservation is not an attempt to freeze neighborhoods and buildings in time and thereby turn them into museums. Rather, it can be an action with multiple objectives – an effort to revitalize, reuse, and improve, all while pro-

tecting an aspect of cultural heritage. Effective heritage conservation, when it addresses the economic realities of an area, has the ability to improve social and economic situations and increase the pride and satisfaction of area residents. Likewise, intangible heritage can be both protected and advanced if provided with the necessary conditions. While tourists benefi t from the conservation of cultural heritage and elder residents appreciate the nostalgic con-nections of it, cultural heritage is also a basis for future cultural development. By educating younger generations about cultural heritage, and thus conserving it becomes the fi rst step, urban planners and managers are strengthening the social fabric of cities.

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The Ancient Quarter of HanoiThe Ancient Quarter of Hanoi – the “36 streets

and corporations” quarter – has been the historic heart of the old trading city for nearly 1,000 years.

The quarter bears the traces of its history. The street names also recall the goods that were produced there or often still exist today: the street of silk, the street of cotton, the street of iron, the street of sugar, etc.

The urban fabric refl ects the historic urban or-ganisation of the 36 corporations. This spatial and social organisation is refl ected in the presence of an outstanding intangible heritage, with the exercise of the historic crafts and the presence of a large number of traditional local activities in the streets.

Hoi An ancient townHoi An was Vietnam’s important international seaport

town from the 16th century to the late 19th century with merchants from both Asia and Europe trading all sorts of goods from spices to gold. Located on the bank of Thu Bon River 30 kilometers south of Danang, this is a quiet riverside town dotted with temples, shrines and Chinese style tile-roofed wooden houses girding a long narrow streets. The original structure of these street houses still remains almost intact. The architecture of Hoi An is characterized by a har-monious blend of Vietnamese, Chinese and Japanese infl u-ences. All the houses were made of rare wood, decorated with lacquered boards and panels engraved. Pillars were also carved with ornamental designs.

In every 15th nights of lunar months, the town turns off street lamps and fl uorescent lights, leaving the old quarter bathed in the warm glow of coloured silk, glass and paper lanterns.

This town started to draw the attention of visitors and re-searchers at the beginning of the 1980’s. What is so special about Hoi An is that this little port town is in an incredible state of preservation. It offers some of the most densely con-centrated sights in Vietnam with its old streets bordered with ancient houses and assembly halls, its pagodas, temples, ancient wells and tombs.

After many centuries, Hoi An is still respectful of its tradi-tions, folk festivals, beliefs and of its sophisticated culinary art. The Town was listed as a UNESCO World Heritage site in December 1999

Hang Hom Street, Hanoi, Vietnam (early 1900s)

Thus, the urban space is very much alive: craftsmen work or sell out on the street, small restaurants, sellers of goods and shop displays occupy the pavements.

Furthermore, a rich architectural heritage lives on. A large number of the historic buildings bear witness to this, with dwellings of great value, communal houses, temples and pagodas.

Nowadays, the Ancient Quarter is profi ting from economic development and the arrival of an in-creasing number of tourists : cafés, restaurants, craft souvenir boutiques and small hotels have emerged. Some trades, like the silk and jewellery crafts, have experienced new expansions.

In order to preserve the heritage of the Ancient Quarter, the Vietnamese Construction Ministry decided in 1995 on the principles of conserva-tion and restoration of the Ancient Quarter.

City of HueBeginning in 1744 when the Nguyen lords con-

trolled all of southern Vietnam, Hue served as the country’s feudal capital. The dynasty of the Nguyen family lasted (in theory) from 1802 until 1945, when the last emperor abdicated. The city was severely damaged in 1968 during the war, when house-to-house fi ghting lasted for weeks, but many architectural gems survived.

Nowadays, Hue is one of the most popular destinations for visitors to Vietnam. The City is divided between the older fortifi ed Citadel, and the new developments across the river. The new side contains most of the facilities, the hotels, restau-rants, travel agencies, and banks. People come to Hue to see the old Imperial complex, the Citadel and the Forbidden city, the pagodas, and the tombs of the emperors that lie a few kilometers south of the city. Each tomb is a walled compound containing temples, palaces, and lakes.

The Vietnamese regard Hue as the pinnacle of Vietnamese fashion, language and cuisine. The women of Hue, wearing the traditional “ao dai” (long dress) and “non bai tho” (sun hat), are reputed to be the most beautiful in all of Vietnam. The food, including local dishes such as “banh khoai”, is said to be the tastiest.

The heritage complex in Hue has been titled as World Heritage by UNESCO since December 1993.

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Tangible Heritage Natural Heritage

Urban Fragment Intangible Heritage

Cultural Heritage is commonly defi ned as: An expression of the ways of living developed by a community and passed on from generation to generation 1

DEFINITION OF “TANGIBLE” HERITAGE 2

“material products of historical, cultural or scientifi c value.”

These material products include:

* historical-cultural monuments

* scenic landscapes and beauty spots

* relics, antiques and national treasures

1.3 WHAT IS URBAN HERITAGE?

1United Nations Educational, Scientifi c and Cultural Organization (UNESCO) 2 This manual adopts the following defi nitions of tangible and intangible cultural heritage, as defi ned

by Decree 92 (2002), an expansion of the Law on Cultural Heritage of Vietnam (2001)

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Recipe: Bánh XèoIngredients: rice fl our, turmeric, salt, vegetable oil, scallions, small shrimp, pork, bean sproutsEating: wrap in lettuce leaves, add fresh herbs, and dip in sauce

My whole garden is in a holding mode, For you have such a touch of poetry. Come here to pick a pair of fortune fl owers And save my heart from its ill-fated hope.Xuan Dieu (translated by Thomas D. Le)

DEFINITION OF “INTANGIBLE” HERITAGE

“spiritual products of history culture or scientifi c value, being saved in memory or in scripts, handed down orally and through professional teaching, per-formance and other forms of saving and handing down.”

These forms include: a. Speech, b. Literary, art or scientifi c works c. Oral philologyd. Folk oratorio, including music, dance, theatere. Lifestyles and ways of life, refl ected through con-ventional rules of behaviorf. Traditional festivalsg. Traditional handicrafts;h. Folk cultural knowledge, including knowledge about traditional medicine and pharmacy, tra-ditional costumes, nature and production experi-ences, art of war, experience in artistic (academic) creation and composition, gastronomic culture.

1.4 HERITAGE VALUE: THE ECONOMIC BENEFITS

In Vietnam’s larger cities like Hanoi, Hue and Ho Chi Minh City, three specifi c major economic contribu-tions can be identifi ed.

1. Small Business Incubation: Since the introduction of “doi moi” two decades ago, the entrepreneur-ial spirit and the business acumen of the Vietnamese people has rapidly emerged. The energy, vibrancy, and economic vitality of small business-es are obvious to even the casual observer.

One of the few costs small busi-nesses can control is occupancy cost – rent. And the reality is that new buildings cannot charge low rents. Therefore worldwide, older and historic buildings provide a natural incubator for small business. That is very clearly the case in places like Hanoi’s Ancient Quarter.

Further it is the proximity, the critical mass, and the interdependency of these businesses that provides an overall physical context within which they can prosper (see box 1.4.1).

Box 1.4.1 Small Businesses Thrive in Hanoi’s Ancient Quarter

In Hanoi’s Ancient Quarter, the pedestrian orienta-tion of the block fronts, the scale of the buildings and even the seeming chaotic nature of activities, add signifi cantly to the economic environment that allows business success. To replace that physical context with a new, sterile and expensive physical context would have a severely negative impact on small businesses in the Ancient Quarter today, and those that may establish themselves there in future years.

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per year and have perpetual employment in the construction industries.

3. Heritage Based TourismTourism is one of the fastest growing industries in

the world, and the heritage tourism component is growing more rapidly than most other types. Heritage visitors worldwide have different charac-teristics than tourists in general. They tend to stay longer, visit more places, and spend more per day for every day they are in a city. Thus the per visit economic impact of a heritage visitor is signifi -cantly greater than the tourist visiting a country for other reasons.

Many cities in Vietnam possess in-ternational appeal for heritage visitors. Those visitors can see new shopping centers, western style hotels, and chrome and glass offi ce towers in their own countries. But it is only in Vietnam that they can see the Ancient Quarter of Hanoi, the citadel in Hue, and the many other urban heritage sites. Further more, while a golf course or a theme park can be replicated anywhere, Hanoi’s Ancient Quarter cannot be replicated anywhere. These are singular assets that no one else has, and no one else can have.

In the next 20 years there will be incredible growth in the middle class in both India and China. It is this middle class that will provide a sizable share of heritage tourism, and Vietnam is perfectly posi-tioned to take advantage of that opportunity. But the opportunity to attract well paying heritage tourists will be lost if the heritage sites are not there to attract them.

Concluding: Economic potential of urban heritage in Vietnam

These three economic contributions – small business incubation, jobs, and heritage tourism – cannot be overlooked. Lessons should be drawn

from other fast growth cities in the region. Singapore, Hong Kong, and Shanghai are all Asian cities now pros-perous and fully inte-grated into the global economy. But in ret-rospect, all three now regret they didn’t save

more of their built heritage when they had the chance.

In order to avoid a similar mistake, the preser-vation of heritage sites should merit the highest priority on the part of decision makers for cultural, social, aesthetic, environmental and educational reasons. In doing so for those important reasons, cities will receive economic benefi ts as well.

2. Employment Creation:The second broad area of economic contribu-

tion of heritage buildings is the most important element of economic development strategies – jobs. Certainly that includes the jobs in small businesses, but more specifi cally the jobs that are created on an ongoing basis in the maintenance and rehabilitation of historic buildings.

The construction industry in general has important job creating capacity. But analyses in Europe, North America and the Middle East have demonstrated the signifi cant incremental job creating ability of rehabilitation over new con-struction. While the expenditures for new con-struction will typically be fi fty percent materials and fi fty percent labor, rehabilitation will tend to be sixty to seventy percent labor with the balance being materials. Why does this matter? Materials for new construction are usually brought in from elsewhere. In smaller countries such as Vietnam

many of those materials have to be imported from abroad. That represents a transfer of fi nancial resources out of the country. Labor, on the other hand, tends to be local – the jobs are created for tradesmen and craftsmen from across the street rather than across the ocean.

Furthermore, once money is spent on materials the materials don’t themselves spend any more money. But the craftsman gets his paycheck, and then spends it locally, on a haircut, on groceries, on a new set of tools. Thus the same dollars are recircu-lated within the local economy rather than perma-nently lost to another, and often foreign economy.

Construction jobs are often dismissed as being short-term, lasting only as long as it takes to build the building. But because most heritage buildings have components that have a life of twenty fi ve or thirty years, this means that a city centre in Hanoi or Ho Chi Minh City could commit to re-habilitating two to three percent of the buildings

By 2020 international tourism is expected to nearly double (from 898 million arrivals in 2007 to 1.6 billion arrivals) In 2007, 167 million tourists arrived in Asia. While Vietnam received a mere 2.1 percent of Asian arrivals, it is in a prime position to attract more tourists. International tourism has been increasing in Vietnam’s cities at over 8 percent a year with a total of 4.1 million arrivals in 2007.3

Rehabilita-tion requires a higher percentage of labor costs than new construction, creating skilled local jobs

Heritage tourists stay longer and spend more time in each city they visit

3 World Tourism Organization (2008), Vietnam National Authority on Tourism

CHAPTER 2:

PRINCIPLES, OBJECTIVES AND APPROACHES

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Integrated heritage management differs from the more traditional approach where heritage is seen as a collec-tion of buildings, sites and traditions. Integrated heritage

management considers the social cohesion and traditions, as well as the environment and economy as an integrated part of the heritage of an urban area. Too often historic centers become museums where traditional residents, skills and trades can only be seen as tourist attractions.

Management of urban heritage should be an integral element of an overall local sustainable development policy for Vietnamese cities, as it is linked to vital social, environ-mental and economic policy objectives.

2.1 TOWARDS A SUSTAINABLE DEVELOPMENT POLICY

Environmental policy objectives: By preserving and restoring the original fabric of ancient neighborhoods, proper urban heritage management helps to maintain an appropriate and “human” scale in city centers, thereby preventing un-balanced development and the negative development externalities that may result from poorly planned new de-velopment (traffi c congestion, air pollution, poor drainage and water management).

For example, poor planning and an unsustainable increase in motorized transportation have clogged Bangkok’s city centre, deterring visitors and slowing the speed of business. Destroying old buildings in the Hanoi’s Ancient Quarter and replacing them with large commercial buildings and housing units will have disastrous effects on traffi c fl ow, water supply, waste collection and drainage.

Social policy objectives: The protection of intangible urban heritage is aimed at preserving and sustaining local cultural tra-ditions, lifestyles and livelihoods, including trades and crafts. The proper management of tangible heritage, such as individual houses and pagodas, enables these ancient trades and tradi-tions to survive, and in so doing helps to maintain cohesive com-munities.

It is diffi cult for residents to imagine Beijing without the Forbidden City, Amsterdam without its canals, Paris without the Eiffel tower, Hoi An without the Japanese bridge and Hue without the Citadel. Singapore destroyed much of its built heritage and regrets the con-sequential lose of its traditional roots. Also intangible traditions like the Carnival in Rio, Mardi Gras in New Orleans and the Flower Festival in Da Lat. Without these symbols of heritage, the unique-ness of the social fabric would be diminished and residents’ sense of identity would be reduced.

Symbols: The Tortoise Tower in Hanoi, the streetscape in Hoi An and the Citadel in Hue

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Economic policy objectives: Good urban heritage management contributes to local employment creation and the economic revitalization of city centers. Businesses, whether catering to tourists or taking advantage of busy central locations, create wealth in an area that can fund the conservation of heritage. Malacca in Malaysia receives over 5.5 million tourists a year while nearby Palembang in Indonesia, a city that also contains considerable heritage but has not maintained or managed it well, receives hardly any. The well conserved ancient city of Hoi An receives near 2 million domestic and foreign tourists annually, while the average foreign tourists spends $76.4 in the city each day.

In the long run the social, cultural, and environ-mental values of heritage buildings are far more

important than their economic value. But in the short term, for those in a position to determine the future of heritage buildings – public offi cials, property owners, bankers, real estate developers, and others – the economic value is very important. And it is to those groups that advocates for heritage conservation must make their case.

2.2 APPROACHES TO BUILT HERITAGE CONSERVATION

In the case of tangible (built) heritage, heritage management comprises at least seven different approaches, ranging from passive to active as summarized below.

Preservation

Conservative/Passive Proactive/ActiveMaintenance Conservation Restoration Renovation Renewal Redevelopment

The more passive or conservative approaches to built heritage management include mainte-nance, preservation, conservation and restora-tion. All these approaches aim to introduce only a minimum amount of change to an historic property or neighborhood: • Maintenance: the upkeep of an historic property

or neighborhood.• Preservation: the act of keeping an historic

property or neighborhood safe from injury, harm, or destruction.

• Conservation: all efforts designed to understand cultural heritage, know its history and meaning, ensure its material safeguard and, as required, its presentation, restoration and enhancement.

• Restoration: the act of bringing an historic property or neighborhood back to a former position or condition.

The more active/proactive approaches to built heritage management include renovation, renewal and redevelopment. They aim to improve and alter the state of built heritage:• Renovation: to restore an historic property or

neighborhood to life, vigor, or activity by bringing it to a former, better state.

• Renewal: the rebuilding of a large area of a city by a public authority.

• Redevelopment: the renovation of a blighted area.

The selection of an appropriate urban heritage man-agement approach—or combination of approach-es described above—depends on local needs and, most importantly, on support for a chosen approach among a range of key stakeholders, including city authorities, local residents, local businesses, and relevant national government agencies.

CHAPTER 3:

URBAN HERITAGE MANAGEMENT

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specifi c. For example, a conservationist may gather informational about maritime history in Vung Tau or consult monastic records to understand the signifi -cance of pagodas in a community in Hue.

The basic questions of heritage should be asked: why is this signifi cant? What features make this site distinctive? What cultural or historical purpose does it serve? What value does it hold for the future?

At an ancient pagoda in Hue, young monks carry on monastic lives while tourists wander by, accompanying guides dispensing facts

and stories about local traditions. Meanwhile vendors try to attract the tourists and neighborhood residents watch on from their homes.

Since urban heritage is indeed “living heritage,” it is important for planners to realize the diversity of stake-holders. A heritage management strategy, wherein the city chooses its vision and management plan, should be born from the diversity and often confl ict-ing nature of stakeholders’ desires.

3.1 DESIGNING AN URBAN HERITAGE STRATEGY

First Stage: Assessing Cultural Signifi cance

GOALS: It is important for planners to identify the features of an area that make that area unique and valuable to its residents and visitors. Gathering truthful written, verbal and visual accounts of an area’s past and present signifi cance help establish a deeper understanding. Planners can analyze features whose absence would detract from the culture and character of a place.

The Venice Charter warns against the construc-tion of a “false historicism,” whereby developers try to construct a sense of historical appearance and function that don’t match a place’s original values. This commonly occurs when heritage conservation efforts are driven solely by tourism developers.

Interview with Mr. Duc

Ancient Quarters Development Management Board

Mr. Duc monitors new construction in the Ancient Quarter. Duc considers there to be some diffi culty in reaching consensus among residents and notes the different attitudes between elder residents who are adamant about conservation, the less concerned younger generation, and the renters who state business as a primary focus. He agrees though that the vitality and the uniqueness of the Ancient Quarter are enjoyed by all its residents. He says, “the intangible culture of the Ancient Quarter is the most valuable aspect. The general at-mosphere and liveliness of the streets should always be.”

METHODS: There are fi ve general catego-ries of value defi ned by UNESCO: Scientifi c, Social, Spiritual, Architectural/Aesthetic, and Historic. When trying to understand the history of a neighborhood, historical records of land ownership, demography and commercial activity can be utilized. These records often provide an understanding of the continuity and change in a neighborhood and may help con-servationists better understand the dynamics of a community. Research need not be site

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ACTIONS: When assessing cultural signifi cance, there are ways for planners in Vietnam to document their fi ndings:

*Dossiers: a comprehensive fi le containing detailed information about a site or an aspect of intangible culture.

Action: Collect documentation and conduct an expert site survey

*Inventory/Register: a list of site information that can be given to local agencies to increase awareness about cultural heritage and its locations. The city of Toronto publishes its Historic Register on its website.

Action: Compile summaries of sites and intangible cultural traditions

*Monument ranking: Grading and ranking of heritage is the processes whereby heritage is assigned a level of importance and protection. The Thang Long Imperial Citadel has been desig-nated as “national heritage.”

Action: Dossiers are to be sent to the Ministry of Culture, Sports and Information

*Maps: In Hue a digital map of the citadel has been created to better understand its spatial orientation.

Action: create a map using survey measurements

Second Stage: Encouraging Community and Private Sector Participation

GOALS: Residents should be allowed an active role in the planning and design of heritage conser-vation efforts. In Vietnam there is a strong sense of

cultural pride. Residents are proud of their history and their intangible cultural heritage. By improving the aesthetics of built heritage together with the continuation of intangible heritage, this pride is manifested in the landscape.

Through active participation, residents develop a sense of ownership and responsibility concern-ing the street and house they live in. In the process of giving opinions and watching projects develop, residents feel a greater sense of belonging and value in their community. In the Ancient Quarter in Hanoi, the average duration of residency is 55 years. This means that older residents have witnessed the transformations of their neighbor-hoods through times of war, struggle, change, and family growth. They have also witnessed a physical transformation as economic changes altered their communities. Whether appreciative of change or nostalgic for the past, most residents feel a strong connection to their neighborhoods.

Conservation can be considered as a program of human development. The fi rst benefi ts are to the society, which are in the form of strength-ened communities, a sense of belonging, and the increased sense of pride that is produced by heritage awareness.

Secondly, the potential benefi ts of improved living conditions and increased economic vitality (tourism, jobs, new businesses, and real estate value). For these reasons, heritage requires an inter-disciplinary approach that is not merely ac-commodating in its vision but actively promotion-al of many distinctive objectives.

BOX 3.1.1 KATHMANDU, NEPAL

In Nepal, The Kathmandu Municipal Corporation (KMC) has under-taken extensive efforts to educate citizens about their heritage and envi-ronment. The KMC has been successful by encouraging a broad process of community and citizen participation, coupled with in-depth efforts at community education. The KMC states two goals: civic pride, and a belief that community involvement leads to heritage conservation success. These initiatives have produced positive results in efforts ranging from waste man-agement to renovation. During the recent renovation of a central heritage building, supportive citizens donated small amounts of gold.

In addition to a unique level of interaction with, and reliance on, residents, the KMC involves the local business community. The KMC has privatized

some government services and empowered citizens to make choices about government services that have increased effi ciency and service quality.

METHODS: The community should be instrumental in shaping conservation goals. Their role is NOT to lend support to a proposal, but to be real actors in the crafting of ideas and visions.

If businesses are aware of the economic benefi ts of heritage conservation, they too will want to play a role in conservation efforts. Changes made by businesses in the process of heritage conservation (e.g. reduced elements of modernity, more subtle signage and corporate logos) are often engines for growth as they attract customers to the area.

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ACTIONS: Public participation necessitates constant engagement of stakeholders. Following are some actions to engage the community.

*Survey: Asking questions of area residents helps planners understand community opinions.

Action: prepare questions and distribute them in the target area.

*Heritage Celebrations: in Hue, leaders often organize celebrations and festivals to showcase tangible and intangible culture, including the annual nine-day Hue Festival.

Action: engage local donors, businesses and cultural groups

*Community Education: In Sumatra, a version of the board game monopoly was made with local heritage locations to educate children.

Action: engage local schools and community groups to organize education.

*Focus Groups: when studying the Ancient Quarter in Hanoi, the HAIDEP research team composed of Japanese and Vietnamese experts held in depth group discussions with residents to gauge their sentiments about the area’s heritage.

Action: engage community members representa-tive of population diversity

*Conservation Updates: The Royal Asiatic Society of Hong Kong publishes a free newsletter to update citizens about ongoing heritage conser-vation projects.

Action: compile and publish information about heritage

*Open Door Government Offi ces: In Madison, U.S.A, citizens are encouraged to enter govern-ment offi ces and either speak directly to staff or leave statements of concern.

Action: consider mechanisms for public feedback to proposed actions

*Community Work Days (voluntary labor): lay persons in Myanmar often volunteer their services for the maintenance of pagodas and temples.

Action: engage the community by planning days for site projects.

Third Stage: Developing a Strategy

GOALS: Once the objectives of a heritage con-servation effort are agreed upon (refer to chapter 2) and a vision is drafted, these objectives must be integrated with other goals drawn from visions and plans in use by the city. For the conserva-tion of intangible heritage, plans should propose to develop the connection between an aspect of culture and other tangible and intangible things around it.

METHODS: After all stakeholders have been initially consulted, details of the strategy should be laid out. A strategy should include a clear plan with goals, objectives and strategies and an acknowledgement of the responsible stake-holders.

P R E P A R I N G A D E V E L O P M E N T S T R A T E G Y

Action Plan Implementation

September 2008-2010

Investment Conference I September 2008

Hanoi 1000 years Cultural capital of Asia (July 2010 – December 2010)

Hanoi 2025 Strategy implementation

Hanoi AQ ProfileEconomic Impact AssessmentInstitutional Strengthening

Further implementa-tion of 2025 Strategy

Concerts, exhibitions, arts, workshops, performances

International UN Conference

10 priority Projects implemented

2025 Strategy preparedCapacity Building

PHASE I (9 months) Institutional strengthening Stakeholder Identification Economic impact assessment Hanoi Profile Identification of projects Formulation of Vision

Implementation of major Infrastructure works Action plan implementation (continued)

PHASE II (20 months) Capacity Building Action Plan implementation Strategy preparation

cultural events (music, art, etc) International conference Signing of 2025 Strategy 2nd Investment conference

Above are two diagrams from the Toronto heritage management strategy and below is a diagram from a development strategy for Hanoi’s Ancient Quarter proposed by Urban Solutions.

Principles

FrameworkStrategy

Goals

Objectives

Strategies

Actions

Priorities

Strategy:

Framework:

3. Goal: Conserve Heritage Resources

4. Goal: Generate Awareness

5. Goal: Approprinately Fund Conservation

1. Identifying Heritage Resources 1.1 Criteria for determining cultural heritage value or interest 1.2 Heritage Impact Assessments 1.3 Properties of Cultural Heritage Value or Interest 1.4 Heritage Conservation Districts

2. The Management Structure

Prin

cipl

es

Her

itag

e M

anag

emne

t Pl

an

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ACTIONS: Urban heritage strategies should include some, if not all, of the following actions.

*Vision: The vision for Hoi An emphasizes the need for it to remain a “livable city” while sharing its culture and history with visitors, and the need to achieve “equitable income distribution.” Action: engage stakeholders to agree upon a suitable vision *Action Plan: A timeline and budget for projects and a description of management responsibilities. Hoi An’s action plan describes the main issues – including income distribution and local education – and the responsible agencies. Action: organize stakeholder meetings to create consensus. *Financial Plan: A summary of funding sources, fi nancial commitments and direct fi nancial costs.

Action: seek funding from multiple sources and predict conservation costs*Incentives: Building owners within historic areas sometimes feel unfairly burdened by regulations. Thus, incentives for conservation are often built into the legal code to encourage responsibility and reward owners for conservation (refer to box 3.1.2).Action: consider fi nancial and zoning mechanisms to reward conservation*Street Design: In Singapore’s Chinatown, street improvements began with the harmonization of advertisement boards. Action: survey the street and compare with other well maintained streetscapes.*Pilot Project: A project at a select site should be carried out to create a model process. This project should be well documented and organized in con-junction with universities, planners and heritage experts, as it is an opportunity for everyone to learn and to address specifi c contextual problems (refer to Box 3.1.3)Action: select an appropriate site and identify experts and local stakeholders

Fourth Stage: Implementing the Heritage Strategy

GOALS: In an area targeted for conservation, new developments should reinforce the sense of place. Through adaptive reuse and promotion, an area will continue to stay economically healthy.

Heritage efforts should be capable of adapting to changes in economy and dealing with unex-pected challenges without losing sight of the agreed conservation objectives. In Hanoi’s Ancient Quarter, many of the streets are experienc-ing economic changes. Streets like Ma May have transitioned away from their original functions to benefi t from the more profi table tourism business. As the number of tourists increases in the Ancient Quarter, more businesses will appear to cater to their demands. The Ancient Quarter’s economic

separation, whereas individual streets have his-torically been characterized by single products and guilds, represents an important aspect of in-tangible culture. Planners must balance the need for tourist infrastructure and services without losing the sense of place that these guilds bestow.

METHODS: At all times throughout the heritage conservation process it is important to keep a holistic view. Neglecting different interests in a place can cause a project to lose support.

Box 3.1.3 Nguyen Thai Hoc Street Project

Start date: April, 2000.Scale: Initial phase included the restoration of 11 of the 21 buildings on the street, the water supply, drainage networks, and sidewalks.Cost: 6,222,000,000 VND (429,000USD)Result: 20% increase in tax revenue from Nguyen Thai Hoc Street

In April 2000, the government of Hoi An began an effort to restore and revitalize Nguyen Thai Hoc Street. Previously, most of the heritage conservation efforts had been on Tran Phu and Le Loi streets, where tourists spent most of their time and money. The average income on Tran Phu and Le Loi streets was nearly double the average income on Nguyen Thai Hoc Street. The city of Hoi An invested 6,222 million Vietnamese Dong into eleven buildings on Nguyen Thai Hoc. The majority of these buildings are private homes and small businesses. This project also included the creation of a community centre, two small museums and two offi ces. Furthermore, to improve the general condition of the street, the city upgraded the water supply, rebuilt drainage networks and con-structed new sidewalks. The development of Nguyen Thai Hoc was formulated and achieved by a broad spectrum of groups, including UNESCO representatives, the Department of Commerce and Tourism, the Department for Monuments Management and Preservation, private donors and local home owners.

36 37

The result of these efforts has been a steady increase in the number of tourists onto Nguyen Thai Hoc Street and a broadening of Hoi An’s tourist areas. City authorities have made efforts to increase awareness about Nguyen Thai Hoc Street by distributing maps displaying its attrac-tions and by promoting it on Hoi An’s website. Since then, merchants on Nguyen Thai Hoc have seen their profi ts rise and home owners have witnessed a signifi cant increase in the value of their homes. The tax revenue from commercial activity on the street increased 20 percent after the restoration efforts were complete.

ACTIONS: When implementing the heritage strategy, planners should focus on ensuring that the goals and objectives are being met while improving the capacity of responsible institutions.

*Database: a collection of dossiers and documents relating to heritage sites and aspects of intangible heritage. The city of Hue is considering building a spatial database which would include all the old house and sites in the city.

Action: engage all relevant agencies and seek exchanges of information

*Heritage Impact Assessments (HIAs): The city of Hong Kong uses detailed HIAs to ensure that new developments don’t negatively impact heritage (refer to chapter 4.3).

Action: inspect HIAs and make sure remedial measures are completed

*Monitoring Report: A UNESCO monitoring report for Luang Prabang analyzed the rational for buildings selected for conservation and studied the effectiveness of local agencies.

Action: create monitoring materials and evalua-tion tools

*Capacity Building: Training of planners in heritage management must be an on-going process. Training should also be provided to architects, de-velopers and builders.

Action: assess training needs and set training and occupational standards

*Heritage Promotion: awareness is vital to the success of future conservation (refer to 3.2).

Action: engage the community and media

Box 3.1.2 HERITAGE CONSERVATION INCENTIVESThere is often a delicate line between society’s heritage conservation goals and the desire of individ-ual property owners to redevelop private heritage properties. The declaration of private buildings as heritage sites, or the local recognition of any building as having heritage value, can be problematic. Many countries offer incentives to owners of heritage buildings. Following are some examples of this strategy:1. In Sydney, Australia, the potential fl oor space (development potential) from listed heritage sites can

be transferred to another site, and such transferred development potential can be sold.2. In Singapore, heritage buildings are free from many construction laws and requirements, including

car-park provisions, development charges, and building site ratios. 3. In New York City, U.S.A, heritage buildings aren’t restricted by zoning requirements or built form

controls. Another common solution is to offer fi nancial incentives to owners of heritage buildings: 4. In Hoi An, Vietnam, owners of heritage homes are provided with non-interest loans for conservation

efforts.5. In Los Angeles, U.S.A, tax rebates are given to owners of heritage homes that undertake respectful

renovation.6. In Chicago, U.S.A, a fi ne is levied against heritage site owners that don’t comply with heritage laws. 7. In Elmina, Ghana, residents are provided a certain percentage of the renovation cost if they

become a member of the home owner scheme.

Case Study: Negative Side Effects: Lijiang’s Rebirth

Lijiang, China, is an 800 year old trading city rich in ethnic diversity and architectural preservation. Since its inception to the World Heritage List in 1997, tourism has boomed and the city has undergone physical and commercial changes to suit its new role.

While many of these changes have been well planned by authorities, some have had negative effects on the city’s tangible and intangible heritage. In the most historic part of the city, high rent prices and changes in land use have prompted many older residents to lease out their homes and

38 39

move away from the city. Prohibitions on local grocery and convenience stores in the central area, where only items for tourists may be sold, have diminished the local cultural. While the government has made efforts to develop local handicrafts and provided special incentives for local residents, there is strong competition from migrant merchants and their cheap mass produced souvenirs.

Built heritage has also suffered as many historic buildings have been replaced by new buildings in “pseudo traditional styles.” Although guidelines exist for renovation, local authorities complain that they are vague and inadequately enforced. Furthermore, the city lacks a place to educate local architects and builders about heritage conservation.

According to researchers from ACHR’s Asian Heritage Project, poor tourism education and a lack of participatory opportunities for local residents are partially responsible for the outward fl ow of the local population. Property owners are rarely allowed a role in planning decisions. This is further compounded by residents’ diffi culty in adapting to the new tourist driven economy.

3.2 HERITAGE AWARENESS AND PROMOTION

PROMOTION: Documentation of a conservation effort makes promotion of a heritage site easier. Once a heritage conservation project is complete, promotion can raise awareness about the efforts and bring tourists to the site.

Often residents living in historic cities are not fully aware that their surroundings have deep historical roots or are potentially attractive to tourists. Active documentation and communica-tion reap numerous benefi ts: they build pride and possession in a community, gather momentum for conservation efforts, and lay the groundwork for tourism promotion.

SIGNS: After reading a sign, visitors are likely to

spend a longer time experiencing a site or watching a display of traditional culture. These signs can be located on streets, against exterior walls or inside foyers. Banners can also provide simple informa-tion about heritage that informs visitors.

MAPS AND BROCHURES: Maps and brochures make information available to visitors and help them plan their sightseeing activities. Maps that provide brief informative paragraphs that corre-spond to elements of heritage connect a reader’s spatial understanding of a place with its cultural signifi cance.

Brochures can also be made available to share information and history about a place. These can also should recount the efforts of conservation and acknowledge the sources of funding.

MEDIA PROMOTION: Raising awareness about heritage helps raise support for conservation efforts. Using local newspapers and television news channels, the stories of conservation and heritage will foster pride in the community and attract local visitors to a place.

There are also less direct forms of media promotion. Since heritage sites usually hold unique aesthetic value, they are often used by aesthetic and creative industries (fi lm producers, wedding photographers, artists, etc.). Awards are another way to involve the media while recognizing quality conservation work (refer to Box 3.2.1)

COMMUNITY EDUCATION: Community approach-es to heritage education should be considered. When projects are completed, it is often possible to invite community members, especially those that contributed to their completion, to toast the effort. These occasions are also a chance to encourage community care and stewardship of a heritage.

Another way is to involve local schools. Heritage conservation efforts are a good opportunity to start children thinking about heritage and under-standing the history of their neighborhood and city.

40 41

BOX 3.2.1 Recognizing Conservation in Singapore

The city of Singapore acknowledges outstanding work in the fi eld of heritage conservation on an annual basis. The city’s Architectural Heritage Awards are given in two categories. The fi rst is to the best work on national monuments and fully conserved buildings. This award is based on the three R criteria: maximum Retention, sensitive Restoration and careful Repair. The second category includes buildings that blend old elements with new developments and designs. Ap-plicants are considered by the Assessment Committee, comprised of university and government representatives. On average, the Assessment Committee chooses six buildings each year.

CHAPTER 4:

CONSERVING BUILT HERITAGE

44 45

The history of a city is stored in its built heritage. In their minds residents bind their memories and the history lessons they’ve inherited to

the built structures around them. When these structures are transformed or demolished, this his-torical awareness fades. Conserving built heritage is an important part of cultural and future cultural development. For successful built heritage con-servation, planners should implement strong regu-lations, but also be aware that each site needs specifi c planning.

4.1 DRAFTING LOCAL REGULATIONS AND DESIGN GUIDELINES

In Vietnam, local governments (people’s com-mittees) are responsible for managing and devel-oping the urban area. When it comes to urban heritage this responsibility might be shared with a special conservation committee or board (like in Hanoi, Hoi An and Hue). The roles and the re-sponsibilities between the boards or committees

and the people’s committee are not always clear (refer to Chapter 6 for details relating to respon-sible institutions).

To prevent new developments from robbing neighborhoods of their historic character, local gov-ernments should promulgate local laws. In Vietnam these can be written by heritage experts at the city, district or ward level (or in special boards/commit-tees). These regulations should be widely acknowl-edged and strictly enforced. For enforcement to be more effective, these regulations should be in-corporated into a larger zoning code.

Urban neighborhoods rich in tangible heritage should also publish guidelines of design to harmonize architectural styles. While regulations strictly forbid, guidelines are strong recommen-dations. The drafting of regulations and design guidelines should be done by inter-disciplinary committees of urban planners, architects, histori-ans, lawyers, code regulators and neighborhood representatives.

Box 4.1.1 CASE STUDY: Guidelines in the United States

In the United States, there are 2,300 local heritage districts that have promulgated design regula-tions and guidelines. *A guideline in the River District in Portland, advises “signs and awnings fi t with and respect a build-ing’s architecture.” *A guideline in Chapel Hill’s Historic District states, “The rhythm of building massing is important in creating a visually comprehensible environment. This involves the organization of building elements or spaces between them in a logical sequential manner.” *A guideline in Wales Garden, Columbia states that “new roofs should be designed to be distin-guished from the historic portion of the building”.

4.2 RENOVATING A SITEChoosing an approach for a specifi c site is

dependant on the interest of stakeholders. If an active approach is selected, new developments should reinforce the sense of place.

In publicly owned or funded heritage sites, there are some common problems that can be avoided and some strategies that can be followed:

CONTROLLING COSTS: DON’Ts1. Don’t pay too much for acquisition 2. Don’t spend too much on rehabilitation; predict

the likely buyer/renter and don’t over-improve3. Don’t give control of fi nancial issues to the

architect; however, don’t give control of design issues to bankersSITE STRATEGIES: DOs

1. Do conduct a thorough physical analysis of a site2. Do have early discussions with regulators and

public offi cials3. Do only use architects familiar with rehabilitation 4. Do make as many reversible changes as

possible

5. Do prepare for adaptive re-use and plan for mixed uses

6. Do use multiple sources of funding

When applying principles of adaptive reuse, let the building tell you what it wants to be by accu-rately analyzing its design and potential uses.

In privately owned heritage buildings, funding and approach selection are signifi cantly more complex. These complexities necessitate a fl exible and innovative approach to heritage manage-ment that addresses the needs of stakeholders.

When selecting an approach for a specifi c site and drafting the details of design, heritage experts should advise builders and owners. Regu-lations of design should be made clear to builders, who then must address these issues in a Heritage Impact Assessment (chapter 4.3). Where con-servation regulations aren’t comprehensive, it is possible to negotiate additional details of design with property owners on a case by case basis (refer to box 4.2.1).

It is best to rely on ar-chitects and builders with extensive experience and knowledge about renovating heritage buildings.

By predicting the likely buyer or user of a heritage building, planners can make realistic decisions about cost and management.

46 47

While negotiating the details of a site, it is benefi cial to make a short statement of vision for a heritage site that illustrates the heritage value, the community’s perspective and the architects’ ideas (refer to the form in the back of this manual)

Box 4.2.1 CASE STUDY: Negotiating with Heritage Owners

In an effort to protect privately owned heritage buildings outside historic districts, the city of Vancouver, Canada uses Heritage Revitalization Agreements. These Agreements are mutually benefi cial to the city and the owner and help prevent the destruction or diminishment of heritage buildings. Through negotiations with the owner a legally binding agreement is formed that super-sedes city regulations.

These agreements can change zoning requirements and vary density, use or siting regulations. Unlike the legal incentives discussed in Box 3.1.2, Heritage Revitalization Agreements are individual agreements that apply to a single property.

Example of a Heritage Revitalization Agreement

In order to conserve an historic hotel and to construct a new building beside it, a signifi cant investment in restoration work was required. The city of Vancouver negotiated a HRA with the property owner that addressed their concerns:

1) the HRA described the details of the new development and forbade improvements outside this detailed description.

2) the HRA varied siting requirements, removing requirements for the new building to be set back from the street.

3) the HRA allowed non-conforming uses of the building, including guest accommodation

4) the HRA increased the allowable density on the site.

In return, the owner agreed to restore, maintain and protect the exterior of the building. The owner also agreed to restore the interior lobby, the grand staircase and the ballroom, rather than replacing them.

Guidelines, like one in Galveston, U.S.A., which encourages architects to “emphasize front entrances and orient them to the main street,” seek to continue past philosophies of design

Adaptive reuse and mixed use planning ensure that buildings continue their contributions to the economy.

A thorough physical analysis of a heritage site before renovation is necessary to ensure that the building is safe

Controlling costs of renovation is central to success. A balance must be struck between the wishes of architects and those responsible for funding

One goal of renova-tion is to maintain the integrity of the building. At this site, the integrity of the heritage building has been signifi cantly reduced.

48 49

even

Four Facts about Heritage Buildings 4.3 HERITAGE IMPACT ASSESSMENTSTo ensure that new developments do not negatively impact existing urban heritage, many cities use

Heritage Impact Assessments (HIAs).

In Hong Kong HIAs are required for all renovation projects on designated built heritage. They are also advisable for any new developments that are less than 50 meters from a heritage site.

BOX 4.3.1 HONG KONG: WHEN IS AN HIA REQUIRED?

In Hong Kong, from 1 January 2008 onwards, planners of all capital works projects in the Territory need to fi ll in a checklist to determine whether planned new projects will impact a heritage site. If a planned project does impact a heritage site, the project must undergo a Heritage Impact Assessment.

The fi rst action is to determine which sites require HIAs. The Antiquities and Monuments Offi ce in Hong Kong is responsible for conducting baseline studies to determine which buildings fall into the following categories:

(i) all sites of archaeological interest;

(ii) all pre-1950 buildings and structures;(iii) selected post-1950 buildings and structures of high architectural and historical signifi cance and interest;(iv) landscape features include sites providing a signifi cant historical record or a setting for buildings or monuments of architectural or archaeological importance

Information regarding specifi c sites is gained by the Antiquities and Monuments Offi ce through fi eld evaluation, archeological survey and desk top analysis of historical records.

50 51

• A description of the measures envisaged in order to avoid, reduce and if possible, remedy signifi cant adverse effects (the mitigating measures), and their proposed costs and a list of the actors involved;

• An outline of the main alternatives proposed by the project planner and an indication of the main reasons for their choice, taking into account cultural heritage, social and environ-mental effects;

• A non technical summary of the above information.

A partial HIA, completed for

projects with only minimal impact on the heritage site, should contain at least the fi rst three sections outlined above.

Step 4: Consideration of the HIA and Proposed Remedial Measures

In the fi nal step, the competent authorities consider the submitted impact assessment and give their notice of approval or rejection, based on established criteria for HIAs.

In case of approval, the project planners are given the go-ahead from the point of view of cultural heritage authorities to implement the proposed project—conditional on implemen-tation of the proposed remedial measures as submitted in the HIA. In the case of rejection, the project planners must revise and re-submit their applications.

Step 1: Determining the Need for an Impact Assessment

For this purpose, two questions need clear legal answers:What is a declared heritage site?

Declared sites are defi ned by government agencies (refer to chapter 6.1). The criteria for making such determinations is described in the Law of Cultural Heritage and Decree 92 (Annex 1 and 2)What constitutes impact?

Article 4 of Decree 92 gives a general description of what constitutes impact.

New developments that don’t respect “the original elements” and actions that “distort the value of a site” are considered negative. For questions concerning a specifi c site, local agencies can be consulted.Step 2: Determining the Scale of Development Impact The authorities can make a useful distinction between two categories of impact:

1. Projects with only minimal impact on the heritage site. In this case, only a partial HIA is required

2. Projects with moderate or major impact on the heritage site. In this case, a full HIA is required.

Step 3: Submission of a Heritage Impact Assessment

In the third step, project planners should submit either a full or partial HIA.

A full HIA, completed for projects with moderate or major impact on the heritage site, should contain at least the following sections:

• A description of the develop-ment proposed, comprising information about the site and the design and size or scale of the development.

• Data required to identify and assess the main effects which that development is likely to have on the envi-ronment (based on informa-tion submitted by project planners in Step 2);

CHAPTER 5:

BUILT HERITAGE DESIGN

54 55

Many of Vietnam’s ancient urban areas are like overgrown jungles: beneath tangled wires, overwhelming sign boards

and decaying facades hide buildings of great architectural and historical value. The marks of recent urban development often overshadow the old, and heritage buildings are rarely given settings suitable with their signifi cance. Harmo-nizing sign positions and styles and upgrading elements of the street have many positive effects, including the creation of respectful settings for heritage sites.

5.1 ARCHITECTURAL DEISGN When renovating damaged or deteriorating

elements of a heritage building, planners should

always consider repair before replacement. Where replacement is necessary, new material should be compatible with historic material in ap-pearance, texture, colour and form, yet be distin-guishable from historic fabric.

When alterations are made to a heritage building, it is a good idea to make these changes reversible. At some time in the future it may be necessary to alter or remove the rehabilitation work for historic, aesthetic or functional reasons. New work should, in spirit and material, be designed so that it may be removed leaving the essential form and integrity of the building intact.

Boxes 5.1.1 to 5.1.3 give explanations of regu-lations and guidelines in three large cities: Hong Kong, Vancouver, and San Francisco.

BOX 5.1.1 Hong Kong SAR

In Hong Kong, new developments near heritage sites must respect the site and not diminish its architectural integrity. The law states that “larger elements should be located farthest from the heritage feature” (Figures 1 and 2). Furthermore, views to heritage buildings should remain open (Figure 3).

BOX 5.1.2 Chinatown District, Vancouver, Canada

Heritage architects in Vancouver recognize a series of design elements that are unique to the Chinatown area. These include an emphasis on ver-ticality – tall windows and columns, an emphasis on soft paint colors with bright colors used for trim, and a large number of small wooden signs. They also considered building widths and heights to be important in the past philosophies of design and essential to preserving the authenticity.

As an historic district, Chinatown, Vancouver has its own set of design regulations and guidelines. These regulations, for example, limit the width of shop fronts or demand segmentation with pillars to a width no greater than 7.6meters (fi gure 1). They place regulations on the height of each story in relation to the neighboring building and fl oors higher than the overall rec-ommended height are to be set back from the front of the building (fi gure 2). The city publishes guidelines for both declared heritage sites and non-designated historic buildings inside the district.

BOX 5.1.3 Downtown Conservation Districts, San Francisco, U.S.A

The city of San Francisco places special emphasis on the scale of buildings in heritage areas. The city places less emphasis on the details of architectural design, recognizing the importance of heterogeneity and individuality within heritage areas.

In fi gure 1, “The buildings on the block have a variety of building forms and details, however, the overall building scale is uniform, helping defi ne the block’s visual character.” Figure 2 shows the inappropriateness of a building with a starkly different shape and roof design than the other buildings on the street.

Figure 3 stresses the importance of new windows matching the scale of other windows on the street. In this historic area windows are traditionally small.

Figures 1 Figures 2 Figures 3

fi gure1

fi gure1 fi gure2 fi gure3

56 57

5.2 ADVERTISING AND SIGNAGEContrasting design and positioning of signs often

have a negative impact. Discordant signs obscure and distract from the appearance of heritage places.

Elements that positively affect the sense of place in heritage areas:

*similar sizes of signs *controlled elements of modernity – blending the

old and the new *similar colour schemes and tones *matching vertical or horizontal sign positions *moderate display of company logos

58 59

5.3 STREETS AND URBAN FRAGMENTSStreet design is often an important factor in the feeling of a place. In Vietnam, the energy and vitality

of street scenes often set the tone for a neighborhood. Small scale improvements can bring harmony to street scenes while accentuating the architecture of buildings and the culture of the street. Urban fragments are signifi cantly bolstered by good street design, which links built heritage and intangible heritage.

There are many nice features on this historic street in Hoi An. There are no visible signs, except for a small well hung banner. Floor levels are approximately the same height and modern elements (i.e - down-pipes, air conditioners, etc) are hidden or well disguised. Although the overhead wires are tangled they are raised higher than in most Vietnamese cities.

Street waste bins mobile signs chairs/umbrellaselectric wireelectricity boxes benches

Environmental greenery (trees, bushes)sunlight airfl owsewage/garbage smells

Architectural advertisements/signs air conditioning units balcony designmetal roofsdrain pipes overhangs/awnings street/wall lights

This renovated heritage building in Hanoi’s Ancient Quarter does not have a respectful setting. The sur-rounding buildings have excessive sign boards and overfl owing displays. The overhead wires add to the general disharmony on the street

60 61

BOX 5.3.1 Street Survey in Hanoi’s Ancient Quarter

A survey in the Ancient Quarter conducted by the ALMEC Corporation analyzed residents’ sentiments about street design and sense of place. Residents stated overhead wires, oversized sign boards and unharmonized colours as negative visual elements. Residents also complained about a lack of sidewalk space, an un-unifi ed installment of urban facilities and overfl owing parking arraignments.

On this street in Hanoi the tangled overhead wires are very low. The pho-tography shop in the center has an excess of signs, strong colours that don’t compli-ment other hues on the street and bright modern lighting.

5.4 MADE IN VIET NAM

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Hanoi’s Ancient Quarter

In the Ancient Quarter intangible culture continues to thrive but modern elements are creeping in. A historic building (bottom center) has had the lower level remodeled with a modern door front, exterior materials and sign. Two neighboring banks in the Ancient Quarter (bottom right), where one has renovated an old building and selected a moderate sign, the other has chosen for modern materials and a large sign that obscures the historic building.

Bottom left, a sketch of a Vietnamese shop house. The interior or ancient houses often have polished wood columns and sometimes small courtyards. Garden house (top center) are unique in the city of Hue.

CHAPTER 6:

INSTITUTIONAL STRUCTURES AND LEGISLATION FOR HERITAGE MANAGEMENT IN VIETNAM

66 67

From the public sector, heritage manage-ment is dependant on good leadership. Fur-thermore, a thorough understanding of the

mechanisms that work as incentives and deter-rents is imperative to success. The laws of heritage protection serve as a backbone for heritage management, but are not an end in themselves. For these laws to be most effective and strictly enforced, heritage conservation must constitute an economic and social priority.

6.1 STATE MANAGEMENT FOR HERITAGE IN VIETNAM

According to the Law on cultural heritage (Article 54, 55 & 56), major contents of state man-agement for heritage include:

1. Formulate and guide the implementation of strategies, plans and policies on preservation and promotion of cultural heritage values.

2. Promulgate and organize implementation of regulatory and legal documents on cultural heritage

3. Organize and provide guidance for activities of preservation and promotion of cultural heritage values; Disseminate laws and regulations of cultural heritage

4. Organize and manage scientifi c research, training activities on cultural heritage

5. Mobilize and utilize resources to preserve and promote cultural heritage

6. Remunerate people with contributions to heritage preservation and promotion

7. Cooperation with international organizations to preserve and promote cultural heritage values

8. Supervise heritage and prosecute legal viola-tions on cultural heritage

HERI

TAG

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N H

ERIT

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MANAGEMENT AT CENTRAL LEVEL (Ministry of Culture – Sports and Tourism, departments of cultural heritage, related ministries)

1. Formulate and organize implementation • Strategies, plans and policies to preserve and promote cultural

heritage values; 2. Evaluate and approve projects of conservation and promotion for

cultural heritage values; 3. Classify heritages and grant licenses 4. Train officials, research, disseminate and educate about laws and

regulations; inspect impacts on cultural heritage.

MANAGEMENT AT LOCAL LEVELS (Province/City/District/Ward (commune) People’s Committees in charge of administration and departments/Division in charge of professional matters)

1. Formulate plans to preserve and promote local cultural heritage2. Grant licenses for activities of preservation and promotion for local

cultural heritage3. Make decisions for classification approval or dismissal of provincial

heritage 4. Approve projects of preservation, maintenance and restoration.5. Inspect and monitor legal observance on heritage6. Ward (commune) levels: to preserve and promote local heritage;

prevent and deal with violations; propose authorities for heritage classifi-cation; Make plans for preservation and promotion of local heritage.

PROFESSIONAL INSTITUTIONS (ICM, Institute of architectural studies, Universities, etc.)

1. Formulate basic studies and research on heritage, application studies on technologies of preservation and maintenance;

2. Provide advisory services; Formulate heritage preservation and promo-tion projects

3. Advise governmental management bodies in promulgation of relevant policies.

4. Train officials, public knowledge and provide guidance to transfer

Organizational structure of heritage management and conservation

68 69

Case Study: Jakarta Kota Tua

In the 1970s, authorities in Jakarta Kota Tua, with international assistance, drafted action plans to protect this historic area of the city in the face of rapid urban development and moderniza-tion. The plans called for creative reuse of the heritage places - including the squares, markets and museums - that would accommodate businesses and lead to a resurrection of these areas as commercial and tourism centers. All funding for the revitalization projects came from interna-tional donors. Initial efforts focused on conserving and beautifying a selection of key locations, including Kali Bezar, Fatahillah Square, and several museums. After the initial conservation and revitalization efforts, Kota Tua faced several problems. Since all the funding arrived from inter-national donors, there was not enough investment to continue the maintenance of sites and to conserve new ones. Furthermore, repairs to aging and overloaded infrastructure consumed much of the budget.

Kota Tua faced management problems due to bureaucracy and limited resources. Lack of coordination between government agencies hindered the speed and effectiveness of con-servation efforts. Although Jakarta Kota was protected by a governor’s decree and adopted international principles of conservation, these laws were poorly integrated into the existing legal structure. At the administrative levels, there were few clear guidelines on how new develop-ment was to be accommodated or a clear understanding of how conservation laws were to be applied.

Kota Tua has made more recent gains in heritage conservation, but much of the area remains neglected. Poor consideration and impoverished conditions have left the area unprotected and unable to attract a signifi cant number of tourists.

6.2 LEGISLATION AND POLICY DOCUMENTS RELATED TO URBAN HERITAGE In Vietnam, to perform urban heritage management, implement an urban development plan, or

simply develop construction or economic activities, the heritage managers, planners, and developers should refer to the regulatory documents listed in Annex 1 and Annex 2. The local documents and pro-cedures in Hanoi, Hue and Hoi An are based on these national documents with specifi c application to each city (see Annex 2). A pair of national laws focuses in detail on cultural heritage protection.

1. Law on Cultural Heritage – enacted by the National Assembly on 29 June 20012. Government Decree 92/2002/ND-CP on 11 November 2002 details implementation of Law on

Cultural Heritage

Managerial levels for heritage in VietnamClass of heritage

Levels of classification

National heritage and Special heritage

National heritage

Provincial heritage

Prime Minister

Minister of Culture – Sports and Tourism

Chairman of Provin-cial People’s Com-mittee

Province/City Board of Heritage Management (For important heritages, the management board is under direct supervision of province/city people’s committees Eg. Hue and Hoi An)

Province/City Board of Heritage Management

For large scale and com-plex heritages, an inter-sectoral management board is established under supervision of the District People’s Committee(Hanoi Ancient Quarter)

Division of Culture and Communication

Prime Minister Minister of Culture – Sports and Tourismapproves projects, designs of conservation, renovation and restora-tion for heritages under the Ministry’s direct supervision, including Hue and Hoi An. Province/city people’s committee Chairman approves projects of preservation, maintenance and restoration of heritage using local budget funding Previous agree-ment must be obtained from the Ministry of Culture – Sports and Tourism on projects and conservation designs.

Levels of management

Levels to approve investment projects

Group A* Group B,C*

Chairman of the Province or City’s People Committee

* Classification of investment projects into A, B or C level is identified in investment law

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Case Study: The Central Cultural Fund (Kandy, Sri Lanka)

The Central Cultural Fund, established in Kandy, Sri Lanka in 1979, is considered to be a suc-cessful model for heritage management. The CCF is a polycentric organization with coordina-tion between government agencies, private consultants and university researchers. The CCF is under the Ministry of Cultural Affairs, but has the Minister of Finance and the Prime Minister on its Board of Governors. The CCF also coordinates with the Department of Archaeology, which holds equal standing within the Ministry of Cultural Affairs.

Managed with the support of UNESCO, the CCF has signifi cant independence and generates its own funding. While the Fund supports heritage renovation projects, it also has an important role as a distributor of information and a general coordinating manager.

To improve regional heritage conservation and tourism development, the CCF plays a part in the Cultural Triangle Project, with the objective of identifying and promoting heritage in neigh-boring areas and linking them in a common tourism scheme.

The CCF’s success has been due, in part, to its cooperative approach. The CCF works with many sectoral government agencies to ensure that projects have broad bases of support and that confl icts of interest and responsibility are addressed. The CCF also has a multi-disciplinary staff that specializes in many areas of expertise, which can provide a greater range of perspec-tives regarding heritage sites and conservation objectives.

ANNEX 1: National Legislation

Urban heritages

1. Law on Cultural Heritage – enacted by the National Assembly on 29 June 2001

2. Government Decree 92/2002/ND-CP on 11 November 2002 detailing implementation of the Law on Cultural Heritage

3. Decision 05/ 2003/QD-BVHTT on 6 February 2003 by Minister of Cultural and Information promul-gating regulations on preservation, maintenance and restoration of cultural – historic heritage and landscapes

4. Decision 1706/2001/QD-BVHTT on 24 July 2001 by Minister of Cultural and Information approving Master Plan towards 2020 on preservation and promotion of historic heritage and landscapes

Planning, architecture and landscapes

1. Decree 08/2005/ND-CP on 24 January 2005 by the Government on construction planning (in which article 30 stipulates regulations on urban design)

2. Decree 29 /2007/ND-CP on 27 February 2007 by the Government on urban architecture management

Construction

1. Law on Construction on 26 November 2003 by the National Assembly

2. Decree 08/2005/ND-CP on 24 January 2005 by the Government detailing implementation of Law on construction

3. Decree 29/2007/ND-CP on 27 February 2007 by the Government providing guidance on urban architecture management

72 73

4. Circular 07/2005/TT-BXD on 7 April 2008 by the Ministry of Construction providing guidance and instructions of formulation, appraisal and approval of construction planning

5. Decision 4/2008/QD-BXD on 3 April 2008 by the Ministry of Construction promulgating the national standards of construction planning

6. Joint circular 4/2007/TTLT-BXD-BCA by the Ministry of Construction and Ministry of public security on joint action to tackle legal violations in construction activities

Land Use and Management

1. Law on Land enacted on 26 November 2003 (revised and updated for previous versions enacted in 1993, 1998 and 2001)

2. Decree 181/2004/ND-CP on 29 October 2004 by the Government detailing implementation of Law on Land

3. Circular 01/2005/TT-BTNMT on 13 April 2005 by the Ministry of Natural resources and Environment providing guidance and instructions on implementation of Decree 181/2004/ND-CP

Socio-Economic Development Planning

1. Socio-economic development master plan for the northern economic focal region

2. Vietnam Agenda 21 (Strategic Orientation for Sustainable Development)

3. Socio-economic development Orientation of the Central Economic Region towards 2010, vision for 2020

4. Master plan on socio-economic development of the central coastal provinces towards 2020, approved by the Prime Minister on 9th May 2008

Environmental Protection

1. Law on Environmental Protection enacted on December 27, 1993. Amendment was approved on November 29, 2005

2. Government Decree 80/2006/NĐ-CP on August 9, 2006 detailing implementation of Law on Environ-mental Protection. Decree 21/2008/ND-CP on 28 February 2008 on adjustment of Decree 80/2006/NĐ-CP

3. Circular 08/2006/TT-BTNMT on September 8, 2006 providing instruction and guidance on strategic environmental assessment (SEA), environmental impact assessment (EIA) and environmental protection engagement.

Housing and Real Estate

1. Law on Housing enacted on 29 November 2005

2. Law on Real Estate Business on 29 June 2006

Advertisement

1. Ordinance 39/2001/PL-UBTVQH on 16 November 2001 by the National Assembly Standing Committee on promulgating ordinances regarding advertisements

2. Decree 24/2003/ND-CP on 13 March 2003 by the Government detailing regulations of imple-mentation of Ordinance on Advertisement

3. Circular 43/2003/TT-BVHTT on 16 July 2003 by the Ministry of Culture and Information providing guidance and instructions on implementation of the Government Decree 24/2003/ND-CP. Circular 79/2005/TT-BVHTT on adjustment of Circular 43/2003/TT-BVHTT

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ANNEX 2: Local Legislation

Hanoi:

1. Decision 14/2004/QD-BVHTT in 2004 by the Minister of Cultural and Information classifying Hanoi Ancient Quarter as national historical heritage

2. Decision 45/1999/QD-UB on 4 June 1999 by the Hanoi People’s Committee promulgating temporary regulations on construction management, preservation and renovation for Hanoi Ancient Quarter

3. Decision 70 BXD/KT-QH on 30 March 1995 by the Minister of Construction approving plan of pro-tection, renovation and development of Hanoi Ancient Quarter

4. Decision 108/QD-TTg on 20 June 1998 by the Prime Minister on adjustment of Hanoi capital spatial master plan towards 2020

5. Decision 79/2007/QD-UB on 11 July 2007 by the Hanoi People’s Committee promulgating regu-lations of permitting construction activities in Hanoi

6. Decision 96/2000/QD-UB on 7 November 2000 by the Hanoi People’s Committee approving the detailed planning of Hoan Kiem district with scale of 1/2000

7. Hanoi socio-economic development master plan towards 2010

8. Decision 10/2001/QD-UB on 9 March 2001 by the Hanoi People’s Committee promulgating reg-ulations on advertisement with sign boards and banners in Hanoi

9. Decision 20/2008/QD-UBND on 16 April 2008 by the Hanoi People’s Committee promulgating regulations on management of street width and pavements.

Hue

1. Decision 105/TTg on 12 February 1996 approving plan to preserve and promote value of Hue ancient capital, period 1996-2010

2. Thua Thien Hue Province socio-economic development master plan towards 2020

3. Thua Thien Hue Province socio-economic development plan, period 2006 – 2010

4. Hue City socio-economic development plan towards 2010

5. Adjustment and complementation for Thua Thien Hue Province land use master plan towards 2010 and 5 year land use plan (2006 – 2010)

6. Thua Thien Hue Province transportation master plan towards 2020

7. Hue City urban transport development orientation, period 2006-2010

Hoi An (Quang Nam)

1. Decision 50/1999/QD-UB on 7 September 1999 by Quang Nam People’s Committee promulgat-ing regulations of protection and use of cultural – historical heritage and landscapes in Quang Nam Province

2. Decision 2337/2006/QD-UB on 10 November 2006 by the Hoi An Town People’s Committee pro-mulgating regulations on management, preservation and use in Hoi An’s ancient quarter

3. “Guidance on preservation for wooden architectural heritage”, 2003 by Heritage Preservation Management Centre - Hoi An Town People’s Committee

4. Decision 04/2007/QD-UBND on 6 April 2007 by the Hoi An Town People’s Committee promulgat-ing management regulations for tourist activities.

5. Decision 148/2005/QD-TTg on 17 June 2008 by the Prime Minister approving Quang Nam Province socio-economic development master plan towards 2015

6. Quang Nam Province 5 year socio-economic development plan, period 2006-2010

7. Decision 29/2006/NQ-CP on 9 November 2006 by the Prime Minister approving Quang Nam land use master plan towards 2010 and 5 year land use plan (2006 – 2010)

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SOURCES:

Hoi An Vietnam

Tran Anh, chief of Hoi An Case Study Team, 2001. “Implementation of the Action Plans, Hoi An-Viet Nam.” (http://www.unescobkk.org/fi leadmin/user_upload/culture/Tourism/2.pdf)

“Culture, Heritage Management and Tourism: Models for Cooperation Among Stakeholders.”(http://www.unescobkk.org/fi leadmin/user_upload/culture/Tourism/hoi_an-2.doc)

“Hoi An, Vietnam.” Global Heritage Fund, 2002. (http://www.globalheritagefund.org/where/hoi_an_scroller.html)

“Conservation of Houses in Hoi An Old Town,” 2008. Nhan Dan.(http://www.vietnamtourism.gov.vn/english/index2.php?option=com_content&do_pdf=1&id=1299

Hong Kong, SAR

“Hong Kong Planning Standards and Guidelines”, 2006. Planning Department, The Government of Hong Kong Special Administrative Region.

(http://www.pland.gov.hk/tech_doc/hkpsg/english/ch11/ch11_text.htm#2.background)

“Criteria for Cultural Heritage Impact Assessment,” 2007. (http://www.epd.gov.hk/eia/register/study/latest/fi gure/esb1442006Appendixb.htm)

Hue, Vietnam

Phan Thuan An, translated by Nguyen Van Hue. “Architecture of the Ancient Capital of Hue – Vietnam National Characteristics and Foreign Infl uences.”

(http://www.seasite.niu.edu/Vietnamese/vnculture/culture.htm)

“Culture and Sustainable Development in the Pacifi c.” Compiled for UNESCO by Antony Hooper (http://epress.anu.edu.au/culture_sustainable/mobile_devices/ch13s02.html)

Jakarta, Indonesia

Nas, Peter J.M, 2003. “The Indonesian Town Revisited.” Institute of Southeast Asian Studies. (http://books.google.com.vn/books?id=lyB0mHURvIsC&pg=PA374&lpg=PA374&dq=%22heritage+conservation%22+%2B+jakarta&source=web&ots=O9PO6puMiK&sig=pen_z1jkZgeqFEBN8ZYzNxdD6M&hl=en#PPA387,M1)

Gill, Ronald. “Jakarata”(http://www.international.icomos.org/publications/93sy_tou9.pdf)

Kandy, Sri Lanka

“Sri Lanka: Sacred City of Kandy.” State of Conservation of the World Heritage Properties in the Asia-Pacifi c Region. UNESCO, 2000.

(http://whc.unesco.org/archive/periodicreporting/apa/cycle01/section2/450-summary.pdf)

Bandaranayake, Senake, 1998. “Conservation and heritage management in the World Heritage city of Kandy.” 7th Seminar on the Conservation of Asian Cultural Heritage.

(http://www.tobunken.go.jp/~kokusen/ENGLISH/MEETING/SEMINAR/7SEMINAR/bandara.html)

“A Case Study on Kandy, Sri Lanka.” The Kandy Municipal Council, 2001. (http://www.unescobkk.org/fi leadmin/user_upload/culture/Tourism/kandy-2.pdf)

Kathamandu, Nepal

Srinivas, Hari, 1999. “Prioritizing Cultural Heritage in the Asia-Pacifi c Region: Role of City Governments”. The Global Development Research Center.

(http://www.gdrc.org/heritage/heritage-priority.html)

Wernicke, Ulf, 2006. “Responding to Urban Development Needs in Nepal.”(http://www2.gtz.de/urbanet/pub/UDLE_Report.pdf)

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San Francisco, U.S.A,

“Preservationists Technical Specialists Planning Information”, 2008 (http://www.sfgov.org/site/planning_index.asp?id=24996)

“Historic and Conservation Districts in San Francisco” 2003. (http://www.sfgov.org/site/uploadedfi les/planning/preservation/PresBulletin10DISTRICTS.PDF)

Vancouver, Canada

“Guidelines of Design.” The City of Vancouver. (http://vancouver.ca/commsvcs/guidelines/C018.pdf)

“Heritage Preservation.” The City of Vancouver (http://vancouver.ca/commsvcs/planning/heritage/)

Other Sources

“Cost Benefi t Analysis for the Cultural Build Heritage: The Conceptual Foundation.” ICOMOS, 1993. (http://www.international.icomos.org/publications/93econom3.pdf)

Bogaards, Rod, 2008. “Cost Benefi t Analysis and Historic Heritage Regulation.” Australian Department of Finance: Offi ce of Best Practice Regulation.

(http://www.fi nance.gov.au/obpr/docs/wp3-rbogaards-historic-heritage.pdf)

“Picture Project. Sixth Framework Programme” UNESCO, 2005. (http://www.culture-routes.lu/picture/glossaire_list.php3?id_rubrique=17)

Lema and Spiral, 2004. “SUIT: Sustainable development of Urban historical areas through an active In-tegration within Towns.” EU Programme: Energy, Environment and Sustainable Development.

(http://www.lema.ulg.ac.be/research/suit/Reports/Public/SUIT-2.4_Report.pdf)

“Incentives for the Preservation and Rehabilitation of Historic Homes in the City of Los Angeles.” The Getty Conservation Institute, 2004.

(http://www.preservation.lacity.org/files/GCI%20%20Incentives%20for%20the%20Preserva-tion%20and%20Rehabilitation%20of%20Historic%20Homes.pdf)

Smith, Brian, 2003. SUIT International Colloquium (http://www.historic towns.org/documents/downloads/LIEGE890903.pdf)

“Cultural heritage and sustainable development in SUIT (Sustainable development of Urban historical areas through an active Integration within Towns)”, 2002. EU Program: Environment and Sustainable Development.

(http://www.lema.ulg.ac.be/research/Suit/download/SUIT5.2c_PPaper.pdf)

Guidelines for Design. Chapel Hill, North Carolina, U.S.A (http://townhall.townofchapelhill.org/pdfs/Downtown_Design_Guidelines.pdf)

Guidelines for Design. City of Galveston, Texas, U.S.A (http://www.cityofgalveston.org/city_services/pdf/Chapter6.pdf)

Guidelines for Design. Columbia, U.S.A (http://www.columbiascgateway.com/content/pdf_PZ/DDRC_Wales_Garden_Guidelines.pdf)

Case Studies: Essential Strategies for Effective Arts Education (http://portal.unesco.org/culture/en/files/32005/11599539843annex_roadmap.pdf/annex_roadmap.pdf

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HERITAGE CONSERVATION IN YOUR CITYThe following are helpful ways for a city to effectively conserve heritage.

Comprehensive heritage survey – a list with short descriptions of sites that are declared heritage and non-designated sites that meet some if not all of the criteria.

Database of heritage sites – includes information about past developments and renovations as well as any historical documents that relate to the site.

Planning scheme that includes heritage objectives – an integration of heritage objectives into city and neighborhood plans.

Local laws to address local heritage concerns – aspects of unique local heritage often necessitate local heritage laws.

Assessment and certifi cation of architects in heritage design – a program to train and certify architects and measures to ensure that only certifi ed architects work on the renovation of important heritage buildings.

A model conservation project – an example that is well documented and has clear benefi ts.

Education materials for government offi cials about heritage – a package of infor-mation that explains heritage laws and guidelines in a specifi c city. The package should include the list of declared heritage sites and general information about heritage values.

A simple manual for owners of historic homes – simple information to inform heritage home owners about their rights and responsibilities.

Tourist guides trained to teach visitors about heritage sites – heritage should be integrated into the curriculum of tourism training schools and information about specifi c sites should be provided.

Heritage education programs for the community – School programs, neighbor-hood events, etc., that help raise awareness and encourage community re-sponibility of neighborhood heritage sites.

Heritage and cultural development programs – these can include art or music or any creative activity. Linking these activities with heritage sites helps raise awareness about heritage and promote cultural development.

Establishment of a heritage fund – a fund or another means of collecting money for heritage conservation.

Establishment of local heritage awards – by recognizing outstanding heritage conservation and rehabilitation projects, owners are rewarded for their efforts.

Already/Not Relevant

Not yet Already, but could be improved

A

Ă

Â

B

C

Đ

D

E

Ê

G

H

I

K

HERITAGE PROJECT CHECKLISTPROJECT NAME: ______________________________________________________________________

LOCATION: ___________________________________________________________________________

OWNER/DEVELOPER:___________________________________ CONTACT: ____________________

Those using this form can tick the following that are relevant to their project. As the actions are fi nished the “completed” box can be ticked. A comment should be added to explain possible problems or the degree to which an action was useful.

123

45678910

1112

131415

16

1718

Collect information about a siteCompile a list of possible sources of fundingCompile a list of non-monetary contributors (e.g. schools, universi-ties, government agencies)Check laws and regulations concerning the siteConsult with local government agenciesConsult with local residentsConsult with local businessesChoose the best approach (passive or active)Create a timelineCheck that architects and builders are qualifi ed to work on a heritage site Assist in the creation of a construction plan with HIAPrepare informative statement or release documents for the public and donors, explaining the signifi cance of cultural heritage and your vision for the site or areaReceive and check Heritage Impact Assessment (HIA)Follow up on initial community engagementCheck that construction is faithful to the plan and that mitigation measures described in the HIA achieve their aimPromote heritage (e.g. send story to the media and tourism companies)Regulate business and tourism at the siteEnsure new use of the site is suitable

Applicable Completed Comments

example yes / no limited resources

yes / no

Additional Comments

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CONSERVATION STATEMENT OF VISION

PROJECT NAME: ______________________________________________________________________

LOCATION: ___________________________________________________________________________

OWNER/DEVELOPER:___________________________________ CONTACT: ____________________

Heritage Value

Community Perspective

Developer/Owner’s goal

Architect’s Statement

Heritage Expert’s comments

Urban Heritage Management in Vietnam The rapid transformation of Vietnamese cities is putting con-

siderable strain on the country’s urban heritage. Tangible urban heritage—including entire ancient quarters as well as individual-houses, pagodas and monuments—are vulnerable to decay and are being threatened with demolition, as private developers and landlords seek to redevelop properties in the context of a highly competitive urban land market. The transformation does not only affect buildings, but also intangible urban heritage—in the form of traditional customs, lifestyles and trades, which is being eroded as older neighborhoods are gentrifi ed and traditional livelihoods are squeezed out in the process.

In the last decade and a half, some of Vietnam’s cities have made efforts to identify and protect their heritage. Yet, more often than not old buildings are at the loosing end in today’s competitive urban market. For heritage conservation to be widely successful in Vietnam, it is necessary for the country’s planners to recognize the economic value of heritage and the role that heritage can play in revitalizing urban areas.

Urban heritage conservation is not an attempt to freeze neighborhoods and buildings in time and thereby turn them into museums. Rather, it can be an action with multiple objectives – an effort to revitalize, reuse, and improve, all while protecting an aspect of cultural heritage.

This manual serves as a guide to assist urban managers in the challenges they meet on a day-to-day basis. It analyses the wide spectrum of heritage values looking into economic, social, cultural and design aspects and presents a set of possible tools for today’s urban heritage managers: regulatory, fi nancial and institutional. The manual is illustrated with successful examples of heritage con-servation in Vietnam and abroad.

This manual was written by members of the Institute for Conser-vation of Monuments and Urban Solutions, B.V., in Hanoi, Vietnam, with fi nancial assistance from the Netherlands Organization for In-ternational Cooperation in Higher Education ( NUFFIC).

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