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Where does conservation meet conservation?. Lida Miraj 2011.
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Where does conservation meet conservation? LidaMiraj 2011
The Interface between Historic Buildings and their Contents. Development and practice of conservation, both of historic buildings and their contents. Taken together, the value that comes from the shared knowledge and experience of the authors is immeasurable.
Movable : Immovable – A Historic Distinction and its Consequences The challenge to preserve both a historic building and its contents is but one example of the need to overcome traditional distinctions between immovable and movable property conservation. Nevertheless, historically they have been considered different fields of specialization, each with its own educational programes, practitioners, and professional organizations.
Beyond the Divide – Experiences from Scottish Conservation Scotland’s distinctive integrated approach to conservation stems from the work of a few key individuals in the field from the 1960s onwards, who applied a single standard across artefacts and buildings conservation. The inspiration for a single centre for conservation research, practical work, training, information, and advice spanning private and public sectors came from this tradition. The role of a Scottish Conservation Forum in Training and Education is promoted as a means of contact and a forum for finding common ground.
‘Places’ and ‘Stuff’: Is it Only the Language of Conservation that is Changing? Taking the three thematic areas of sustainability social, economic, and environmental, as the starting point, we consider the wider context within which conservation of the material heritage is practiced. In this, it is important to argue that similar influences and pressures affect society, the natural environment, and the material heritage, yet nature conservation has both ‘natural’ and ‘man-made’ protection.
Nature can renew itself if well managed, while material heritage cannot, and organizations supporting nature conservation have managed to raise public and political awareness in a way that conservation of the material heritage has not.
The argument in merits of conservation of the material heritage as being the management of a non-renewable resource, and that aligning material conservation with the ethical principles of sustainability will provide the societal context for wider recognition. Achieving a balance between conservation and access, as a cornerstone of heritage sustainability, will become a more realistic goal if conservation practitioners identify more closely with society’s interests.
One way in which this can be done is by involving communities in conservation decisions.
Working BuildingsThe Effect of Building Use on the Conservation of Wall Paintings and Polychrome Surfaces Although the medieval churches and cathedrals are primarily working buildings, their ancient fabric is highly vulnerable to deterioration, as are the historic artifacts contained within them. Often, the requirements of those using historic buildings are significantly different from those whose role it is to maintain and conserve them.
The expectations of modern congregations and visitors are very different from those of only a generation ago, and often place an enormous strain on both the building fabric and its historic contents. In particular, the impact of heating and ventilation on sensitive surfaces, such as wall paintings, is little understood by many charged with the care of such buildings and, as a result, damage can often be caused by actions intended to alleviate it.
In order for religious buildings to maintain their proper function, it is essential that the historic fabric remains in good condition. Equally, for the building to remain relevant, visited, and funded, it is important that the conditions within it are conducive to its working nature. It is the role of the conservator to advise on the ways in which conditions can be achieved that are acceptable to the people using the building, as well as being suitable for the conservation of the building fabric and the objects displayed within it.
When Conservator meets Architect and Engineer Environmental monitoring in historic buildings has shown that the summer climate is usually benign for the collections housed within them. Solar gain is sufficient to reduce the naturally high relative humidity of our maritime climate below the level at which damp-related problems are triggered. Internally, however, comfort-heating levels for human occupants can produce relative humidity levels that are disastrously low or dangerously fluctuating, not only for collections but also for fixtures and the building structure.
Conversely, unheated buildings suffer from mould, rot, insect attack, and metal corrosion. The creation of the constant humidity at levels below the threshold for mould growth (65 per cent) by installing conservation heating systems controlled by humidistats. To ensure a holistic approach to preventive conservation, other services are often upgraded when conservation-heating systems are installed, along with maintenance of the building fabric. The associated building work threatens collections and historic interiors through physical damage, dust, and theft.
These risks are controlled through planning by a multidisciplinary team underpinned by good project management. Planning minimizes physical disruption, and programming ensures sufficient time for storage and protection as well as installing and commissioning new systems. Risks are controlled by specifying working methods, providing storage, designing protection, and employing specialist staff to ensure these measures are implemented.
Management of the Historic EnvironmentThe Broad Nature of the Process The process of managing the conservation of the historic environment applies to artefacts as well as to their context and the lessons learned are common to all scales of conservation challenge. Indeed, the ethical nature of the process requires the building of consensus amongst all stakeholders involved. This can only be achieved by promoting the best scientific, social, and cultural understanding.
The process examines how conservation can be sustainable only if all threats and weaknesses have been accounted for. While the body of scientific knowledge and technology has greatly increased, social, economic, and cultural factors remain a necessary and integral part of the equation for achieving sustainability and the support of stakeholders. It is important to set the scientific and technical challenges into the context of the management process.
There are no Revolutions in Conservation. • There is evolution, there are new concepts • Social and environmental issues are getting more important within the conservation thinking • Management plans are part of the evolution and of more comprehensive thinking. • Example: Defence-Paris, London’s skyline in 2012, Tel Aviv
Management Plans • Subject driven-in our case, Culturally • Principle 1-Participatory Process, involving stakeholders • Define cultural values • Define other values, according to stakeholders input • Identity values conflicts • Identity protection tools (Legislation, Administration, Economy and Finances, Human Resources, Enforcement, etc.)
Analyses and identification or Problems • Preparing prioriteted action plan with time tables and budget estimates. • Monitoring maintenance and reviews
Methodology and Concept of Development Plan • Education • Conservation Plans • Social Aspects • Infrastructure • Presentation and Interpretation • Finances and Economy • Enforcement • Etc.
Main Plans • Defining Objectives • Data Collection • Physical and Infrastructure Conditions • Existing Plans
Split-Historic Core Conservation rather than restoration, the use of traditional materials and techniques, emphasizing the maintenance of properties and reconstruction of urban infrastructure are some of the basic principles of the recent conservation practice in the historic core of Split. Restoration of key buildings has being used as good practice examples. The objective of the new Management Plan is to preserve the Spirit of the Place by minimizing conflicts between cultural values and stakeholders’ interests, with a need for development and change. In line with its Action Plan, the City has launched several projects, some of which deal with the improvement of infrastructure and with the enhancement of energy efficiency in historic buildings.
Diocletian's palace is today the heart of the inner-city of Split where all the most important historical buildings can be found. The importance of Diocletian's Palace far transcends local significance because of its level of preservation and the buildings of succeeding historical periods, stretching from Roman times onwards, which form the very tissue of old Split. The Palace is one of the most famous and integral architectural and cultural constructs on the Croatian Adriatic coast and holds an out- standing place in the Mediterranean, European and world heritage. In November 1979 UNESCO, in line with the international convention concerning the cultural and natural heritage, adopted a proposal that the historic Split inner city, built around the Palace, should be included in the register of the World Cultural Heritage.
Analysis of Historic Core’s current condition shows its poor condition, which is a direct consequence of the natural deterioration process occurring faster than counter, human-triggered, revitalization activities. This equally applies to built heritage (where inadequate structure stability is present on many buildings, especially those within Diocletian’s palace, as well as poor state of façades, roofings and roof structures) and public utility infrastructure which by large is on the end (or beyond) of its lifecycle. Throughout the history, built heritage within the Historic Core experienced various transformations, so that today it represents symbiosis of various styles depending on construction and/or extension period. Today Historic Core is characterised by 29 building blocks of a relatively high construction density (especially within the very centre of Historic Core; blocks 1-22), shown on the figure below
Block division of Historic core of Split Based on current data4, Historic Core of Split incorporates 66.372,25 m2 of residential space, as well as 104.235,09 m2 of business space, adding up to 170.607,34 m2 of total closed space.
Reconstruction of Diocletian's mausoleum with the sarcophagus, Emperor's burial place, in the middle of it (E. Hebrard, 1912)
The Belltower in central Split and the part demolished by the fire in 1924
Since 1996, several conservation projects have been undertaken by the City of Split, including a systematic effort to clean façades and promptly remove graffiti in the historic core. Billboards have been removed from historic buildings, and a design competition for new signage for the historic center took place in 2006. Conservation of Diocletian's Palace, Split's key monument, is ongoing, with assistance from WMF
The marble of the Peristyle, a colonnaded courtyard in the complex, was successfully cleaned and completely conserved by 2006 using an innovative laser cleaning method.
KEYWORDS Historic core, conservation, Management plan, cultural values, World Heritage, infrastructure, energy efficiency
THE HISTORIC CORE OF SPLIT A UNESCO WORLD HERITAGE SITE Founded in 305 as a fortified villa of a retired emperor, Split developed into a medieval town, keeping traces from all periods and incorporating them into one harmonic whole. The historic core of Split was declared a World Heritage Site on account of its well preserved architecture from all periods, but also because of the fact that it is still a living organism with all urban functions. It has been threatened by the rapid growth of the modern city, by the pressure of commercialization on the ground level of properties, and by unfavorable changes in the social structure of the population. Badly managed and steadily growing «cultural» tourism has made an additional impact on the quality of life in the historic core.
CONSERVATION OF THE OLD CITY CORE During the last two centuries the historic centre of Split has been a laboratory for practicing theoretical conservation principles. The centre of Split (like many other historic cities) has been too often understood as a container of fixed values, almost «frozen in time». Values-centred conservation acknowledges that values – and therefore ideas of cultural significance – are not fixed, but evolve over time. Culture is a process, not a set of things with fixed meaning. Today, we are in a position to reconsider our approach to conservation, and make a fresh start with a changed perspective. Restoration of key buildings such as the Cathedral (Diocletian’s mausoleum), the Baptistery (the Temple of Jupiter) and the Golden Gate has being used as good practice examples in order to display the basic principles which should be followed in everyday practice, such as conservation rather than restoration, the use of traditional materials and techniques, emphasizing the maintenance of properties and reconstruction of urban infrastructure.
MANAGEMENT PLANS Back in 1979, the historic core was inscribed on the UNESCO list of World Heritage sites according to the usual practice of the time – without well defined borders, without a buffer zone, and without a Management Plan. Thirty years later, the making of a comprehensive Management Plan was not only an urgent need, but also an obligation according to the new UNESCO standards. That is why the City’s authorities have commissioned it, together with the Management Plan for the substructures of Diocletian’s Palace, which is an integral part of the same whole. The Plan was produced by „SolArc“ (Giora and Shahar Solar), in close cooperation with the Service for the Old City Core. Management Plans are considered to be one of the most important tools for the protection of cultural and natural heritage. The Operational Guidelines for the Implementation of the World Heritage Convention (February 2005) require the preparation of a Management Plan or the existence of a management system for every WH site.
Management Plans for cultural heritage sites are the most holistic and comprehensive documents, which provide the vision, direction, tools and suggested actions for the long term, sustainable protection of the sites and their cultural values. A management plan should cover all the existing tools which make the development and protection of the site feasible, and make sure that there are linkages which make these tools useful (for example – legal tools alone, without enforcement, do not function, conservation plans without skilled professionals are just papers, different projects, including plans for infrastructure, without proper coordination mechanism among the different responsible authorities, might cause damage or waste resources, no consideration for community values and needs make the plans non sustainable, etc.).
A Management Plan is a cultural value driven plan. Therefore it refers to issues which have an impact on, or are impacted by the cultural values. At the same time, it should take into consideration other values, as expressed by different stake holders. However, it is not a substitute for detailed plans and conservation plans, which should be prepared as needed and following recommendations of the Management Plan and its Action Plan. By definition and as a matter of principle, a Management Plan is a living document, and should be easily amended, updated, extended and implemented in phases. Therefore, if some previously unnoticed stakeholders’ values appear, or when circumstances and concepts change, the way is open to improvements.
