National Strategy
for the
Cultural Heritage
Draft for Consultation
____________________________
May 2012
1
2
National Strategy
for the
Cultural Heritage
Ministry for Tourism,
Culture and the Environment
Draft for
for Consultation
Consultation
Draft
May 2012
2012
May
____________________________
____________________________
3
Ministry for Tourism,
Culture and the Environment
Auberge d’Italie
Merchant Street
Valletta
May 2012, Valletta
4
Contents
1.0
Foreword
6
Acknowledgements
8
Acronyms and Abbreviations
9
Introduction
1.1
Cultural heritage and the essence of the long term
12
1.2
The cultural heritage strategy document in context
14
1.3
A summary preview
15
1.4
Rationale
16
1.5
Cultural Heritage: its socio-economic value
16
1.6
Promoting shared values, policies and objectives
17
2.0
Broadening Citizen Participation: Cultural heritage and the local community
3.0
Improving Governance in the Cultural Heritage Sector:
Investment in the administration setup for the local cultural heritage
20
30
4.0
Care and Use of the Cultural Heritage Resources: Preservation and conservation
40
5.0
Sustainable Use of Heritage Resources: Sustainable use of cultural heritage
46
6.0
Implementing the Strategy
50
5
Foreword
The Draft Strategy for the Cultural Heritage
2012 brings together 22 Strategic Objectives for
implementation during the coming five years.
Strategic Objectives included in this document
range from the macro level of policy and
legislation, to more specific operational
initiatives including scientific research,
cultural heritage management, conservation
and public participation.
This Draft has been prepared on the basis of
Cultural heritage is one of Malta’s most
important resources. It is a resource which has
helped in shaping our national identity, and
therefore the responsibility to make the
best use of our country’s rich cultural heritage
the results obtained in 2011 from an extensive
public consultation process. The public is now
being consulted to review this Draft 2012
Strategy and to submit views on its 22
Objectives.
is essential.
This Draft 2012 Strategy aims at consolidating
Our invaluable heritage not only has
an intrinsic value but is also assigned with an
important economic value. Public appreciation
and enjoyment of our cultural heritage – be it
material or intangible - is fast growing, both
amongst us Maltese and amongst our
numerous foreign visitors. Awareness of the
great historic and scientific value of Malta’s
cultural resources, and of their symbolic and
spiritual values, is also growing.
the results already obtained by the first
Strategy document of 2006. It however also
introduces new targets for us to achieve in the
coming years and which are aimed at
improving quality and standards within the
cultural heritage sector, as well as at
developing more sustainability conscious
management practices. These are ambitious
objectives, which however we are equipped
collectively at achieving in the coming few
years ahead of us.
Yet the cultural resource as a whole is a
delicate, non-renewable resource which we
must collectively manage carefully and
conserve, for ourselves and for future
Mario de Marco
generations.
Minister for Tourism, Culture and the Environment
6
7
Acknowledgements
The Ministry for Tourism, Culture and the Environment would like to show its
appreciation to all those that provided their valuable contribution in the drafting
of the National Strategy for the Cultural Heritage 2012:
The Committee of Guarantee presided over by H.E. Dr Ugo Mifsud Bonnici;
The Superintendence of Cultural Heritage;
The entities responsible for the implementation of the Strategy 2006;
Public entities, Local Councils and NGOs that provided their views and
comments through the feedback questionnaires;
Individuals who provided their insight and contributed towards the drafting
of the document.
8
Acronyms and
Abbreviations
CDU
CG
CHIMS
CVO
FITA
GPD
HM
KNPD
LC
LCA
L.N.
MCAST
MCCA
MEDE
MEPA
MEU
MEUSAC
MFA
MFEI
MHEC
MHPA
MITC
MJDF
MQC
MRRA
MTA
MTCE
NA
NAC
NCP
NGOs
NSCH
NSO
SCH
SHR
S.O.
UoM
VFRC
Cultural Diplomacy Unit
Committee of Guarantee
Cultural Heritage Inventory Management System
Commissioner for Voluntary Organisations
Foundation for IT Accessibility
Government Property Department
Heritage Malta
National Commission Persons with Disability
Local Councils
Local Councils’ Association
Legal Notice
Malta College for Arts, Science and Technology
Malta Council for Culture and the Arts
Ministry of Education and Employment
Malta Environment and Planning Authority
Management Efficiency Unit
Malta-EU Steering and Action Committee
Ministry of Foreign Affairs
Ministry of Finance, the Economy and Investment
Ministry for Health, the Elderly and Community Care
Ministry for Home and Parliamentary Affairs
Ministry for Infrastructure, Transport and Communication
Ministry for Justice, Dialogue and the Family
Malta Qualifications Council
Ministry for Resources and Rural Affairs
Malta Tourism Authority
Ministry for Tourism, Culture and the Environment
National Archives of Malta
National Archives Council
National Cultural Policy
Non-governmental Organisations
National Strategy for the Cultural Heritage
National Statistics Office
Superintendence of Cultural Heritage
State of the Heritage Report
Strategic Objective
University of Malta
Valletta and Floriana Rehabilitation Committee
9
10
1
Introduction
11
1.0
Introduction
1.1 Cultural heritage and the essence of the long
term
The care and use of culture heritage should be
and their values to future generations. We are
measured in the long term. Cultural heritage is
all stewards of a most valuable but delicate
a non-renewable resource made up of unique
resource which gives Malta and Gozo an
elements. Decisions on how best to use such a
incredible advantage.
resource cannot be transient: cultural heritage
is known to suffer most of all from short-
The National strategy on cultural
termism, which is by far the biggest enemy of
heritage captures the essential visions and
resource management. Ill-informed discourse
their implementation in a sector which is no
on what and how much of our heritage is
longer centralised, and which represents the
expendable weakens stewardship and
care of a resource that is ubiquitous
entertains extinction. The care of cultural
throughout the Maltese islands. Cultural
heritage resources must therefore be viewed in
heritage does not reside outside an economy
terms of sustainability thinking in matters of
or outside socio-political frameworks. For well
conservation and preservation; in terms of
over two centuries, governments have set
resilience when externalities threaten cultural
aside valuable investment for the protection
heritage; in terms of mapping to chart the
and valorisation of cultural heritage. Today
extent of our heritage. Yet this material
the sense of investing in cultural heritage has
approach will not be advanced if it is divorced
broadened to include a number of stake-
from the intrinsic intangible socio-cultural
holders: government organisations, ministries
values of cultural heritage. In addition, the
and departments, local councils, non-
numerous other economic and non-economic
government organisations and private
benefits derived from cultural heritage would
operators are turning towards heritage
be greatly curtailed if our patrimony is simply
preservation and presentation on a scale never
treated as an expendable commodity rather
experienced before. Cultural heritage is no
than as an important element of public policy.
longer the responsibility of the few. Diversity
The presentation, care and accessibility
through broadened stakeholder participation
of cultural heritage are therefore essential.
is now an important key to managing our
Without these essential elements, cultural
cultural heritage. Diversity, often mistaken for
heritage will lose much of its social relevance
fragmentation, is a fundamental ingredient of
in life-styles that have become heavily
sustainability and the survival of resources
dependent on markets and commodities. For
across generations.
in essence, the idea of cultural heritage is
The idea of the National Strategic
meaningful because of one critical principle:
document on cultural heritage is to reflect the
the transmission of cultural heritage resources
workings and objectives of Malta’s cultural
12
heritage sector. The document is intended to
material culture requires its own language,
reflect direction in an area which, in spite of its
ethics and technical way of doing things.
complexity, is addressing the substantive
These can sometimes be downplayed, perhaps
objectives of cultural heritage in a diversity of
because cultural heritage needs specialists, but
ways. Though operational challenges remain,
at the same time because it is easily accessible
the sector has embraced modern
and ubiquitous throughout the archipelago,
professionalism and thought. It is acutely
and therefore familiar enough to attract the
aware of the needs of local communities and
contempt of some. We live in our heritage
of those thousands of foreign visitors who
environments of historic town centres, ancient
come to Malta and Gozo to experience our
rural landscapes, and sometimes in close
unique cultural heritage. Future thinking tells
proximity to a historic monument. We share a
us that it is cultural heritage that bestows
common wealth, with which we are at times
uniqueness on the Maltese islands. The
uncomfortable and are ready to contest. The
archipelago has been blessed with a rich
challenge for cultural heritage lies in the fact
history which is unequalled in any other
that in spite of short-term decisions and
Mediterranean island. The experience of Malta
pressures, the care of cultural patrimony
and Gozo is not that of visiting an appendix to
requires different timescales. Like our natural
a larger country. However, the complex and
environment, cultural heritage resources are
diverse array of cultural heritage resources
non-renewable and unique. They are valuable
and their scale of survival in relation to
for the Maltese islands because they define the
Malta’s modern economic realities make a
country’s particular aesthetic, and because
strategic document even more imperative.
they are key to the success of various
externalities, tourism being one of the more
A national strategy for cultural
important of these. The well-being of cultural
heritage is an important element in the
heritage requires long-term frameworks of
expansion and development of such an
thought and direction. Like the natural
important sector as the care and presentation
environment, cultural heritage requires
of museums, archaeological sites, monuments,
particular management approaches derived
historic environments and buildings and
from sustainability thinking. Cultural heritage
cultural landscapes. There remain however,
policies are at their weakest when they are
substantial challenges in how best to address
short-termist and transient. They are strong
the well-being of these material sign-posts of
and successful when they embrace long-term
our history. The stewardship of the past
vision and solutions.
through the care and thoughtful use of
13
1.2 The cultural heritage strategy document in
context
The national strategy for cultural heritage is
business plans which guide operations and set
not an isolated document. Its importance and
micro-strategies. Policy guidelines, legislation,
value are recognised in the Cultural Heritage
regulation and international conventions
Act (CAP 445), article 12. The article calls upon
provide additional frameworks for
the Minister responsible for cultural heritage
development and operations.
to prepare a strategic document for heritage.
Consultation with government departments,
In 2002, the newly enacted Cultural
agencies and the public is also prescribed. The
Heritage Act (Part II, CAP 445) expressed the
final publication of the strategic document
broader objectives and principles of cultural
requires discussion in the House of
heritage management in the Maltese islands.
Representatives, for which a session is to be
These reflect contemporary concerns which
set aside (CAP 445, art. 12).
are listed here: the principle of integrated
conservation at the level of government, local
Reviews of the National Strategy for
government, the private sector and the
the Cultural Heritage 2006 emanate from the
voluntary sectors; social inclusion; the
Cultural Heritage Act . According to Part III,
principle that conservation, management and
Art. 12 (2) the Minister responsible for culture
other initiatives affecting cultural heritage take
is required to review the National Strategy for
account of policies of social inclusion; the
Cultural Heritage no less than once every five
principle that such initiatives should ensure,
years.
where possible, that they do not precipitate
1
negative changes to the social fabric of the
The present edition of the National
population of any given locality intervened
Strategy for Cultural Heritage addresses the
upon; promoting public awareness of the
next four years (2012-2016), with 2017 being
richness and extent of cultural heritage as an
dedicated to evaluating the implementation
intrinsic part of humankind’s environment,
and impact of the Strategy, and to the drafting
and of the need to prevent the debasement of
of the subsequent document.
cultural heritage assets upon which depends
the quality of that same environment, and of
Today Malta has a number of strategic
the cultural, economic and social reasons
documents for different but sometimes inter-
justifying its protection; the promotion of
related sectors. In addition, entities
fiscal and financial policies aimed at
influencing or working in the heritage sector –
encouraging owners of cultural heritage to
Heritage Malta, the Superintendence of
maintain, conserve, protect and make good
Cultural Heritage, the Restoration Unit, the
use of such property; the principle of
Malta Environment and Planning Authority,
accessibility to cultural heritage.
Local Councils, and others – operate on annual
The National Strategy for Cultural
Cultural Heritage Act 2002 (Chapter 445) (http://www.mjha.gov.mt/DownloadDocumen
t.aspx?app=lom&itemid=8911&l=1)
1
Heritage 2012 takes into account the strategic
principles identified in these national tools.
14
The document is also linked to certain aspects
In addition to these frameworks, the
of the National Cultural Policy which are
Committee of Guarantee meets regularly on a
concerned mainly with Malta’s creative
monthly basis to review broader issues of key
industries. Another important link is with the
stakeholders and operators in the field of
National Archives which, however, require
cultural heritage. The Committee reviews the
their own specialised strategic framework and
strategy document and ensures that the
autonomous legislation. Future documents
general principles of the document are
will see the development of similar strategies
respected on an individual as well as on a
for the National Library.
collegial level of government institutions, the
Church and NGOs.
1.3 A summary preview
The National Cultural Heritage strategy addresses 22 of inter-related objectives.
These have been grouped in four major areas:
Broadening Citizen Participation:
Cultural heritage and the local community
Improving Governance in the Cultural Heritage Sector
Investment in the administration setup for the local cultural heritage
Care and Use of the Cultural Heritage Resource
Preservation and conservation
Sustainable Use of Heritage Resources
Sustainable use of cultural heritage
15
1.4 Rationale
The rationale behind the strategic document
retain their relevance and have been used in
retains objectives and themes from the 2006
the present edition, even if in slightly revised
document and merges them into a revised
form. The general themes of the strategy use
framework. A broad stakeholder-wide
terms in such a way as to enable their
consultation was undertaken at the drafting
relevance across different areas. Specific
stage of the present edition. Two dimensions
objectives are best left to individual
were examined, past experiences and areas
organisations to identify and implement
requiring revision.
within their remits and core business. In this
way the national strategic document on
A number of themes originally
identified in the strategy document of 2006
cultural heritage encourages diversity while
ensuring that national objectives are reached.
1.5 Cultural Heritage: its socio-economic value
Unlike the creative industries which they
values of these resources: aesthetics, historic,
complement, cultural heritage resources
science, social, spiritual, religious and
contribute to the socio-economic development
economic values.
of the Maltese islands in different ways. While
creative works and activities are in many
The appeal and attractiveness of
respects transient, contemporary and
cultural heritage are perhaps more popular
repeatable, cultural heritage resources are
than other areas of cultural activities. This is
invariably ancient, the result of centuries of
particularly so in the case of historic
human activity, they are mostly material in
monuments, buildings and archaeological
nature, and are unique and non-renewable.
sites. This is reflected in the growth of the
Cultural heritage resources are paradoxically
cultural heritage sector as an economic and
finite, though numerous.
leisure sector. Various editions of the State of
the Heritage Report, show how museums,
Cultural heritage possesses different,
galleries, historic buildings and archaeological
often competing values and significances. The
sites in Malta have continued to attract a
preservation of cultural heritage is desired, but
substantial captive market drawn mainly from
they are also at risk either through natural
foreign visitors and relying on direct
deterioration, human-induced deterioration,
government investment. Sustained foreign
over exploitation, over extraction of
and local visitor numbers have enabled a
archaeological deposits or because they are
revenue stream that complements government
deemed to be an obstacle to development. The
investment in restoration projects and
complex issues of cultural heritage resource
employment. In the last 10 years, Malta’s
management is clearly reflected in the range of
cultural heritage sector has experienced a
16
significant expansion of employment and
services and activities related to tourism,
services ranging from gainfully employed
hospitality and product branding. Cultural
conservators, archaeologists and consultants
heritage is identified as one of Malta’s ‘selling
in both government and private sectors. This
points’ abroad. Equally important is the
growth has been accompanied by
contribution that cultural heritage makes to
rehabilitation and restoration projects
national and local identity. Though often
requiring substantial investment in materials,
difficult to assess, the sense of place that well-
services and contracting.
cared for cultural heritage bestows on Malta
and Gozo, and its various historic centres
Somewhat immeasurable but certainly
make the archipelago a viable destination and,
present are those several externalities that
more importantly, a viable location for
develop as a result of the multiplier effect of
permanent resident communities and
cultural heritage management. Perhaps
business.
foremost among these externalities are those
1.6 Promoting shared values, policies and
objectives
The National Strategy on Cultural heritage is
seeks to build upon links with other areas of
designed to promote awareness of shared
policy, those particularly related to tourism,
values, policies and objectives. It is a policy
the creative industries, local government and
document meant to chart the broader
national planning.
directions that Malta’s cultural heritage sector
should follow. It underlies the importance of
The Strategy 2012 encourages the
increased and improved communication
cultural heritage sector to explore ways of
among government, local government, the
becoming more creative and to respond in a
cultural heritage regulator, state operators of
positive manner to public needs of cultural
cultural heritage, planning bodies,
end users coming from all walks of life. The
communities and stakeholder in general. The
National Strategy document recognises that as
cultural heritage management sector is
end users of a resource that is a public good,
critically required for an all-round
we must share in not only the common
enhancement and maintenance of a good
benefits of this resource but also in its well-
quality of life. As a strategic policy document,
being and care.
the National Strategy for Cultural Heritage
17
18
2
Broadening
Citizen
Participation
19
2.0 Broadening Citizen Participation:
Cultural heritage and the local community
Strategic objectives:
2.1
Promotion of the National Strategy in public forums, documents and
policies, and the fostering of public debate and consciousness on the
objectives of the National Strategy.
2.2
Promote further the alternative use of heritage venues for exhibitions,
events and other activities in order to broaden visitor participation and
strengthen the links between cultural heritage and the arts.
2.3
Improve ‘access to all’ measures at sites and museums.
2.4
Increase intellectual accessibility to cultural material, and to encourage
creative ideas on experiencing cultural heritage.
2.5
Increase the use of digital and online media for the enjoyment, use,
promotion and marketing of Malta’s cultural heritage.
2.6
Facilitate access to cultural heritage by using alternative venues such as
schools, hospitals, correctional facilities, and other public spaces.
2.7
Broaden existing fiscal incentives in order to recognise individual donors
and contributors to cultural heritage organisations, including the National
Archives of Malta.
Increasing public awareness of initiatives
take a more active role cultural heritage
being undertaken in cultural heritage at
matters. The strategy recognises stakeholder
national level is of crucial importance.
participation. These objectives fall into three
Allowing the public to express views and to
categories – (i) public access and participation,
contribute ideas towards the implementation
(ii) local government and (iii) fiscal policies.
of common objectives of this national strategy
is part of an important cultural dialogue that
Objective 2.1 represents a form of
enhances the value of cultural heritage. Public
outreach: the dissemination of the National
consultation ensures support for, and
Strategy.
ownership of, cultural heritage resources.
Objectives 2.2 to 2.6 promote diverse
The Strategy 2012 identifies 7 strategic
forms of accessibility to cultural heritage.
objectives that encourage local communities to
These range from physical accessibility to
20
attractions and museums, intellectual
Objective 2.7 represent a different form of
accessibility, digital accessibility, to the use of
accessibility to cultural heritage, one that is
schools and other facilities for cultural
based on fiscal policies that favour donations
activities.
to cultural heritage initiatives.
21
STRATEGIC OBJECTIVE 2.1
Promotion of the National Strategy in public forums, documents and policies, and the
of fostering public debate and consciousness on the objectives of the National Strategy
The success of the National Strategy depends
theme of debate in the annual Cultural
directly on the degree of public and
Heritage Forum together with the State of the
institutional support it will enjoy. The
Heritage Report.
National Strategy should become a central
STRATEGIC OBJECTIVE 2.2
Promote further the alternative use of heritage venues for exhibitions, events and other
activities in order to broaden visitor participation and strengthen the links between
cultural heritage and the arts.
This objective aims at assisting the general
acceptable alternative uses of heritage venues
public to engage with the cultural heritage in
of artistic exhibitions and performances.
non-conventional manners by identifying
STRATEGIC OBJECTIVE 2.3
Improve ‘access to all’ measures at sites and museums
Building on existing good practices and with
In places where physical accessibility is not a
the expert guidance of the National
viable option greater effort must be made to
Commission for Persons with Disability,
create alternative accessibility through digital
cultural sites and monuments are to be made
or other means.
increasingly more physically accessible to all.
22
STRATEGIC OBJECTIVE 2.4
Increase intellectual accessibility to cultural material, and to encourage creative ideas
on experiencing cultural heritage.
Participation in cultural heritage is a unique
with the cultural heritage visitor. Increasing
experience for individuals with different
the legibility of monuments, sites, collections
cultural interests. This Objective encourages
and works of art shall enhance its appreciation
cultural diversity and promotes the
and well-being.
development of more creative ways to engage
STRATEGIC OBJECTIVE 2.5
Increase the use of digital and online media for the enjoyment, use, promotion and
marketing of Malta’s cultural heritage
This objective aims at identifying areas in
improved quality information and images,
which on-line services need to be developed
and encouraging a wider use of online
further. Focus will be placed on providing
ticketing system
STRATEGIC OBJECTIVE 2.6
Facilitate access to cultural heritage by using alternative venues such as schools,
hospitals, correctional facilities, and other public spaces.
This objective encourages the use of public
organisation of cultural heritage activities such
buildings and alternative spaces for the
as temporary exhibitions or talks.
STRATEGIC OBJECTIVE 2.7
Broaden existing fiscal incentives in order to recognise individual donors and
contributors to cultural heritage organisations, including the National Archives of
Malta.
This objective aims to re-assess the current
Rules. It is proposed to include donations
legal framework with a view to extending
made by individual benefactors to public
existing fiscal incentives within L.N. 266 of
entities and to recognised cultural heritage
2006 – The Donations (National Heritage)
NGOs.
23
Broadening Citizen Participation
Cultural heritage and the local community
Strategic
Objective
Ref. No.
NCP Key
Actions
addressed
2.1
1.1
2.2
4.5
Strategic Objective
Measures
Indicators
Promotion of the National
Strategy in public forums,
documents and policies, and
the fostering of public debate
and consciousness on the
objectives of the National
Strategy.
[2.1.1] Include discussion on
the NSCH, or themes thereof,
as part the annual agenda of
the Cultural Heritage Forum
▪ Launch of Forum agenda
[2.1.2] Promotion during
public forums, documents
and other activities
▪ Number of initiatives
Promote further the
alternative use of heritage
venues for exhibitions, events
and other activities in order
to broaden visitor
participation and strengthen
the links between cultural
heritage and the arts.
[2.2.1] Identify heritage
venues that offer alternative
use and establish what type
of alternative use is
acceptable at each venue
▪ List of heritage venues and
[2.2.2] Promote a programme
for the alternative use of
these heritage venues to
encourage implementation of
measure
▪ Evidence of action taken to
Process
led by
MTCE
during which NSCH is
promoted
potential alternative use
promote use of heritage
venues as alternative sites
▪ Consolidated list of
heritage venues informing
on alternative use made,
and by which sector.
Negative issues arising as
a result of alternative use
to be noted
MCCA
Time-Frame
Other entities
CG,
stakeholders
identified
to lead
strategic
objectives,
NGOs,
LC,
general
public
HM
MTA
LC
NGOs
Start
End
2012
2012
2013
2016
2012
2013
2013
2016
2013
2016
24
2.3
2.4
2.5
5.1
3.2
2.4c
2.4d
4.6
5.8
Improve ‘access to all’
measures at sites and
museums.
Increase intellectual
accessibility to cultural
material, and to encourage
creative ideas on
experiencing cultural
heritage.
Increase the use of digital and
online media for the
enjoyment, use, promotion
and marketing of Malta’s
cultural heritage.
[2.3.1] Identify sites and
museums that require
upgrading to ensure/improve
physical accessibility to
persons with mobility
impairments
[2.4.1] Carry out discussions
with stakeholders
▪ Consolidated list of sites
[2.4.2] Identify strategy on
action to be taken
▪ Outline on actions to be
[2.5.1] Identify areas in which
online services need to be
developed.
KNPD
MJDF
HM
NGOs
2012
2014
HM
MTCE
MEDE
MJDF
KNPD
FITA
MTA
NGOs
2012
2013
2013
2014
MTCE
MITC
MCCA
SCH
MTA
NGOs
LC
general
public
2012
2012
2013
2013
2013
2016
and museums, required
action and forecasted timeframe for implementation
▪ A workshop theme –
feedback from
stakeholders
taken, by whom, timeframes, indicators to
monitor
measures/establish
feedback mechanisms
▪ List of areas
[2.5.2] Establish benchmark
(as at 2011) on use of internet
to attract further cultural
tourism and for online
booking to visit museums
and cultural heritage sites.
▪ Collection of relevant
[2.5.3] Identify strategy on
how to encourage online
visitors and users of internet
products.
▪ Outline on actions to be
values relating to 2011 to
act as benchmark data
HM
taken, by whom
25
2.6
2.7
5.3
None
Facilitate access to cultural
heritage by using alternative
venues such as schools,
hospitals, correctional
facilities, and other public
spaces.
[2.6.1] Carry out discussions
with stakeholders
▪ A workshop theme –
[2.6.2] Identify strategy on
action to be taken
▪ Outline on actions to be
Broaden existing fiscal
incentives in order to
recognise individual donors
and contributors to cultural
heritage organisations,
including the National
Archives of Malta.
[2.7.1] Analysis of the
Donations (National
Heritage) Rules, 2006 and
Income Tax Act
HM
feedback from
stakeholders
taken, by whom, timeframes, indicators to
monitor
measures/establish
feedback mechanisms
▪ Statement on findings and
required/proposed actions
where these are applicable
[2.7.2] Drafting new
provisions to revise
Donations (National
Heritage) Rules, 2006
▪ Legislation and coming
[2.7.3] Introduce incentives
for the restoration and
renovation of scheduled
properties (Grades 1 and 2) as
well as properties in UCAs
▪ Number of applications
[2.7.4] Maintain ‘culture card’
incentive for students
▪ Number of ‘culture cards’
MFEI
into force
MTCE
MEDE
MHEC
MHPA
UoM
SCH
LC
NGOs
2012
2013
2013
2014
MTCE
NA
NAC
SCH
HM
CVO
NGOs
2012
2014
2015
2016
2012
…2
2012
…3
received and respective
financial contributions
issued to students
▪ Statistics on use of ‘culture
2
The duration for continued implementation of this measure depends greatly on the demand received for this incentive.
3
The duration for continued implementation of this measure depends greatly on the outcome of follow-up exercises on the use of the ‘culture card’ by students
26
card’ by students
[2.7.5] Tax reductions for
parents sending their
children to attend courses in
cultural and creative teaching
▪ Number of tax reductions
[2.7.6] Exemption from the
payment of registration fees
for new companies in this
sector as well as on their
annual payments to the
MFSA for three years
▪ Number of new companies
2012
…4
2012
…5
granted
▪ %age increase in children
attendance in cultural and
creative teaching courses
registered in the cultural
sector and respective
financial reductions
4
The duration for continued implementation of this measure depends greatly on the demand received for this incentive.
5
The duration for continued implementation of this measure depends greatly on the demand received for this incentive.
27
28
3
Improving
Governance in
the Cultural
Heritage Sector
29
3.0 Improving Governance in the Cultural
Heritage Sector
Investment in the administration setup for the local
cultural heritage
Strategic objectives:
3.1
Ensure institutional development, diversity and relevance through
innovation and development in the field of cultural heritage.
3.2
Enhance the legal instruments and operational frameworks at the levels of
central and local government, and NGOs in the cultural heritage sector.
3.3
Enhance the role of Local Councils in the care and promotion of cultural
heritage found within their localities.
3.4
Evaluate, review and implement other government policy documents that
complement the National Strategy for Cultural Heritage and which impact
the cultural heritage resource.
3.5
Prioritise signature and/or ratification of outstanding international
conventions by Malta.
3.6
Establish occupational standards for the cultural heritage sector and
undertake ‘training needs analyses’ followed by ‘training maps’ for
different levels of employees working in the field of cultural heritage.
3.7
Maintain the effectiveness of graduate and post-graduate courses in areas
of cultural heritage, cultural heritage management and conservation so that
these reflect labour market needs and related national occupational
standards.
3.8
Increase coordination in the collection of statistical data relating to the
cultural heritage.
3.9
Provide a one-stop-shop guiding service on EU funding for cultural
heritage NGOs.
30
Investment in the cultural heritage structures
and development, the enhancement of legal
shall remain a priority also during this
instruments and operational frameworks, and
Strategy, and shall also include other
Local Councils as a pivotal force for
structures that were not catered for under the
community-based use.
previous strategy. The main area for
improvement identified by the Strategy is the
Objectives 3.4 and 3.5 look at relevant
upgrade of the human resource complement.
government policy documents and the signing
Nine measures are included in this section
and ratification of international conventions.
aimed specifically at upgrading the internal
workforce, with long term benefits for the
Objectives 3.6 and 3.7 address the
needs of the labour market within cultural
sector.
heritage sector, including issues of continuous
Other measures included in the
Governance section address the needs of the
staff development, capacity building, and
educational preparedness,
archival sector and the collection of statistics.
Objectives 3.8 and 3.9 focus on
Objectives 3.1 to 3.3 address
institutional development through innovation
increasing coordination in the collection of
statistical data, and EU funding.
31
STRATEGIC OBJECTIVE 3.1
Ensure institutional development, diversity and relevance through innovation and
development in the field of cultural heritage.
The principles of innovation and development
of visitor experience through site and museum
apply to the cultural heritage sector whose
presentation; research in the humanities;
institutions bear a particular social corporate
sciences and natural sciences; research in
responsibility. Innovation and development
conservation and preservation.
should address: heritage services; the quality
STRATEGIC OBJECTIVE 3.2
Enhance the legal instruments and operational frameworks at the levels of central and
local government, and NGOs in the cultural heritage sector
The Cultural Heritage Act was enacted in
Objective shall address certain regulatory and
2002. Certain areas of operations require
legal provisions that require refinement.
revisiting to improve their efficacy. This
STRATEGIC OBJECTIVE 3.3
Enhance the role of Local Councils in the care and promotion of cultural heritage
found within their localities.
This objective recognises the important
localities; develop local heritage inventories in
contribution of Local Councils in the care and
collaboration with Local Councils; encourage
appreciation of cultural heritage resources. As
greater use of the Guardianship Deed
a strategic framework the following aims will
programme.
be targeted: outreach activities within
32
STRATEGIC OBJECTIVE 3.4
Evaluate, review and implement other government policy documents that complement
the National Strategy for Cultural Heritage and which impact the cultural heritage
resource.
This Objective recognises the importance of
as the creative industries (National Cultural
parallel strategic documents development by
Policy), and the Environment (National
government for other sectors. Cultural
Environment Policy). The Objective promotes
heritage is closely linked to other sectors such
synergies with the various sectors.
STRATEGIC OBJECTIVE 3.5
Prioritise signature and/or ratification of outstanding international conventions by
Malta.
Malta is still in the process of signing or
Objective will prioritise signature and/or
ratifying a number of international charters on
ratification of these international legal
cultural heritage – these are reported annually
documents, as necessary.
in State of the Heritage Report. This Strategic
STRATEGIC OBJECTIVE 3.6
Establish occupational standards for the cultural heritage sector and undertake a
‘training needs analyses’ followed by ‘training maps’ for different levels of employees
working in the field of cultural heritage.
Understanding the different skills and
the training needs of the current cultural
competences required by the cultural heritage
heritage workforce through collaboration with
sector is necessary to build up an effective and
MQC, stakeholders, the UoM and individuals.
efficient workforce. This exercise will establish
33
STRATEGIC OBJECTIVE 3.7
Maintain the effectiveness of graduate and post-graduate courses in areas of cultural
heritage, cultural heritage management and conservation so that these reflect labour
market needs and related national occupational standards.
This objective is designed to bridge the gap
training of students should respond to
between the academia and the cultural
changing requirements, skills and
heritage sector. This will facilitate integration
competences in the cultural heritage sector.
of graduates into the labour market. The
STRATEGIC OBJECTIVE 3.8
Increase coordination in the collection of statistical data relating to the cultural
heritage.
This Objective aims at ensuring a clear
understanding of emerging issues and
understanding of cultural heritage indicators
requirements. Moreover, it will allow
and trends through the timely collection of
improved planning of required innovation
statistical data. This will result in the proper
and development initiatives and strategy.
STRATEGIC OBJECTIVE 3.9
Provide a one-stop-shop guiding service on EU funding for cultural heritage NGOs.
This Strategic Objective foresees a tailor-made
heritage NGOs. Existing structures, such as
approach to the cultural heritage sector on EU-
the Malta-EU Steering and Action Committee
funding opportunities to the benefit of cultural
(MEUSAC), will coordinate this initiative.
34
Improving Governance in the Cultural Heritage Sector
Investment in the administration setup for the local cultural heritage
Strategic
Objective
Ref. No.
NCP Key
Actions
addressed
3.1
None
3.2
3.3
2.2
5.6
Strategic Objective
Measures
Indicators
Process
led by
Ensure institutional
development, diversity and
relevance through innovation
and development in the field
of cultural heritage.
[3.1.1] Identification of
common areas where
innovation and development
is required
▪ Ongoing inter-disciplinary
CG
[3.1.2] Identify potential joint
proposals
▪ A roadmap document
[3.2.1] Review of the
legislative and operational
requirements
▪ Document and policy
[3.2.2] Implement identified
legal and operational
requirements
[3.3.1] Outreach activities
within localities;
▪ Implemented measures
[3.3.2] Develop local heritage
inventories in collaboration
with Local Councils;
▪ Number of complete
[3.3.3] Encourage greater use
of the Guardianship Deed
▪ Number of received
Enhance the legal
instruments and operational
frameworks at the levels of
central and local government,
and NGOs in the cultural
heritage sector.
Enhance the role of Local
Councils in the care and
promotion of cultural
heritage found within their
locality.
6
The duration of this measure goes beyond the time-frames of the Strategy.
7
The duration of this measure goes beyond the time-frames of the Strategy.
8
The duration of this measure goes beyond the time-frames of the Strategy.
9
The duration of this measure goes beyond the time-frames of the Strategy.
consultation
MTCE
review
▪ Number of initiatives
organised;
SCH
Time-Frame
Other entities
Start
End
MTCE
MRRA
SCH
HM
UoM
NA
2013
…6
2016
2016
CG
AG
SCH
HM
DLG
LC
NGOs
DLG
HM
LCA
LC
2012
2014
2014
2016
2012
…7
2012
…8
2012
…9
inventory entries;
applications for
35
programme
3.4
3.5
None
6.4
Evaluate, review and
implement other government
policy documents that
complement the National
Strategy for Cultural Heritage
and which impact the cultural
heritage resource.
Prioritise signature and/or
ratification of outstanding
international conventions by
Malta.
[3.4.1] Review public
documents and establish
areas of commonalities
Guardianship Deeds from
Local Councils
▪ Areas of commonalities
CG
MTCE
SCH
HM
MEPA
MTA
2013
2013
2014
2016
CG
SCH
2012
2014
[3.4.2] Propose areas for
greater synergies
▪ Number of synergies
[3.5.1] UNESCO Convention
on the means of prohibiting
and preventing the illicit
import, export and transfer of
ownership of cultural
property (1970)
▪ Ratified convention
[3.5.2] UNIDROIT
Convention on Stolen or
Illegally Exported Cultural
Objects (1995)
▪ Ratified convention
2012
2014
[3.5.3] UNESCO Convention
for the Protection of Cultural
Property in the Event of
Armed Conflict and its First
and Second Protocols (1954,
1999), and its 2 protocols
▪ Ratified convention
2012
2014
[3.5.4] European Landscape
Convention, Florence 2000
(Florence Convention 2000)
▪ Ratified convention
2012
2014
[3.5.5] UNESCO Convention
▪ Ratified convention
2012
2014
created
MTCE
36
3.6
3.7
3.8
2.4b
3.5
4.2
3.6
None
Establish occupational
standards for the cultural
heritage sector and undertake
a ‘training needs analyses’
followed by ‘training maps’
for different levels of
employees working in the
field of cultural heritage.
Maintain the effectiveness of
graduate and post-graduate
courses in areas of cultural
heritage, cultural heritage
management and
conservation so that these
reflect labour market needs
and related national
occupational standards.
Increase coordination in the
collection of statistical data
relating to the cultural
heritage.
on the Protection of the
Underwater Cultural
Heritage (2001)
[3.6.1] Identify and define
occupational standards for
the various fields within the
cultural heritage sector
▪ Occupational standards
SCH
document
[3.6.2] Draw up ‘training
needs analysis’ for the
cultural sector
▪ ‘Training needs analysis’
[3.6.3] Draw up ‘training
map’ based on ‘training
needs analysis’
[3.7.1] Carry out discussions
with stakeholders
▪ ‘Training map’
[3.7.2] Tracer study showing
number of applicants,
number of graduates and a
description of their respective
employment
▪ Tracer study
[3.8.1] Identify indicators to
be followed and periodicity
of data collection
▪ List of indicators and
[3.8.2] Determine who is to
collect which data, when and
from whom to avoid overlap
and/or simultaneous datagathering exercises
▪ Schedule of works
MTCE
MCCA
HM
NA
MQC
UoM
2012
2014
2014
2015
2015
2016
MCAST
MTCE
MEDE
SCH
HM
NA
NGOs
2012
2013
2013
2016
CG
SCH
NSO
HM
NGOs
2012
2013
2013
2103
report
▪ A roadmap document
periodicity
UoM
MTCE
37
3.9
2.4a
Provide a one-stop-shop
guiding service on EU
funding for cultural heritage
NGOs.
[3.9.1] Determine terms of
reference/technical brief for
designated implementing
body
▪ Terms of
[3.9.2] Establish resources
requirements to achieve
objectives efficiently and
effectively
▪ Brief outline of human and
[3.9.3] Organisation of
workshops/seminar
▪ Number of
reference/technical brief
MTCE
SCH
MEUSAC
NGOs
2013
2013
2014
2014
2014
2016
financial resource
requirements (capital and
recurrent)
workshops/participants
▪ Number of queries
received and nature of
assistance provided
38
4
Care and
Use of Cultural
Heritage
Resources
39
4.0 Care and Use of the Cultural Heritage
Resources
Preservation and conservation
Strategic objectives:
4.1
Archive of conservation and restoration projects.
4.2
Extend the network of public entities and NGOs participating in the
development of the National Inventory.
4.3
In line with the Cultural Heritage Fund established by the Cultural
Heritage Act (CAP 445) and the National Research Agenda, develop
research plans and funding for research in the cultural heritage sector.
Extensive investment has been made over the
Objective 4.1 aims at developing a
years in conserving the cultural heritage of the
comprehensive archive of conservation and
Maltese Islands, including the built heritage,
restoration projects.
archaeological and artistic heritage. This trend
is bound to persist over the coming years. The
Objective 4.2 aims at extending the
Strategy document aims at sustaining this
network involved in the national inventory of
ongoing effort through the development of
cultural heritage.
tools and policy infrastructure required to
address the long-term preservation of our
patrimony.
Objective 4.3 is concerned with
encouraging dedicated funding for quality
research in the cultural heritage sector.
The Strategy 2012 concentrates on 3
aspects:
40
STRATEGIC OBJECTIVE 4.1
Archive of conservation and restoration projects
Conservation and restoration projects are a
documents relating to these conservation and
very significant element of the cultural
restoration interventions. This archive is a
heritage sector. This Strategic Objective is
much needed resource for practitioners in the
concerned with creating a comprehensive
field of conservation and restoration.
archive to serve as a repository of key
STRATEGIC OBJECTIVE 4.2
Extend the network of public entities and NGOs participating in the development of
the National Inventory.
The National Inventory provides information
Government Gazette, as well as the Internet.
on what cultural heritage resources exist in
This Objective aims at increasing the number
Malta, their extent and location. This
of stakeholders participating in the
information is essential for the preservation of
compilation of the inventory through the
the cultural heritage resources, for their study
increased participation of public entities and
and sustainable use. The National Inventory is
NGOs.
established and is disseminated both via the
STRATEGIC OBJECTIVE 4.3
In line with the Cultural Heritage Fund established by the Cultural Heritage Act (CAP
445) and the National Research Agenda, develop research plans and funding for
research in the cultural heritage sector.
Networks for promoting scientific research
this process, through the creation of dedicated
and collaboration in cultural heritage are
funding opportunities, the identification of
already established. These involve public
priority areas for funding and the setting up of
entities, the University of Malta, independent
research programmes specific to the field of
researchers and foreign institutions. This
cultural heritage.
Objective aims at giving further impetus to
41
Care and Use of the Cultural Resource
Preservation and conservation
Strategic
Objective
Ref. No.
NCP Key
Actions
addressed
4.1
None
4.2
2.4d
4.4
Strategic Objective
Archive of conservation and
restoration projects.
Extend the network of public
entities and NGOs
participating in the
development of the National
Inventory.
Measures
Indicators
[4.1.1] Consultation with
stakeholders
▪ Consultation report
[4.1.2] Terms of Reference for
submission of documentation
▪ Issue Terms of Reference
[4.1.3] Compilation of archive
on interventions
[4.2.1] Review needs and
identify parameters for
widening participation in the
data collection process
▪ Archive on conservation
[4.2.2] Set up initiatives
involving the participation of
public entities and NGOs in
the national inventory
▪ Number of initiatives
[4.2.3] Expand the
dissemination of the national
inventory
▪ Number of end users
and restoration projects
▪ Review document on
parameters
Process
led by
SCH
SCH
Time-Frame
Other entities
HM
MTCE
MRRA
UoM
NA
SCH
MITA
MEPA
HM
UoM
LC
NGOs
Start
End
2012
2013
2014
2014
2015
2016
2012
2013
2014
2016
2014
…10
initiated
▪
10
The duration of this measure goes beyond the time-frames of the Strategy.
42
4.3
1.2
In line with the Cultural
Heritage Fund established by
the Cultural Heritage Act
(CAP 445) and the National
Research Agenda, develop
research plans and funding
for research in the cultural
heritage sector.
[4.3.1] Allocation of funds
▪
▪ Funds allocated
[4.3.2] Creation of a Scientific
Committee
▪ List of Committee
[4.3.3] Establish priority
research areas and criteria for
funding
▪ Priority research areas and
members
criteria
CG
MTCE
MFIN
SCH
UoM
HM
MRRA
MEPA
NGOs
2013
2013
2013
2013
2014
2014
43
44
5
Sustainable
Use of Heritage
Resources
45
5.0 Sustainable Use of Heritage Resources
Sustainable use of cultural heritage
Strategic objectives:
5.1
Develop sustainability policy framework for the use of cultural heritage
resources.
5.2
Identify and establish cultural heritage reserves comprising extractable
deposits, buildings and monuments, cultural landscapes, and
archaeological sites on land and at sea.
5.3
Develop management and conservation plans for cultural properties of
outstanding national importance.
Cultural Heritage is a largely material
resource. This resource is prone to natural
Objective 5.1 is aimed at the
erosion and damaged by human agency. A
sustainable use of historic buildings, cultural
conscious, collective effort is required to
landscapes, sites and monuments, geological
ensure the best chances of survival for the
and archaeological deposits.
greatest amount possible sensitive resource.
This effort should not rely only on
conservation and restoration projects, but also
requires systematic reliance on long-term
planning and preventive action.
The 2012 Strategy addresses the
Objective 5.2 introduces the notion of
cultural heritage reserves.
Objective 5.3 addresses the need for
management plans at major sites and
monuments.
requirement for promoting long term,
sustainable use by proposing 3 Strategic
Objectives:
46
STRATEGIC OBJECTIVE 5.1
Development of a sustainability policy framework for the use of cultural heritage
resources.
Cultural heritage is a finite non-renewable
necessity to ensure that actions taken respect
resource comprising unique and irreplaceable
the sensitivity of the original fabric.
elements. This Objective is concerned with
developing a national policy on the
The policy should recognise the need for a risk
sustainable use of cultural heritage resources.
assessment for these resources, identify
The sustainable use of historic buildings,
possible risks of resource extinction and
cultural landscapes, sites and monuments,
propose a roadmap and action points for
geological and archaeological deposits is a
counteracting these risks.
STRATEGIC OBJECTIVE 5.2
Identify and establish cultural heritage reserves comprising extractable deposits,
buildings and monuments, cultural landscapes, and archaeological sites on land and at
sea.
This Objective promotes the notion of cultural
collective memory for future generations. It is
heritage reserves as required by the European
also a resource from which Malta derives
Convention on the Protection of the
substantial economic and non-economic
Archaeological Heritage (Revised) (Valletta,
benefits.
1992) with the aim of protecting the national
STRATEGIC OBJECTIVE 5.3
Develop management and conservation plans for cultural properties of outstanding
national importance.
Management and Conservation Plans are
more endangered of Malta’s cultural sites. In
increasingly becoming a part of cultural
particular the Management Plans for the
heritage practices in Malta, both for public and
UNESCO World Heritage Sites of ‘Ħal Saflieni
voluntary entities. This Objective aims at
Hypogeum’ and the ‘City of Valletta’ are to be
consolidating and extending this process to
prioritised.
cover some of the more important and the
47
Sustainable Use of Heritage Resources
Sustainable use of cultural heritage
Strategic
Objective
Ref. No.
NCP Key
Actions
addressed
5.1
None
Strategic Objective
Development of a
sustainability policy
framework for the use of
cultural heritage resources.
Measures
Indicators
[5.1.1] Consultation with
stakeholders
▪ Policy ideas/principles on
[5.1.2] Drafting of policy
▪ Policy on sustainable use
Process
led by
MTCE
sustainable use of cultural
heritage
of cultural heritage
5.2
5.3
None
4.7
Identify and establish cultural
heritage reserves comprising
extractable deposits,
buildings and monuments,
cultural landscapes, and
archaeological sites on land
and at sea.
Develop management and
conservation plans for
cultural properties of
outstanding national
importance.
[5.2.1] Consultation with
relevant national cultural and
environmental entities
▪ Policy document reflecting
[5.2.2] Identify cultural
heritage reserves, boundaries,
extent and other features
[5.3.1] Preliminary
identification of sites of
outstanding national
importance needing priority
treatment
▪ List of identified areas
[5.3.2] Draft/finalise
management and
conservation plan for
identified sites
▪ Management and
SCH
consultation
recommendations
▪ List of identified priority
sites
HM /
VFRC
Time-Frame
Other entities
Start
End
CG
SCH
HM
MEPA
NA
LC
NGOs
MTCE
MEPA
MRRA
HM
NGOs
LC
2013
2013
2014
2015
2013
2014
2014
2016
MTCE
MRRA
SCH
LC
NGOs
general
public
2012
2013
2013
2015
conservation plan
48
6
Implementing
the Strategy
49
6.0 Implementing the Strategy
The National Strategy 2012 will not be
through the action plan, and report on
effective if the implementation of its objectives
progress to the monitoring team. The
is not monitored during the coming years.
responsibility to implement the strategic
objective shall remain that of the
Implementing this Strategy will require
institution;
continued cooperation between entities, and
increased dialogue between stakeholders. A
(iii) The monitoring team shall organise –
reporting framework is therefore being
twice annually – focused meetings with
introduced to monitor the progress in the
national entities to identify risk factors
implementation of the Strategic Objectives.
that may lead to implementation
This reporting framework is proposed to work
deficiencies in the assigned strategic
as follows:
objectives. As part of this exercise they
shall also identify risk factors and
(i)
The Committee of Guarantee, in
mitigation measures;
consultation with the Minister
responsible for Culture is to set up a
(iv) Every year entities assigned
monitoring team whose main function
responsibilities are to submit a progress
will be to monitor closely the
report on a template to be developed by
implementation of the National Strategy
the monitoring team to inform on
for the Cultural Heritage. This team is to
progress made during the respective
report directly to the Committee of
calendar year. This report is to be sent to
Guarantee on progress made with
the monitoring team and the Committee
regards to the action plan;
of Guarantee. The information is to be
used in the compilation of the State of
(ii)
National entities are to identify a key
the Heritage Report.
contact person within their institution
who shall be responsible to monitor the
strategic objectives assigned to them
50
Flowchart to illustrate communication flow in view of implementation of Strategic Objectives and
periodic updating to the general public through the publication of the State of the Heritage Report
51
Ministry for Tourism,
Culture and the Environment
52