Proceedings of
UNESCO Chair Programme on
Cultural Heritage and Risk Management

INTERNATIONAL TRAINING
COURSE (ITC) on DISASTER RISKMANAGEMENT of
CULTURAL HERITAGE,
Ritsumeikan University
in collaboration with ICCROM
Online -14 Aug to 1 Sep 2023,
Onsite (Kyoto)- 11 Sep to 24 Sep 2023
Organized by Institute of Disaster Mitigation for Urban Cultural
Heritage, Ritsumeikan University (R-DMUCH), Kyoto, Japanin collaboration with the International Centre for the Study ofPreservation and Restoration of Cultural Property (ICCROM)
and contributed by UNESCO, ICOM, ICOMOS/ ICORPThe restoration site of Hiwadabuki roofing at the Higashi Honganji temple premises. The traditional technique of Hiwadabuki

Proceedings of
UNESCO Chair Programme on
Cultural Heritage and Risk Management

INTERNATIONAL TRAINING
COURSE (ITC) on DISASTER RISKMANAGEMENT of
CULTURAL HERITAGE,
Ritsumeikan University
in collaboration with ICCROM
Online -14 Aug to 1 Sep 2023,
Onsite (Kyoto)- 11 Sep to 24 Sep 2023
Organized by Institute of Disaster Mitigation for Urban Cultural
Heritage, Ritsumeikan University (R-DMUCH), Kyoto, Japanin collaboration with the International Centre for the Study ofPreservation and Restoration of Cultural Property (ICCROM)
and contributed by UNESCO, ICOM, ICOMOS/ ICORP

Date of Publication: February 2024
Published by: Institute of Disaster Mitigation for Urban Cultural Heritage, Ritsumeikan University
58 Komatsubara Kitamachi, Kita-ku, Kyoto 603-8341 Japan
In collaboration with: ICCROM
Authors: Participants of the ITC 2023
Coordinated by: Lata SHAKYA, UNESCO Co-chair Holder, Associate Professor, Ritsumeikan University
Dowon KIM, UNESCO Co-chair Holder, Associate Professor, Ritsumeikan University
Rohit JIGYASU, ICCROM Project Manager
Edited by: L ata SHAKYA, UNESCO Co-chair Holder, Associate Professor, DMUCH, Ritsumeikan University
Min LI, Senior Researcher, DMUCH, Ritsumeikan University
Aya MIYAZAKI, Senior Researcher, DMUCH, Ritsumeikan University
Dowon KIM, UNESCO Co-chair Holder, Associate Professor, Ritsumeikan University
Rohit JIGYASU, ICCROM Project Manager
Printed by: H
 OKUTO Printing Co., Ltd.
38-2 Shimogamo Takagi-cho, Sakyo-ku, Kyoto Japan© All rights reserved.
No part of this book may be reproduced, restored in retrieval system, or transmitted in any form without the written
permission from the Publisher.

Preface
The “Institute of Disaster Mitigation for Urban Cultural Heritage, Ritsumeikan University (R-DMUCH)” wasestablished as a permanent research institution in 2013 and has handed over activities from former organization as “Research Center for Disaster Mitigation of Urban Cultural Heritage” which was started by Prof.
Kenzo Toki from 2003.

The “UNESCO Chair International Training Course on Disaster Risk Management of Cultural Heritage” started from 2006 as one of our important educational activities, and fortunately we can continue it up to thisyear supported by UNESCO, ICCROM, ICOM, ICOMOS/ICORP and various national and international organizations. We are very fortunate to have resource persons from national organizations such as Agency for
Cultural Affairs with Tokyo National Research Institute for Cultural Properties and Cultural Heritage
Disaster Risk Management Center, the Association for the Preservation of National Temple and Shrine RoofConstruction Techniques, Aichi University, Kyoto City Fire Department, Kyoto Prefectural Board of
Education, Kyoto National Museum, Nohmi Bosai Ltd., National Institute of Technology Akashi College,
Yuasa-cho Board of Education, and international organizations such as ICHCAP, KVPT, Loughborough
University etc. The training course has a dual purpose: educating practical experts in cultural heritage conservation and disaster risk management, and developing draft plans for disaster risk management in cultural heritage sites and historical cities to ensure safety and preservation. The goal is for these plans to
evolve into tangible projects, contributing significantly to global cultural advancement.
ITC 2023 was conducted hybrid way (online and onsite) as the first post COVID-19 pandemic course. In
spite of various challenges, it was successfully completed by huge contributions from our overseas colleagues and colleagues in Japan. The theme of ITC 2023 was “Safeguarding and Utilization of Intangible
Cultural Heritage (ICH) for Disaster Risk Management of Cultural Heritage”. The course focuses on the value and contribution of ICH towards the sustainability of tangible cultural heritage as well as the contribution to disaster mitigation and post-disaster recovery. This year, we also organized the ‘International
Expert Panel Discussion on “Good Practices for Disaster Risk Management of Cultural Heritage” to launch
our recently published book and engage in discussions about the future of ITC.
Thank you all again for supporting this activity, and please keep in touch with us for joining efforts towards transferring our cultural heritage to the next generation.
Takeyuki OKUBO,
Project Leader,
Professor, Department of Environmental and Civil Engineering,
Ritsumeikan University (R-DMUCH)
Dowon KIM,
UNESCO Co-Chair Holder Professor,
Assos. Professor, Department of Environmental and Civil Engineering,
Ritsumeikan University (R-DMUCH)
Lata SHAKYA,UNESCO Co-Chair Holder Professor,
Assos. Professor, Kinugasa Research Organization,
Ritsumeikan University (R-DMUCH)

Preface
Unfortunately, the world continues to face increasing numbers of disasters and conflicts, causing immense
loss of lives, livelihoods and properties, including both tangible and intangible, movable and built cultural

heritage. Devastating Noto earthquake on 1st January 2024, wild fires on Hawaii in August 2023, and earth-quakes in Turkey and Syria on 6th February 2023 are just a few disasters over last year that have caused se-vere damage to various types of cultural heritage. Along with these disasters caused by natural hazards,
conflicts in the middle east, Ukraine and many other parts of the world have also increased risks to cultural
heritage in an unprecedented manner. In the light of these challenges, the importance of building the capacity of professionals and institutions from heritage, humanitarian, disaster risk reduction and development sectors has been felt more than ever before.
Since 2006, the Institute of Disaster Mitigation for Urban Cultural Heritage at Ritsumeikan University(R-DMUCH), Kyoto, Japan in close collaboration with the International Centre from the Study ofPreservation and Restoration of Cultural Property (ICCROM) has been working towards capacity buildingin the area of disaster risk management of cultural heritage as part of the UNESCO Chair Programme on
Cultural Heritage and Risk Management; one of the unique programmes on this theme in the world. The
target groups for this course include government institutions, departments, universities, NGOs and private
consultants from cultural heritage, as well as relevant disaster management fields. The course is based on
lectures by eminent experts, field visits, exercises and discussions. From the inception of the course in2006 until 2023, 193 professionals from more than more than 75 countries have been trained through thisannual course that is held in Kyoto and other historic sites in Japan such as Kobe, Hirokawa, Yuasa, Kainan
city.
During 2020-21, COVID-19 pandemic caused unprecedented health crisis and global disruption, but it has
also brought forward immense potential for harnessing web-based platforms for communications andtraining, in times when travelling and face to face activities have become extremely challenging. While in2020, R-DMUCH and ICCROM organized webinars and online workshops with former participants and resource persons in place of annual training, in the subsequent two years (2021 and 2022), we organized
online training course on disaster risk management of cultural heritage. The pandemic period has indeed
provided us valuable time to pause, reflect and reconfigure not just the focus areas of disaster risk management that have paid little or no attention to biohazards but also explore innovative ways of teaching
and learning using virtual mediums that are now at our disposal.
Since 2023 we embarked on a new phase of training in a hybrid format, meaning a combination of online
and in person components covering. The online part focused on theoretical content and internationalcase studies, while the in person component of the training concentrated on practical lessons based onJapanese experience. After three weeks of online sessions with the participants consisting of lecture summaries, discussions and group work, one week of on site training was organized in Kyoto along with fieldvisits in Kyoto, Kobe and Wakayama. Gathering from the feedback received from various resource persons
and participants, the response to this new hybrid format has been very positive and we hope to continue
in this new way in the coming years, slowly building the necessary infrastructure for this format of training
such as setting up of a dedicated web platform.
As far as the contents are concerned, ITC 2023 was organized around the theme of intangible heritagethat is often overlooked while considering disaster risk management measures. This includes social andcultural practices, traditional livelihoods as well as spiritual outlook of the communities. Special attention
was paid to the link between tangible and intangible heritage as none of these can be looked in isolation.

Also, interface between nature and culture as well as disasters and conflicts was highlighted. While, it isheartening to see the development of regional training courses on DRM that are focused on the specificnature of heritage, hazards and the socio-economic context of those specific regions, the importance ofan international course like ITC that is oriented towards global challenges and opportunities, strengthening the development of international networks of institutions and professionals cannot be underestimated.

As we move towards post-COVID times, it is time for us to reflect on how we should continue capacity
building on the disaster risk management of cultural heritage by tailoring the existing knowledge andskills, identifying and filling gaps in terms of knowledge areas/topics, target audience, and pedagogy
based on the lessons learnt from this pandemic. We will continue to build on the rich experience that wehave gathered through training this year. R-DMUCH and ICCROM will continue to strengthen their collaboration to meet these emerging challenges and opportunities and reduce disaster risks and build resilience of our cultural heritage around the world.
Rohit Jigyasu, Ph.D.
Project Manager, Urban Heritage, Climate Change & Disaster Risk Management,
Programmes Unit, ICCROM
Vice President, ICOMOS International Scientific Committee on Risk Preparedness (ICORP)

Table of Contents
Preface3

1.

9Introduction

1.1 Background and Objectives of The 17th International Training Course (2023) 10

2.

1.2 List of participants and Resource Persons of ITC 2023

15

1.3 Timetable of ITC 2023 (online)

19

1.4 Timetable of ITC 2023 (onsite)

20

Outline of Disaster Risk Management Plans for Case Study Projects
by ITC 2023 Participants

23

2.1	Disaster Risk Management Proposals for the Lower East Side Tenement Museumin New York City
by Emily Dy Ramos

24

2.2	Disaster Risk Management Planning for Cultural Heritage:
The Case of Casa Gorordo Museum
by Florencio Moreño II30

2.3	Disaster Risk Management of Historic Jeddah
by Hassan Alnemari

36

2.4	Shaking It Up: Establishing a Disaster Plan for Earthquakes at the Israel Museum,
Jerusalemby Jessica Lewinsky

41

2.5	Disaster Risk Management Draft Plan for Gyeongbokgung Palace
by Jisoo Kim49

2.6	Tangier American Legation: Disaster Risk Assessment and Mitigation Analyses ofa Heritage Site and Its Relationship with a Historic Medina Community
by John E. Dumsick

55

2.7	Historic City of Vigan
by Kenneth Javier Tua63

2.8	Disaster Risk Management Plan for the Hungarian National Museumby Lujza Varga70

2.9	Disaster Risk Analysis At Chongoni Rock Art Area World Heritage Site, Malawi
by Moses Mkumpha

77

2.10	Disaster Risk Management Plan for Shalamar Gardens Lahore Pakistan
by Muhammad Rizwan Riaz

83

2.11	At-Turaif District in Ad-Dir’iyahby Razan Al-Faqeer

882.12	Developing a Disaster Risk Management Plan for AlUla Old Town (Saudi Arabia)
by Rut Ballesteros Carrión
3

4.

95

Report of the International Expert Panel Discussion on “Good Practices for
Disaster Risk Management of Cultural Heritage” 

101Appendix

105

Photos of ITC 2023

106

Previous International Training Courses (2006-2022)

109

1 Introduction

1.1 Background and Objectives of
The 17th International Training Course (2023)

Disasters and Cultural Heritage

In recent years, we have witnessed accelerated climate change, increased poverty, and growing humanitarian needs, all of which are amplifying the impacts of disasters. In 2023 alone, there were significant
events, including Hurricane Otis in Mexico, floods in Libya, an earthquake in Morocco, floods in China, anAtlantic hurricane, wildfires in North America, tornadoes in the US, an earthquake in the Turkey-Syria region, and the recent conflict in Gaza. Preceding and during the COVID-19 pandemic, other major disasters
such as the fires in Notre-Dame de Paris in 2019, the National Museum of Brazil in 2018, earthquakes inCentral Mexico in 2017, Myanmar and Italy in 2016, Nepal in April and May 2015, Haiti and Chile in 2010,
earthquakes and cyclones in the Philippines in 2014, fires in Lijiang, China in 2013 and 2014, and the devastating tsunami in the North East of Japan in 2011 have caused immense loss of life, property, and cultural heritage, encompassing tangible and intangible, as well as movable and immovable manifestations.
These events underscore the vulnerability of cultural heritage, including historic buildings, archaeologicalsites, historic cities, and cultural landscapes, to both natural and human-induced hazards such as earthquakes, tsunamis, fires, floods, cyclones/typhoons, armed conflict, theft, and terrorism.
Therefore, it is important to undertake proactive measures that can reduce risks to cultural heritage fromthese catastrophic events through adequate mitigation and preparedness measures. During emergency
phase, the challenge is how to assess damage and stabilize built heritage properties, which are at risk ofdemolition as well as salvage movable heritage fragments and collections and assess their damage. The
long-term challenge during recovery phase is how to repair and retrofit them and undertake reconstruction that respects tangible as well as intangible heritage values while reducing vulnerabilities.
In the light of these challenges, comprehensive disaster risk management is essential for the protection ofcultural heritage from disasters. Therefore, Cultural Heritage and Risk Management project of Institute ofDisaster Mitigation for Urban Cultural Heritage, Ritsumeikan University (R-DMUCH) aims to organize theInternational Training Programme to build the institutional capacity needed to formulate comprehensive
disaster risk management plans that are based on the characteristics of cultural heritage and nature ofhazards to which the region is exposed.

101.1 Background and Objectives of The 17th International Training Course (2023)

Fig.1 World Heritage Sites Located in the Earthquake Zones 2008
Table 1 Regional
Distributionof World
Heritagesites
sites locatedonon
thetheEarthquake
Zones Zones
Tab. 1 Regional
Distributionof World
HeritagelocatedEarthquake

Region100-200 km

100

91
1
3
10

2
10
2
2
10

1

1
11
1
1
1
4

3
1
1
8
6

16
1

6
35

8
23

13

8
2
18
109

36
136

Within

200km
191
27%
1
14%
5
45%
20
59%
2
22%
3
14%
21
42%
1
2%
0
0%
2
100%
1
100%
7
21%
1
7%
1
2%
24
57%
7
39%
0
0%
14
29%
58
45%
0
0%
21
40%
2
2%
54
31%
245
28%

Over 200km
513
6
6
14
7
18
29
56
14

27
13
49
18
11
7
34
70
16
31
87
120
633

73%
86%
55%
41%
78%
86%
58%
98%
100%
0%
0%
79%
93%
98%
43%
61%
100%
71%
55%
100%
60%
98%
69%
72%

Total
704
7
11
34
9
21
50
57
14
2
1
34
14
50
42
18
7
48
128
16
52
89
174
878

Introduction

Cultural/Mix
Australia/New Zealand
Caribbean
Central America
Central Asia
Eastern Africa
Eastern Asia
Eastern Europe
European Russia
Melanesia
Middle Africa
Northern Africa
Northern America
Northern Europe
South America
Southeastern Asia
Sothern Africa
Southern Asia
Southern Europe
Western Africa
Western Asia
Western Europe
NaturalTotal

0-100 km11

Institute of Disaster Mitigation for Urban Cultural Heritage, Ritsumeikan University
and Its Training Course
The International Training Course on Disaster Risk Management of Cultural Heritage is a follow-up of therecommendations adopted at the Special Thematic Session on Risk Management for Cultural Heritage
held at UN-WCDR (World Conference on Disaster Reduction) in January 2005 in Kobe, Hyogo, Japan. Oneof these recommendations advocated the need for the academic community to develop scientific research, education and training programs incorporating cultural heritage in both its tangible and intangible manifestations, into disaster risk management. The importance of strengthening knowledge, innovation and education to build a culture of disaster prevention at WH properties was reiterated also by theWorld Heritage Committee at its 30th session (Vilnius, Lithuania, July 2006).
Furthermore, the “Declaration”, adopted at the International Disaster Reduction Conference (IDRC) of
Davos (August 2006) confirmed that “concern for heritage, both tangible and intangible, should be incorporated into disaster risk reduction strategies and plans, which are strengthened through attention to cultural attributes and traditional knowledge”. The Sendai Framework on Disaster Risk Reduction recently adopted at the World Conference on Disaster Risk Reduction in Sendai, Japan has further highlighted theimportance of protecting cultural heritage from disasters. Cultural heritage has also been included one of
the sectors in the new ten essentials that have been adopted by UNISDR’s resilient city campaign.
In response to these recommendations by the international community, the Institute of Disaster
Mitigation for Urban Cultural Heritage at Ritsumeikan University (R-DMUCH) has been acting as a focal
point for organizing international research, training and information network in the field of cultural heritage risk management and disaster mitigation. Besides R-DMUCH also functioned as the international secretariat for ICOMOS-International Scientific Committee on Risk Preparedness (ICORP) from 2011 to 2014
and many resource persons of the course are expert members of the Scientific Committee.
193 participants in total from 75 countries have participated in our training courses to date. These participants are from East Asia (Indonesia, South Korea, China, Philippines, Malaysia, Myanmar, Vietnam, Thailandand Laos), South Asia (India, Pakistan, Bangladesh, Nepal, Bhutan, Sri Lanka, Maldives and Japan, ), Oceania(Palau, Fiji, New Zealand and Australia), America (Peru, Chile, Jamaica, Haiti, Colombia, Mexico, Ecuador,
Honduras, Brazil, Panama, Argentina, Guatemala, Canada and USA), Europe (Serbia, Moldova, Italy, Albania,
Croatia, Bosnia and Herzegovina, Spain, Netherlands, Romania, France, Georgia, Belgium, Armenia,
Switzerland, Latvia, Portugal, Kosovo and Hungary), Middle East (Iran, Iraq, Turkey, Afghanistan, Syria,
Palestine, Jordan, Mauritius, Lebanon, Saudi Arabia and Israel), Africa (South Africa, Ghana, Kenya, Uganda,
Nigeria, Tanzania, Egypt, Morocco, Malawi, Ethiopia and Zimbabwe).

12

1.1 Background and Objectives of The 17th International Training Course (2023)

Objectives and Methodology of the Training Course

The main objective of the course is to provide theoretical and practical knowledge on various aspects ofdisaster risk management of cultural heritage. In particular, the course provides interdisciplinary training to:

heritage by analyzing their vulnerability to natural and human induced hazards that can cause disasters;✓	Undertake an integrated risk assessment of tangible and intangible, immovable and movable

cultural heritage by analyzing their vulnerability to natural and human induced hazards that can

Buildintegrated
cause
disasters.system for disaster risk management of cultural heritage, incorporating various✓	
Build integrated
forrisks,
disasterrisk managementof cultural
heritage,fromincorporating
measuresaimed at system
reducing
responding
to disasters
and recovering
them. various
measures aimed at reducing risks, responding to disasters and recovering from them.
✓	Formulate disaster risk management plans for cultural heritage that correspond to the local/urban, nationaland riskregional
plans and policies
forcultural
disaster risk
managementand developmentas Formulatedisastermanagement
plans forheritagethat correspondto the local/urban,
well asand
humanitarian
response
recoverynational
regional plans
andandpolicies
formechanisms;
disaster risk management and development as well as✓	To learn practical tools, methodologies and skills for disaster risk management of cultural herihumanitarian response and recovery mechanisms;
tage such as cost benefit analysis, value assessment, budgeting and communication methods
with various stakeholders ranging from the decision makers to local communities; and ✓	
To Strengthen
learn practical
tools, methodologies
skillsnetworkfor disasterrisktomanagementof cultural
heritage suchthe international
scientific andsupportin orderbuild the institutional
capacineeded
to formulatedisasterrisk management
plans that are
based onwith
the various
as tycostbenefitanalysis, comprehensive
value assessment,
budgetingand communication
methods
characteristics
ofculturalheritageandnatureofhazards
inthenational
andregional
context.
stakeholders ranging from the decision makers to local communities; andCentre for the Study of the Preservation and Restoration of Cultural Property (ICCROM).
14th International Training Course on
Disaster Risk M anagement of Cultural Heritage 2019
Planning Process of Disaster Risk Management for Cultural Heritage

THEORY and METHODOLOGY
for Disaster Risk M anagement ofCultural Heitage

LECTURESS ITE VIS ITSCAS E S TUDIES on
Disaster Risk M anagement inKyoto,
Kobe,
Hirafuku
andKyoto andDisaster
Affected
Areas
in Castle
Japan
Takeda

FORMULATION of Disaster Risk Management Plan
INTERACTIVE WORDKSHOPSCASE STUDY PROJECTS: Formulating Disaster Risk M anagement for
Cultural Heritage in Participants' Countries

Fig.2 The structure of International Training Course on Disaster Risk Management of Cultural Heritage

Based on the knowledge obtained from lectures, site visits, and exercises through interactive workshops, thetraining course also sets the goal of raising planning skills in disaster risk management of cultural heritage,
13

by having each participant formulate outline of a DRM plan of a case study site or museum from theIntroduction

The course comprises lectures, site visits, workshops, discussions, team projects and individual/group presentations.
Participants
are expectedto actively
participate
throughout
course.
The course capacity
aims at needed Strengthen
the international
scientificsupportnetworkin order tothebuild
the institutional
promoting the development of collaborations and network building among scholars and professionals in
to formulate comprehensive disaster risk management plans that are based on the characteristics ofcultural heritage protection. This course is provided scientific support by UNESCO and the International
cultural heritage and nature of hazards in the national and regional context.
Centre for the Study of the Preservation and Restoration of Cultural Property (ICCROM).
Based on the knowledge obtained from lectures, site visits, and exercises through interactive workshops,The
coursecourse
comprises
lectures,visits,planningworkshops,
discussions,projectsofand
individual/groupthetraining
also sets
the goalsite
of raisingskills indisaster risk teammanagement
cultural
heripresentations.
Participants
areformulate
expectedoutline
to actively
participate
the orcourse.
Thefromcoursetage,
by having eachparticipantof a DRM
plan of athroughoutcase study site
museumthe aims atparticipant’s
homecountry
in
line
with
the
country’s
respective
social,economic
andinstitutional
context.
promoting the development of collaborations and network building among scholars and professionals in
In order to do so, the Institute asked the selected participants to collect relevant data/information related
cultural heritage protection. This course is provided scientific support by UNESCO and the International
to the cultural heritage, hazard characteristics and local context before coming to Japan

Theme of 2023 International Training Programme:
Safeguarding and Utilization of Intangible Cultural Heritage for Disaster Risk
Management of Cultural Heritage

Recently, the Intangible Cultural Heritage (ICH) from Japan “Traditional skills, techniques, and knowledge

for the conservation and transmission of wooden architecture in Japan” was inscribed on the
Representative List of the Intangible Cultural Heritage of Humanity in 2020. This a great example that addresses the value and contribution of ICH towards the sustainability of tangible cultural heritage through17 different skills such as traditional woodworking techniques, decoration of traditional structures, andrestoration skills of traditional buildings. These are important skills to restore and protect cultural heritage
from disasters caused by various natural and human-induced hazards. ICH is also recognized as having avital role in disaster recovery as a means for physical and psychosocial support for communities and asource of traditional knowledge accumulated over time.
Therefore, this year, ITC will focus on the safeguarding and utilization of Intangible Cultural Heritage in disaster risk management. Japan is home to a variety of frequently occurring disasters, which can cause
wide-ranging damage to its cultural resources. This has resulted in the development of a rich wealth of
traditional knowledge that can contribute towards disaster risk management. Various organizations havetaken specialized measures which are based on traditional skills, techniques and knowledge for mitigation, preparedness, emergency response, and post-disaster recovery of cultural heritage. These measures,developed in response to local geographical, climatic, and social characteristics related to the Japanesecontext as well as from other parts of the world will be introduced to the participants during this interdisciplinary training.

Fig. 3 J apanese Traditional Skills & Techniques, theIntangible Cultural Heritage for the Restoration of
Tangible Cultural Heritage (Kiyomizu-Dera Area)

14

Fig. 4 Festivals of the Shrine, the Intangible Cultural
Heritage for Post-Disaster Recovery Process(Minami Sanriku)

1.2 List of participants and Resource Persons of ITC 2023

Emily Dy RAMOS
Emergency Preparedness Specialist/Recovery
Program Manager,
New York City Emergency Management

Kenneth Javier TUA
Trustee, Executive Board, and Country Project
Director,
ICOMOS Philippines

Florencio MOREÑO II
Museum Curator and Officer,
Cultural Heritage Unit,
Casa Gorordo Museum - Ramon Aboitiz
Foundation Inc.

Lujza VARGA
Head of Department,
Hungarian National Museum (NHM)

Hassan ALNEMARI
Urban Heritage Manager,
Heritage Commission
Jessica LEWINSKY
Responsible of Preventive Conservation,
Israel Museum, Jerusalem
Jisoo KIM
Researcher,
Safety and Disaster Prevention Division,
National Research Institute of Cultural Heritage(NRICH)John E. DUMSICK
Senior Engineer/Historical Preservation Specialist,
US Department of State, Bureau of Overseas
Buildings Operations, Office of Cultural Heritage

Introduction

Course Participants

Moses MKUMPHA
Chief Monument Officer,
Department of Museums and Monuments ofMalawiMuhammad Rizwan RIAZ
Associate Professor,
University of Engineering & Technology, Lahore
Razan AL-FAQEER
Conservation Architect Senior Officer,
Diriyah Gate Development Authority
Rut BALLESTEROS CARRIÓN
Cultural Heritage Conservation Manager,
The Royal Commission for AlUla

15

Observer

Nadhem AL-ABSI
Consultant - Civil Engineer
UNESCO Project Coordinator for Disaster Risk
Reduction in Yemen

Internship Students

Chaewon KIM
Graduate Student,International Relations, Global Studies Major,
Ritsumeikan University
Konami KAWAGUCHI
4th-year Student,
Graduate School of Policy Science,
Ritsumeikan University

Resource Persons List
Yoshio NAKATANIChancellor,
Ritsumeikan University
Valerie MAGAR
Unit Manager,
ICCROM
Shinta YOSHITOMI
Director,
Institute of Disaster Mitigation for Urban Cultural
Heritage,
Ritsumeikan University (R-DMUCH)
UNESCO Chair Professor
Kenzo TOKI
Special Research Fellow,
Former Director of Institute of Disaster Mitigation
for Urban Cultural Heritage,
Ritsumeikan University
Takeyuki OKUBO
Project Leader, UNESCO Chair Programme on
Cultural Heritage and Risk Management, DMUCH
Professor, Department of Civil and Environmental
Engineering, Ritsumeikan University

16

Zahida QUADRI
Assistant Director,
Culture, Tourism, Antiquities & Archives
Department

Xiaolei SHAFirst-year Graduate,
Advanced Architectural, Environmental and Civil
Engineering Major,
Graduate School of Science and Engineering,
Ritsumeikan University
Yiqi ZHANG
4th-year Student in the College of International
Relations, Ritsumeikan University
Enrolled in the Graduate School of Interdisciplinary
Information Studies, The University of Tokyo

Rohit JIGYASU
Project Manager,
Urban Heritage, Climate Change & Disaster Risk
Management,
ICCROM
Dowon KIM
Co-Chair Holder Professor, UNESCO chair programme on Cultural Heritage and Risk
Management, DMUCH
Associate Professor,
Department of Civil and Environmental
Engineering,
Ritsumeikan University
Lata SHAKYA
Co-Chair Holder Professor, UNESCO chair programme on Cultural Heritage and Risk
Management, DMUCH
Associate Professor,
Kinugasa Research Organization,
Ritsumeikan University
Boyoung CHA
Director,
Office of Planning and Management,
ICHCAP1.2 List of participants and Resource Persons of ITC 2023

Aparna TANDON
Senior Programme Leader,First Aid and Resilience for Cultural Heritage inTimes of Crisis | Digital Heritage,
ICCROM
Rohit RANJITKAR
Nepal Program Director,
Kathmandu Valley Preservation Trust
Elke SELTER
Leverhulme Research Fellow,
British Institute for International and Comparative
Law
Eugene JO
Programme Manager,
World Heritage Leadership,
ICCROM

Norihito KAWADA
Director,
The Association for the Preservation of National
Temple and Shrine Roof Construction Techniques,Inc.
Shinsuke KOJIMA
Director,
The Association for the Preservation of National
Temple and Shrine Roof Construction Techniques,Inc.
Hirotaka SATO
Associate Professor,
Faculty of Regional Policy, Aichi University
Osamu OBA
Professor,
Disaster Mitigation for Urban Cultural Heritage(DMUCH),
Kinugasa Research Organization,
Ritsumeikan University

Yoshifumi SATOFUKA
Professor,
Department of Civil and Environmental
Engineering,
College of Science and Engineering,
Ritsumeikan University
Keiji YANO
Professor,
Department of Humanities, Geography Major,
College of Letters, Ritsumeikan University
Atsushi KOMIYA
Deputy Director
Kyoto Prefectural Board of Education
Masamitsu FUJIMOTO
Associate Professor,
Department of Civil and Environmental
Engineering,
College of Science and Engineering,
Ritsumeikan University

Introduction

Tatsuya TOMOI
Vice Chairman and Museum Manager,
The Association for the Preservation of National
Temple and Shrine Roof Construction Techniques,Inc.

Ryo HIKITA
Chief of Cultural Properties Section,
Prevention Division, Prevention Department,
Kyoto City Fire Department

Junko FURIHATA
Chair,
Department of Conservation Science
Kyoto National Museum
Masato NARUMIManager,Tokyo Office, Cultural Properties Fire Protection
Department,
Nohmi Bosai Ltd.
Takeshi OKUMURA
Counselor,
Cultural Properties Fire Protection Department,
Nohmi Bosai Ltd.
Tomotsugu YOSHIDAHead of the office,Cultural Properties Fire Protection Department,
Nohmi Bosai Ltd.

17

Sota YUMOTO
Staff,
Cultural Properties Fire Protection Department,
Nohmi Bosai Ltd.

Zeynep Gül ÜNALProfessor
Faculty of Architecture,Yıldız Teknik Üniversitesi, Türkiye

Tomoki MOTOZUKAAssociate Professor,
National Institute of Technology, Akashi College

Abdelhamid SAYED
Chairman,
Egyptian Heritage Rescue Foundation (EHRF)

Nanako NAKAHARA
Yuasa-cho Board of Education

Artnet HASKUKA
Chairperson
Council of Cultural Heritage –Prizren Historic Center

Tsuyoshi IKEDA
Kobe City Culture and Sports Bureau Cultural
Properties Division
Minsuk KIM
Collaborative Researcher,
Disaster Prevention Research Institute, Kyoto
University
Hiromichi KUBOTAHead,Intangeble Folk Cultural Properties Section,
Tokyo National Research Institute for Cultural
Properties
Yoshihiro HIRAOKA
Professor,
Architecture Design Laboratory,
Department of Design Information,
Miyagi University
Ryusuke KODANISupervising Manager,
Cultural Heritage Disaster Risk Management
Center, Japan
Yusuke EJIMA
Senior Cultraul Properties Specialist,
Agency for Cultural Affairs, Government of Japan
Ksenia CHMUTINA
Professor Disaster Studies.
Director of Equity, Diversity and Inclusion
Co-Director of HOME Centre for Doctoral Training
Loughborough University

Elena MAMANI
Project Manager,
Deputy Head of Office,Cultural Heritage without Borders
Vinka MARINKOVIć
Conservation Restorer,
Croatian Conservation Institute
Kanefusa MASUDAThe First UNESCO Chair Professor for DMUCH
Ming Chee ANG
General Manager,
George Town World Heritage Incorporated,
Malaysia
Vanessa TRANNERManager Archaeology /Kaiwhakahaere
Poutairangahia,
Heritage New Zealand
Aya MIYAZAKI
Senior Researcher, Institute of Disaster Mitigation
for Urban Cultural Heritage,
Kinugasa Research Organization,
Ritsumeikan University
Min LI
Senior Researcher, Institute of Disaster Mitigation
for Urban Cultural Heritage,
Kinugasa Research Organization,
Ritsumeikan University
Boyoon CHOI
Programme Assistant (Short-Term),
Institute of Disaster Mitigation for Urban Cultural
Heritage,
Ritsumeikan University (R-DMUCH)

18

17:20

17:10

17:00

16:50

16:40

16:30

16:20

16:10

16:00

15:50

15:40

Pre-Course
Orientation

Lecture 1
Key Principles for DRM of
CH(R. JIGYASU)

15:30

Workshop 1
Terminology of DRM(R. JIGYASU)

Discussion on Disastersof Participantas

Orientation of the
Course

15:10

15:20

Opening Remarks

Case Study andFeedback Session

Feedback Session

Introduction
and Core Principles for
DRM of CH

Pre-Course
Orientation

15:00

Theme

8/18
Fri

8/17
Thu

Workshop2
Value Assessment(R. JIGYASU)

Lecture 4
Value Assessment(R. JIGYASU)

Lecture 3
ICH and DRM(B. CHA)

Lecture 2
Introduction of ICH(L. SHAKYA)

Recap

Value Assessment

8/21
Mon

Workshop3
Assessing Risk Levels(R. JIGYASU)

Lecture 6
DRR and Integrated Risk
Management(R. JIGYASU)

Lecture 5 & Group WorkDRM Considering
Urban/Community
Challenges in Historic
Urban Areas(D. KIM)
Case Study andFeedback Session

Feedback Session

Urban Disaster Risk
Reduction, Integrated
Risk Assessment andCommunity Engagement
Recap

8/25
Fri

8/24
Thu

Introduction

8/14
Mon

Workshop 5
Role Play(A. TANDON)

Lecture 8
Formulation of Scenarios(A. TANDON)

Workshop 4
Designing Mitigation(R. JIGYASU)

Lecture 7
Designing Mitigation(R. JIGYASU)

Disaster Mitigation,
Emergency Response
and First Aid to Cultural
Heritage

8/28
MonGroup-Discussion“Recovery Policies andManagement Planning”

Lecture 12
Management System
and Planning for
Heritage Sites(E. JO)

Lecture 11
Conflict(E. SELTER)

Lecture 10
PDNA(E. SELTER)

Lecture 9
Emergency Response
and Recovery(R. Ranjitkar)

Recap

Policies and DRM
Management Planning

8/31
Thu

Case Study andFeedback Session

Feedback Session

9/1
Fri

Timetable of International Training Course (ITC) on Disaster Risk Management of Cultural Heritage 2023, 17th year, Ritsumeikan University

1-3 Timetable of ITC 2023 (online)191.4 Timetable of ITC 2023 (onsite)

8/14－
－9/１
１

THEME

Venue
9:00

8/14－
－9/１
１

9/2‐9‐10
Sat‐Fri

THEME
Online program
Online program
Arrivals

Venue

Zoom

Zoom

9:00

9/2‐9‐10
Sat‐Fri

9/13
9/14
9/15
9/13
9/14
9/15
9/16
Wed
Thu
Fri
Wed
Thu
Fri
Sat
Traditional Knowledge Disaster Mitigation andTraditionalTraditional
skills and Knowledge Disaster Mitigation andDisaster Prevention
Introduction
and Technology for
Preparedness
in Prevention
DisasterTraditional skills andIntroduction
Facilities for Movable
Arrivalsand Participants`
technology asand
ICHTechnology
andforPreparedness in
Prevention and
UNESCO WHS‐Kiyomizu
Facilities for Movable
Self‐Studyand Participants`
technology as ICH and
Presentation
the communityand Immovable CH
Prevention and
UNESCO WHS‐Kiyomizu
Mitigation
Deraand Immovable CH
Presentation
the community
Mitigation
Dera
Kyoto Conservation
Kyoto Museum andKyoto Conservation
DMUCH/Online
Technology Training
DMUCH
Kiyomizu‐District
Kyoto Museum andHigashi HonganjiDMUCH
DMUCH/Online
Technology Training
DMUCH
Kiyomizu‐District
Center & Gion Area
Higashi Honganji
Center & Gion Area
to the site
Kiyomizu‐Dera
Recap Kiyomizu‐Derato the site
Registration
Recap
Kyoto Museum
Lecture22Kyoto Museum
Registration
9/11
Mon

9/11
Mon

9/12
Tue

9/12
Tue

9/16
Sat

9/17
Sun

9/1
Sun

Self‐Study
Mid‐term Pre
Mid‐term Presentation

DMUCH
DMUCH/DMUCH/Online

Lecture22 Introduction to the

10:00

11:00

12:00

13:00

14:00

15:00

16:00

17:00

18:00

19:00

Introduction totheMaintenance
System in
Opening Address
Maintenance System
in
Opening Address
Kiyomizu‐Dera
WHS
Orientation
Lecture 17
Kiyomizu‐Dera WHS(M. KOMIYA)
Orientation
Lecture17(M. KOMIYA)of the CourseLecture 15 Lecture 15
Traditional Knowledge
Lecture 24of the Course
Lecture 24
IntangibleTraditional
Heritage Knowledge
Lecture23(R.JIGYASU)
for Disaster Mitigation
DRM System in Kyoto
Intangible Heritage
Lecture 23 Water Supply System in(R.JIGYASU)
forskills,
Disaster Mitigation
DRM System in Kyoto"TraditionalinJapaneseHousesWater
SupplySystemin
National
Museum"Traditional skills,
Kiyomizu Area (T.OKUBO) ～Japanese Houses
techniques ofinwooden
National Museum
Kiyomizu Area (T.OKUBO) ～(O.OBA)(J. FURIHATA)
techniques of woodenarchitecture" (O.OBA)(J. FURIHATA)
architecture"(N.KAWADA)
Lecture 13 (N.KAWADA)
Lecture 13
The Need for DRM for
Site Visit 3‐1
The Need for DRM for
Site Visit 3‐1
Cultural Heritage inLandslide Damaged
Cultural Heritage in
LectureLandslide
18
DamagedHistoric Cities
Lecture18
Site Visit 4‐1
Area
and Disaster
Site Visit 1
Historic Cities
Disaster Mitigation
for Disaster
Site Visit 4‐1
Area and(K. TOKI, D. KIM)Site Visit 1
Disaster
Mitigation for
Kyoto City Cultural
Property
Prevention System in Kyoto National Museum(K. TOKI, D. KIM)
Cultural Heritage
by System in Kyoto National Museum
Kyoto City Cultural Property
Prevention
Building Conservation
Cultural Heritage by
and its Exhibition
Kiyomizu‐Dera Area
Kyoto Fire Department
Building Conservationand its Exhibition
Kiyomizu‐Dera Area
Technology Training
KyotoCenter
Fire Department
Rooms(M.FUJIMOTO, T.
Lecture14
Technology
Training Center(R. HIKITA)
Rooms(M.FUJIMOTO, T.
(TOMOI,KOJIMA,KAWADA)
Lecture 14(R. HIKITA)(J. FURIHATA)
OKUBO, D. KIM) ※Introductionof Kyoto(TOMOI,KOJIMA,KAWADA)(J. FURIHATA)
OKUBO, D. KIM) ※Introduction of Kyoto
10:25～(D. KIM)
10:25～(D. KIM)
Lunch
Lunch
Lunch
Lunch
Lunch
Lunch
Lunch
Lunch
Lunch
Lunch

10:00

11:00

12:00

13:00

to Sannei‐zaka
to Sannei‐zaka
Site Visit 4‐2
Lecture 19
Site Visit 4‐2
Kyoto National Museum
Lecture 19
Climate Change andKyoto National Museum
Self Study
and its Exhibition
Climate Change andRisk Mitigationand its Exhibition
Rooms
Risk Mitigation(Y.SATOFUKA)
Rooms(J. FURIHATA)(Y.SATOFUKA)
to Shijo‐Shinmachi
Site
Visit
3‐2
(J. FURIHATA)
to Shijo‐Shinmachi
Site Visit 3‐2
to Higashihongan‐ji
Sannei‐Zaka Important
to Higashihongan‐ji
Sannei‐Zaka Important
Preservation District:
Preservation District:Observation of Fireof FireLectureObservation
20
Mitigation Strategies
Lecture 16 Lecture 20
Mitigation Strategies
GIS for Disaster
Lecture 16(T. OKUBO, D. KIM)
Gion Festival and
GIS its
for Disaster
Lecture 25(T.
OKUBO,D.
KIM)
Management ofGion Festival and its
Lecture 25
Emerged Community
Management ofFire Prevention
The First Presentations
Historical
CitiesandEmergedCommunity
Fire Prevention
The First Presentations
Historical Cities andFacilities
and System toby Participants on (H.
CaseSATO) (H. SATO)
Cultural Heritage
Facilities and System toby Participants on Case
Cultural Heritage
Wooden Built Heritage
Study Projects and its(K.YANO)
Wooden Built Heritage
Study Projects and its(K.YANO)(M.
NARUMI)
Risk Assessment(M. NARUMI)
Risk Assessment

14:00

15:00

Exercise 1
Exercise 1
Workshop 6
GIS maps of CH inWorkshop
caseSite Visit 5
6
GIS maps of CH in case
Discussion andSite Visit 5
study sitesDiscussion andFire Prevention
PresentationFire
on Prevention
Site Visit 2 study sites (K. YANO)
Facilities on
Presentation on
Site Visit 2
Disaster Imagination
Gion Festival and(K.
itsYANO)
Facilities on
Higashihongan‐ji
Disaster Imagination
Gion Festival and its
Game (DIG)
Emerged Community
Higashihongan‐ji(T. OKUMURA,
Game (DIG)
Emerged Community(T.OKUBO and D.KIM)(H. SATO, K. YANO,(T. OKUMURA,
T. YOSHIDA,(T.OKUBO and D.KIM)(H. SATO, K. YANO,
T. YOSHIDA,
Lecture 21
S. YUMOTO)
Lecture 21
S. YUMOTO)
Dynamic Analysis of
Dynamic Analysis of
to Dinner Venue
Earthquakes andto Dinner Venue
Earthquakes andSeismic Performance ofSeismic Performance ofJapanese Historicalto DMUCH
Japanese Historicalto DMUCH
Structures
Structures(S.YOSHITOMI)(S.YOSHITOMI)

16:00
Online Sessions
Online Sessions

17:00

18:00

Lunch

Lunc

R
R

Self Study

The Mid
The Mid‐term
Presentat
Presentations ofCase Study
Case Study Projectby the Partby the Participants

Welcome Dinner
Welcome Dinner

19:00

Accommodation
Accommodation

Kyoto

Lecture Lecture

20

Discussio
Discussion andCase Study
Case Study Project
Wor
Work

Kyoto

Kyoto

Kyoto

Kyoto

Site VisitSite Visit

Kyoto

Kyoto

Kyoto

Kyoto

Kyoto

Kyoto

Workshop/Exercise
Workshop/Exercise

Kyoto

Kyoto

Kyoto

Kyoto

Kyot

CaseProject
Study Work
ProjecCase Study

9/16
9/14
Sat
Thu
Mitigation and
Self‐Study
arednessin
WHS‐Kiyomizu
Dera

DMUCH
mizu‐District

9/17
9/15
Sun
Fri
Disaster Prevention
Mid‐term Presentation
Facilities for Movable
and Immovable CH
DMUCH/Online
Kyoto Museum
andHigashi Honganji

ecture 23
upply System inrea (T.OKUBO) ～

Kobe
DMUCH
to Kobe at 7:50

mizu‐Deraecture22
uction to theance System inzu‐Dera WHS
KOMIYA)

9/18
9/19
9/20
9/21
9/22
9/23
9/24
9/16
9/17
9/18
9/19
9/20
9/21
9/22
9/23
9/24
Mon
Tue
Wed
Thu
Fri
Sat
Sun
Sat
Sun
Mon
Tue
Wed
Thu
Fri
Sat
Sun
Disaster Response and Recovery of Cultural
Policies of Japan forInternational Policies
Contributionof andICH forDisaster
Response
Recovery of Cultural
International Policies
Policies of Japan for
Heritage Areas Affected by Earthquake andCultural
The Final Presentation Expert Panel Discussion THEMEDRM of Cultural Contribution
for DRM
of of
ICH
for
Disaster
Heritage
AreasRecovery
Affected by Earthquake and
The Final Presentation Expert Panel Di
for DRM of Cultural
DRM of Cultural
Self‐Study
Mid‐term Presentation
TsunamiHeritage
Heritage
Disaster Recovery
TsunamiHeritage
Heritage
Wakayama
DMUCH/Online
to Wakayama at 7:30

Lecture 24
DRM System in Kyoto
National Museum
Discussion and(J. FURIHATA)
Case Study ProjectWork

Site Visit 10
Discussion andSite Visit 6
Disaster prevention
Case Study Project
Site Visit 6
culture in Yuasa and
Sawanotsuru SakeWork
Sawanotsuru Sake
Hirogawa
Brewary
Brewary(T. MOTOZUKA)

Lunch

Lunch

Site Visit 4‐2
Kyoto National Museum
and its Exhibition
Rooms(J. FURIHATA)
to Higashihongan‐ji

Lecture 25
Fire Prevention
Facilities and System toWooden Built
Heritage
The Mid‐term(M. Presentations
NARUMI)
of

Case Study Projectby the Participants

Site Visit 5
Fire Prevention
Facilities on
Higashihongan‐ji(T. OKUMURA,
T. YOSHIDA,
S. YUMOTO)

to DMUCH

DMUCH/ On

Lecture 26
Contribution Lunchof ICH for
Disaster Recovery(H. KUBOTA)

Case
TheStudy
FinalProject
Presentations
Work ofCase Study Projectby the Participants Case Study Project
Work

10:00
The Final
PresentationsofCase Study Projectby the Participants

Lecture 28
Planning for Disaster
Mitigation of Cultural
Heritage Training of
Heritage Manager
Lunch(R. KODANI)
Lunch

11:00

Lunch
Lunch

12:00

Introduction

Kyoto
Kyoto

Heritage Training of
Heritage Manager(R. KODANI)
Lunch
Lunch

Venue
DMUCH/Online

Recap

Recap

Site Visit 10
Disaster prevention
culture in Lecture
Yuasa and28
Hirogawafor Disaster
Planning(T.Mitigation
MOTOZUKA)
of Cultural

Lunch
Lecture 26
Contribution of ICH for
Disaster Recovery(H. KUBOTA)

DMUCH/ Online
DMUCH

9:00

Case Study Project
Case Study Project
Work
Work

Lunch

annei‐zaka

DMUCH/Online
DMUCH

Case Study Project
Work

Lunch

Lunch

rkshop 6
ussion andentation onr Imaginationme (DIG)
O and D.KIM)

DMUCH
DMUCH

to WakayamaRecap
at 7:30

Case Study Project
Work

Lunch
Lunch

Visit 3‐2
aka Important
ation District:ation of Fireon Strategies
UBO, D. KIM)

to Kobe atRecap
7:50

DMUCH
Wakayama

Kyoto Museum

Visit 3‐1de Damaged
Site Visit 4‐1
and Disasterion System in Kyoto National Museum
and its Exhibition
zu‐Dera Area
Rooms
UJIMOTO, T.
(J. FURIHATA)
O, D. KIM) ※0:25～

Self Study

DMUCH
Kobe

Lunch

Site Visit 7
13:00
Site Visit 7
Site Visit 11
Exhibition of Disaster
Site Visit
11 29
LectureDisaster PreventionExhibition of Disaster
Reduction and Human
Lecture29
DisasterPrevention
Reduction and Human
Gov. Policies of DRM for
Renovation Institution System in Yuwasa‐cho,Gov. Policies of DRM for
Institution System in Yuwasa‐cho,
Self Study
CH in Japan
Case Study Projecta town of soy sauce, Renovationan
CH in Japan
Case Study Projecta town of soy(Y.sauce,
EJIMA)anWork
origin of Japanese
Lecture 27(Y. EJIMA)
Work
origin of Japanese
Lecture 27
cuisine
ICH and Post DisastercuisinePreparation
ICH and Post Disaster
The Final Presentations(NAKAHARA) ※12:45 and Recovery Process
14:00
The Final
Presentations(NAKAHARA) ※12:45 and Recovery Processof～14:45in Minami Sanriku Choof～14:45in Minami Sanriku Cho
Case
Study
Project(Y. HIRAOKA)
Case
Study
Project
to Kazamidori Yakata(Y. HIRAOKA)
by the Participants
to Kazamidori Yakata
by the Participants
to Kainan

to Kainan

Workshop7

Lecture 30
International approachfor DRM of CH(G. BOCCARDI)
Workshop7

Lecture 30
International approachfor DRM of CH(G. BOCCARDI)

Preparati

15:00

The Mid‐termGroup Work for
Presentations ofGroup Work for
Site Visit 8
Designing
Case Study Project
Site Visit the
8 Recovery
Designing the Recovery
Kazamidorino Yakata
Processby the Participants
Kazamidorino
YakataProcess
Site Visit 12( Y. HIRAOKA)
Site Visit 12
16:00( Y. HIRAOKA)
International Expert
Pre‐Recovery Planning
Pre‐Recovery
Planning
Case Study
Project
Panel Discussion on
concerning NankaiGroup Discussion Case Study Project
concerning NankaiGroup
Discussion
Work
Good practices for DRM by"Good Practices formegathrust
Work
Good practices for DRM by
megathrust
former participants
Disaster Risk
earthquakes in Nankai
former participants
Facilitator: Ksenia Tumutina
earthquakes in Nankai
Site Visit 9
Management
City
Ksenia Tumutinaand
Closing CeremonyFacilitator:
Site Visit 9‐Vinka Marinkovic (ITC2021),‐
City
Moegino Yakata‐Vinka Marinkovic(ITC2021),‐culturalheritage" Closing Ceremony(M. KIM)Elena
Mamani(ITC2014),
Moegino Yakata(M. KIM)
Elena Mamani (ITC 2014),
Arnet Haskuka (ITC 2021),
Arnet Haskuka (ITC 2021),
to Hotel
17:00
Zeynep Gulunal (ITC 2010),
to HotelZeynep Gulunal (ITC 2010),
Abdelhamid Sayed (ITC 2014)
Case Study Project
Abdelhamid Sayed (ITC 2014)
Case Study Project
Work
Work
to DMUCH
to DMUCH
Case Study Project Work
Farewell Party
Case Study Project Work
Farewell Party

International
Panel Discuss"Good Practic
Disaster R
Managemencultural heri

18:00

Kyoto
Kyoto

Kobe
Kyoto

Kyoto
Kyoto

Kyoto
Kobe

Case Study Project Work Case Study Project Work
Presentation
Exercise

Kyoto
Kyoto

Kyoto
Kyoto

Group Discussion
Presentation

Kyoto
Kyoto

Kyoto
Kyoto

Kyoto

Kyoto

Group Discussion21

2 Outline of Disaster Risk Management Plans
for Case Study Projects
by ITC 2023 Participants2.1 Disaster Risk Management Proposals for the Lower East Side
Tenement Museum in New York City
Emily Dy Ramos ecovery Program Manager, City of New York, Emergency Management
R
Departmente-mail: eramos@oem.nyc.gov

1. Introduction: Heritage Status, Values and Attributes

The Tenement Museum, an affiliated site of the National Park Service,preserves the stories of the 19th to 20th century immigrant and migrantexperience in New York City to “celebrate the enduring stories that define and strengthen what it means to be American1).” The museum ishoused in two historical tenement buildings (Figure 1), 97 Orchard
Street and 103 Orchard Street, and they also have an office building in
91 Orchard Street. All three buildings are situated in the dense urban
environment of the Lower East Side neighborhood of Manhattan.
They offer guided tours of former residents’ recreated apartments, walking tours around the neighborhood’s historical sights, as well as robust
digital programming which includes virtual field trips, online events anda collection of digital stories (Figure 2). For purposes of this training
Fig. 1 9 7 Orchard Street houses
course, the case study will focus on a disaster risk management plan forthe museum shop, classthe three buildings, and not cover the digital assets of the museum.
rooms, and recreated apartThe five-story 97 Orchard Street was built in 1863–64 and is designated aments
National Historic Landmark. In late 2023, it reopened after a lengthy renovation meant to reinforce interior structures, repair the brick of the façade, and install upgrades such asan HVAC system and UV-filtration windows2). It now also houses a new climate-controlled collection stor-

age unit for delicate century-old artifacts in the museum’s collection3). 103 Orchard Street was built in1888 and is a Congressionally designated National Historic Site. It is the location of the museum’s gift shopon the ground floor, and classrooms and recreated apartment tour spaces on the upper floors. Lastly, 91
Orchard Street’s lower floors are the office and storage space for the museum’s collections ranging fromdocuments, and archaeological objects, to audiovisual media, prints and photographs.4)

Fig. 2 The museum offers guided tours of recreated apartments such as the Levine family’s 1902
apartment featuring a room where they sewed dresses (left), the Schneider’s Lager Bier
Saloon from the 1870s where they offered food for their clientele (middle), or the
Gumpertz family’s apartment from the 1880s showing an old kitchen before indoor
plumbing was invented
Source: by the author24

2.1 Disaster Risk Management Proposals for the Lower East Side Tenement Museum in New York City

2. Key Hazards and Vulnerabilities

The 2019 New York City Hazard Mitigation Plan (HMP) assesses the hazards that pose a risk to the city andincludes the following seven natural hazards: coastal erosion, coastal storms, earthquakes, extreme heat,flooding, high winds, and winter weather 5). A tool within the HMP website, the Community Risk

Assessment Dashboard provides a community district-level analysis to understand how communities areaffected by hazards6). Among the many hazard analyses provided by the dashboard is extreme heat, and(Figure 3) shows how the Lower East Side, where the museum is located, has a Heat Vulnerability Index of
3 out of 5. This tool shows that the museum’s neighborhood is vulnerable to extreme heat. A second tool,
the Hazard History and Consequence (HHC) Tool, provides a comprehensive historical look at the consequences of hazards affecting the city7). Analysis from the HHC tools shows that extreme heat events canOutline of Disaster Risk Management Plans for Case Study Projects by ITC 2023 Participants

result in consequences such as power outages because of stress to the power infrastructure during extremely hot days. An additional concern comes from the rains, sometimes heavy rains that may cause
flooding, that can follow immediately after periods of extreme heat.

Fig. 3 The Community Risk Assessment Dashboard helps New Yorkers understand how their communities can be affected by several key hazards of concern to the city This figure shows that the location of the museum has a
Heat Vulnerability Index (HVI) of 3 out of 5, as represented by the dark orange color on the Lower East Side ofManhattan
Source: New York City Hazard Mitigation Plan: Community Risk Assessment Dashboard

Taking the above into consideration, the following table summarizes the risk assessment vis-à-vis heritage
values (Table 1) whereby we examine how vulnerable the museum is to each hazard, which attributes arevulnerable, and whether the potential for loss of cultural heritage values is low medium, or high. This analysis was done on several hazards, but the table summarizes only the hazards that resulted in the high or
medium-high loss, indicating that they should be prioritized in a disaster risk management plan. The threehazards and/or consequences of most concern are extreme heat, power outages during heatwaves, andthunderstorms that cause flooding. In the analysis, all three may lead to the possible deaccession of important pieces in the collection, which leads to their rating as high or medium-high possible loss of values.

3. Disaster scenario

Based on the analysis of hazards and vulnerabilities, a disaster scenario was designed to illustrate the potential impacts to the museum. This scenario will inform the development of proposals for mitigation
measures, preparedness activities and response plans for the museum. The scenario is as follows (Table 2):
it is a 5-day scenario that features extreme heat for the first four days which results in a power outage thatcompromises temperature-controlled storage, followed by a thunderstorm on the fifth day that causes
overnight flooding due to heavy rains. The scenario incorporates the top three hazards & consequences
provided in Table 1 above, thereby testing the Museum’s plans, resources, and capabilities to respond toincidents that could lead to medium to high loss of cultural heritage values. It also introduces the idea that25

Tab. 1 Risk assessment vis-à-vis heritage values
Source: by the author

Hazards & Consequences

Vulnerabilities

Extreme heat

Building areas and display or collection
materials sensitive tohigh heat and humidity

Power outages during
heatwaves

Temperature control
systems for the
storage area of sensitive artifacts rely on
power

Thunderstorms / heavy
rains immediately
following heat waves

Storage or tour spaces
located on lower
floors (ex: groundfloor, cellar or basement) can bebreached by flooding

Attributes

Possible loss of values

Historical building
Historical records
Historical artifacts

HIGH
Heat and humidity damage tohistorical building
Heat and humidity to historical records and artifacts, possibly leading to deaccession

Historical artifacts

HIGH
Damage to and deteriorationof historical artifacts, possibly
leading to deaccession

Historical building
Historical records
Historical artifacts

MEDIUM – HIGH
Water into storage spaces,
water damage to records/
archives/artifacts, moldgrowth due to moisture,possibly leading to deaccession

Tab. 2 5-day disaster scenario: Extreme heat followed by thunderstorms with flooding
Source: by the author

July 14

An extreme heat advisory is issued for the next four days, with heat indices possibly reaching
up to 105 ℉. The museum fares well for the first two days of the heatwave.

July 17

On Day 3 of the heatwave, a museum staff member who oversees implementing emergency
plans exhibits symptoms of heat illness and goes on sick leave. The electric power grid isoverwhelmed, and the neighborhood has a power outage, cutting off energy supply to thetemperature-controlled storage room.

July 18

A flash flood advisory is issued for the following day as a thunderstorm with heavy rains is
expected to follow the end of the heatwave.

July 19

Orchard Street is flooded from the heavy rains. Water begins to enter the basements of 91 and97 Orchard Street at midnight when the offices and museum are closed, and no staff are onsite. By the time the rains stop at 5:00 am, water has entered some storage spaces and tour
spaces, causing water damage to several items.

a second hazard incident can follow immediately after the first one, and encourages staff to think about
how they would change their response if they were coming from a place where resources and personnel
may already be partially depleted from the first incident.

4. Mitigation measures

To help mitigate the potential impacts of a power outage on the sensitive artifacts, the museum shouldhave a backup system of environmental monitoring that can be implemented in case the temperature-control system goes offline. The system should:• Have tools on hand for environmental monitoring that do not rely on being plugged into the power
grid. For example, battery-operated or manual versions of tools.
• Have printed copies of protocols and checklists that staff should follow to implement these back-up
monitoring systems, as well as paper forms of logs and monitoring records.

26

2.1 Disaster Risk Management Proposals for the Lower East Side Tenement Museum in New York City• Indicate next steps and actions should any of the environmental parameters come close to pre-determined triggers for emergency measures.

• Have plans for training with staff on how to use the tools and fill up the forms so that several people

are able to perform this role. There should be enough trained people to provide coverage in casesome staff are out sick or on vacation.

Fig. 4: Metal brackets are installedon the sides of the entryway
Source: F lood simulation visualsby JP Ramos

Fig. 5 A panel is inserted into themetal brackets in advance ofanticipated flooding
Source: F lood simulation visualsby JP Ramos

5. Proposals for emergency preparedness and response

Outline of Disaster Risk Management Plans for Case Study Projects by ITC 2023 Participants

To help mitigate the potential impacts of street flooding entering the lower floors of the museum, deployable flood barriers can be considered. The example below uses 97 Orchard Street where a recreated pub
tour space is located in the basement. A temporary type of barrier was selected so as not to interfere withmuseum operations on normal days. As shown in Figure 4, the only portion of the flood barrier that is permanently fixed will be the two metal brackets that are meant to hold the flood panel in place. Thesebrackets may be painted to match the surrounding wood or metal fixtures to keep it discreet. Figure 5
shows how the flood panel looks when the temporary barrier is installed in between the metal brackets.
When flooding is anticipated, this panel can be installed in a matter of minutes. Figure 6 shows a simulation of the panel keeping water from entering the basement through the front door.

Fig. 6 The watertight flood panel
keeps flood waters from entering the basement throughthe front door
Source: F lood simulation visualsby JP Ramos

In case the extreme heat or flooding incidents have wide-scale impacts to tour spaces, archives or collections, an emergency collection evacuation protocol should be developed along with the contracts andpartnerships that need to be in place to support it.
The museum can develop a relationship with the New York City Emergency Management (NYCEM) department by joining the Partners in Preparedness program, which aims to support organizations in preparing employees, services, and facilities for emergencies8). Not only does this program provide educational literature and webinars, but it also gives access to real-time emergency information. This
information allows organizations to determine when emergency staff should be placed on alert and when
emergency protocols may need to be implemented.
The initial moments following an emergency can be chaotic and museum administrators can take inspiration from professional emergency managers who use the Incident Command System to bring order to response operations. David Carmicheal has developed a handbook specifically for how cultural institutions
can adapt this system for their institutions9). Proper documentation following an emergency is very im-

portant and should be done before any collections are moved. Museum staff should be trained to form
part of an emergency documentation team who follow best practices such as the ones outlined by theSmithsonian Institution’s National Collections Program10). Once the emergency documentation is done,

the team is ready to start evacuating collections. Inspired by the guidance provided in the ICCROM hand-27

book titled Endangered Heritage: Emergency Evacuation of Heritage Collections11), Figure 7 provides an illustration of the partnerships needed for efficient evacuation operations. This will be discussed below.

Fig. 7 The diagram below provides an illustration of the partnerships neededfor efficient evacuation operations

Through the museum’s partnership with NYCEM, they may request the help of Community Emergency
Response Teams (CERT) volunteers to assist with traffic and route management, ensuring that there is aclear path for the collections as they are carried from the museum facilities to the transportation awaiting
outside. Meanwhile, inside the museum, professional staff as well as graduate students from universities
across the city specially trained to handle artifacts are stabilizing and packing the items. Once the boxes
are securely packed and sealed, CERT volunteers can also help carry the boxes out. More sensitive items
may need to be handled only by expert museum staff.
These boxes of artifacts will be brought out to trucks hired from private vendors with whom the museum
holds on-call emergency contracts. The contracts are specially designed for emergency situations, providing protections against price gouging and guarantees of availability within a specified number of hours
following an emergency. Different types of transport may also be outlined in the contract, for example,
one with temperature controls and one without.
The trucks will then carry the artifacts to pre-defined locations such as other museums, universities withlaboratories and storage space, warehouses, and facilities of conservation vendors. Partnerships with other museums and universities specifically to help restore or store artifacts would need to be developed beforehand, and similarly, on-call emergency contracts should be set up with the warehouse providers andconservation vendors.
At any point in this process, if the evacuation team has questions about how to handle specific damaged
items in the collection, they can call on the National Heritage Responders (NHR) hotline to request technical advice.12) The hotline is available 24/7 and is managed by a specially trained volunteer pool of cultural
heritage and emergency management professionals.

6. Final notes

The disaster risk management plans proposed here are based on an analysis of the hazards in the Lower
East Side neighborhood vis-à-vis the specific cultural heritage attributes and vulnerabilities of theTenement Museum. While the proposals call for the development of plans and protocols, it’s important toremember that completing the document itself is not the end of the work. The documents should form afoundation for a series of activities held throughout the year such as training, disaster simulations, system
drills, and many others. Through the conduct of these preparedness activities, the museum is not only disseminating knowledge, but also building relationships among staff, partners, and vendors well in advanceof an emergency. It is very possible that despite the best efforts to put together plans and protocols for avariety of scenarios, an incident may come along that is so different or so much more complex than whatis written into the plans. In these situations, when there is no document to guide you, the quality of therelationships with partners will make or break an emergency response.

Acknowledgements

The author would like to thank the U.S. Heritage Emergency National Taskforce, co-sponsored by the28

2.1 Disaster Risk Management Proposals for the Lower East Side Tenement Museum in New York City

Federal Emergency Management Agency and the Smithsonian Institution, for providing the foundational
Heritage Emergency and Response Training that prepared her to join this 2023 ITC. Thanks go out to the

National Heritage Responders for the essential ongoing mentorship in this field. Finally, her gratitude also

goes out to the many colleagues at New York City Emergency Management who provided a wealth oftechnical expertise and moral support throughout the course of this program.

References1)

Outline of Disaster Risk Management Plans for Case Study Projects by ITC 2023 Participants

Tenement Museum: About Us, 2023, https://www.tenement.org/about-us/, accessed 9 November
2023.
2) Tenement Museum: Preserving 97 Orchard Street, 2023, https://www.tenement.org/97-orchardpreservation-project/, accessed 10 November 2023.
3) Tenement Museum: Blog: Tenement Museum Collections: Foundation Finds, August 2023, https://www.tenement.org/blog/foundation-finds/, accessed 10 November 2023.
4) National Endowment for the Humanities: PF-280749-21 Narrative and Budget, September 2022,
https://www.neh.gov/sites/default/files/inline-files/FOIA%2022-30%20Lower%20East%20Side%20
Tenement%20Museum.pdf , accessed 11 November 2023.
5) New York City Emergency Management Department: 2019 Hazard Mitigation Plan: Hazard Profiles,
May 2019, https://nychazardmitigation.com/, accessed 11 November 2023.
6) New York City Emergency Management Department: Community Risk Assessment Dashboard, May
2019, https://cra.nychazardmitigation.com/, accessed 15 August 2023.
7) New York City Emergency Management Department: Hazard History and Consequence Tool, May
2019, https://nychazardmitigation.com/hhc-tool/, accessed 2 September 2023.
8) New York City Emergency Management Department: Partners in Preparedness, https://www.nyc.gov/
site/em/ready/partners-preparedness.page, accessed 2 November 2023.
9) Charmicheal, David: Implementing the Incident Command System at the Institutional Level: A
Handbook for Libraries, Archives, Museums and other Cultural Institutions, The National Institute forConservation, 2010.
10) The Smithsonian Institution National Collections Program: Emergency Documentation, https://ncp.
si.edu/PRICE-emergency-documentation, accessed 11 November 2023.
11) UNSECO and ICCROM: Endangered Heritage: Emergency Evacuation of Heritage Collections, 2016.
12) Foundation for the Advancement in Conservation: National Heritage Responders, https://www.
culturalheritage.org/resources/emergencies/national-heritage-responders, accessed 3 November
2023.

29

2.2 Disaster Risk Management Planning for Cultural Heritage:
The Case of Casa Gorordo Museum
Florencio Moreño II rogram Director, Culture & Heritage Unit, Ramon Aboitiz Foundation Inc.
P
e-mail: florencio.moreno@rafi.ph

1. Introduction

This paper is a summarized narrative of the Disaster Risk Manament Plan of Casa Gorordo Museum, which
was accomplished through the UNESCO Chair Programme on Cultural Heritage and Risk Management, anInternational Training Course given by Ritsumeikan University in collaboration with the International
Centre for the Study of the Preservation and Restoration of Cultural Property (ICCROM). The educational
program’s online and onsite seminars and workshops were held from August 14 to September 24, 2023.
Overview of the case study
Casa Gorordo is a historic house museum located Cebu City, Philippines. Its exact construction date cannot be fully established, but it is traceable to approximately the mid-1800’s. Formerly the residence of theGorordo family, it was acquired by the Ramon Aboitiz Foundation, Inc. (RAFI), an NGO working in various
areas of social development. Opened in 1983, it is considered the city’s first museum dedicated for public
enjoyment and education. It was designated as a National Historical Landmark (NHL) in 1991 by the
National Historical Commission of the Philippines (NHCP).
The historic house is nestled in a complex of larger cultural landscape. interrelated edifices and public
spaces. The two-storey old structure serves as a history museum set up to portray the lifestyle of the family
that once lived in it. Hallways and bridges connect it to two buildings to its right and left (Fig. 1): the auxiliary building, which houses the shop and café, and the newly constructed The Kabilin Center, a gallery
building. The six-storey RAFI building is located in front of the museum across a two-lane street.
Casa Gorordo is located in a place called “Parian” whose origin is linked to a Catholic parish created in
1614 for Chinese immigrants who traded in the colony. Originally a separate pueblo, it was absorbed by
the city in the late 1800’s. Today, it is part of the historic downtown district. The area was heavily bombarded during the Allied Liberation in 1945. Casa Gorordo is part of a small constellation of pre-war edifices left standing.

Fig. 1 Casa Gorordo Museum and the RAFI complex
Source: by the author

2. Casa Gorordo Museum’s heritage attributes and values

Its museal narrative connects Casa Gorordo’s heritage attributes and values to the larger cultural landscape of Cebu. Thus, its standing as a museum is one of its attributes of high importance (Fig. 2).
The architecture of the house is the Visayan variation of a colonial typology called “casa de mamposteria”
or “house with masonry,” which was the preferred dwelling of wealthy families in poblaciónes or urban
centers by 1800. Locally known as “balay nga tisa.” (house with tiled roof), its integration of European,
Chinese and indigenous styles, reflects the mestizo (ethnically mixed) character of Filipino culture.

30

2.2 Disaster Risk Management Planning for Cultural Heritage: The Case of Casa Gorordo Museum

Some of the museum’s material collections signify important intangible heritage values. These are activated in the conduct of four house traditions – Sinug, Semana Santa, Fiesta of San Juan, and the Belen. They
involve invisible aspects local art, craftsmanship, performance and systems of communal dynamics. The

ITC’s emphasis on intangible culture facilitated deeper awareness of the role of intangible heritage assets
on DRM. Fig. 2 enumerates the most relevant ones found in the case study site.

Outline of Disaster Risk Management Plans for Case Study Projects by ITC 2023 Participants

Fig. 2 Summary of heritage attributes and values of the site
Source: by the author

3. Disaster Risk Analysis

Cebu City, where the museum is located, is the center of a metropolis with a population of about 3.2 million. Found at the center the Philippine archipelago, it is regularly exposed to hazards and disaster events.
Based on historical records, Casa Gorordo is exposed to high likelihood of certain natural and human-induced hazards. Pre-existing conditions and vulnerabilities within the museum premises and its organizational, site and social context consequently contribute to varying levels of disaster risks and impacts. Fig. 3

Fig. 3 Overview
of hazards
ofE.thecasestudy site
Source: by PAGASA,
Arnold.
and theauthor
Source: by PAGASA, Arnold. E. and the author
Fig. 3. Overview of hazards of the case study site

Furthermore, the workshop process allowed for the making of a detailed disaster risk analysis of
the site. While it is true that there had been a spate of calamitous climate and tectonic-related hazards inrecent years, it was found out that hazards related to mismanaged urbanization, specifically fires andseasonal flooding, also pose major threats to the site and, therefore, need serious attention. One advantage
of studying a singlar site for disaster risk planning is that analysis can be drilled down to the specificmaterials of the structure as well as its collections. Charting inherent risks for materials vis-à-vis identified

31

provides an overview of the different hazards and vulnerabilities from the past and at present that haveand continue to threaten the case study site.

Furthermore, the workshop process allowed for the making of a detailed disaster risk analysis of the site.

While it is true that there had been a spate of calamitous climate and tectonic-related hazards in recent
years, it was found out that hazards related to mismanaged urbanization, specifically fires and seasonal

flooding, also pose major threats to the site and, therefore, need serious attention. One advantage ofstudying a singlar site for disaster risk planning is that analysis can be drilled down to the specific materials of the structure as well as its collections. Charting inherent risks for materials vis-à-vis identified main
hazards can inform better mitigation, response and recovery planning for collections besides the historicedifice (Fig. 5).

Fig. 4 Disaster Risk Analysis of Casa Gorordo Museum
Source: by the author

Fig. 5 Inherent risk ratings of site and collection by material
Source: by the author32

2.2 Disaster Risk Management Planning for Cultural Heritage: The Case of Casa Gorordo Museum

4. Disaster scenario

The disaster scenario occurs in January during a performance of a house tradition at the museum. A small
crowd is gathered at the garden while a tour is going on inside the house. Employees and other individu-

als are also present at the other two buildings in the complex. A strong earthquake measured at 7.2 magnitude shakes the city at 12:00 p.m, which does not cause major damage to structures but triggers three

Outline of Disaster Risk Management Plans for Case Study Projects by ITC 2023 Participants

neighborhood fires. One occurs 100 meters from the museum; a second about 400 meters away, and thethird, 600 meters.
The quake results to a mass panic due to fear of a tsunami and this causes people to crowd the streets.
Museum staff are unable to control the people on site who bump and damage collections as they run out.
In the midst of the pandemonium, a truck rams into the façade of the house as it tries to navigate thechoked, narrow road. Firefighters are prevented from effectively controlling the three fires that spread out.
On top of this, two hydrants do not work because of low water supply.
It takes five hours for the entire disaster scenario to be resolved and it impacts the museum and the community in several negative ways. Two fatalities and 30 injuries ranging from minor to life threatening arerecorded. At least 80 families lose their homes to the three fires that broke out. The museum itself suffers
partial destruction from the nearest fire that responders were not able to put out quickly. Its façade is also
severely destroyed by the collision. Adding to these are the damage and loss to the collections due to thestampede and the dousing of the house by firefighters.

Fig. 6 Case study’s worst case scenario
Source: by the author

5. Disaster risk measures

Developing DRM measures for one site such as Casa Gorordo Museum involves not only coordinating withand enabling museum staff but also the rightsholders and stakeholders within the neighborhood and beyond. It is important to project a future scenario for the museum’s DRM Plan in the context of its community given that securing the site means engaging and capacitating its neighborhood.
The disaster risk measures are organized into three components and their implementation for readinessspread out in a period of several years. Considering that much of its heritage values is connected to anumber of intangible traditions in the areas of communal ceremonies, architecture, aesthetics and performance, it is necessary to take into account relevant individuals, groups and organizations working in various private and public sectors.
Fig. 7 summarizes a more detailed DRM plan drafted out of this workshop. The plan prepares the museum
organization and relevant community stakeholders for mitigation, response and recovery capabilities. At
the policy level, preventive maintenance protocols, programmatic documentation of related intangible

33

Fig. 7 Overview of Casa Gorordo’s Disaster Risk Management strategy
Source: by the author

heritage, and lobbying for a pedestrianization ordinance are targeted to be done in two to five years. In
terms of technical aspects, simultaneous upgrading of fire mitigation systems, including a drench system,
development of evacuation and first aid response protocols for collections, recovery protocols, and implementation of pedestrianization are scheduled to be conducted within the same time frame. The morelong term of objective of organizing stakeholders into a volunteer community rescue team and development of a ground water-based firefighting system for the neighborhood will be initiated after two years.
Coordination and capacitation activities, however, will be conducted for both the museum staff and relevant stakeholders starting at the early phase and throughout the projected timeline. Crucial measures
such as the drench system and the community rescue organization are taken from examples seen in Japan
which will be localized for the Casa Gorordo case. Furthermore, the parallel effort to programmatically
document relevant intangible arts and crafts, and helping traditional artisans to form social enterprises are
likewise inspired by success stories studied during the ITC field trips in Kyoto and other localities.

6. Conclusion

Exercises on identifying heritage attributes and values, disaster risk analysis and disaster scenario building
are necessary for the development of well-informed mitigation, response and recovery measures. In thecase of Casa Gorordo Museum, two principal aspects were looked into so that a thorough DRM Plan could
be initiated. The first are the heritage attributes of the specific site and its collections. This permitted thecreation of some detailed mitigation measures that will be useful for years to come for museum operations. The second aspect was the community context which necessitated the widening of the museum’s
DRM plans to not only accommodate the risk scenarios and their impacts to the community, but ultimately to secure the museum itself in the long run.
It has to be mentioned that this year’s focus on intangible heritage gave a profound dimension to thiscase study’s DRM plan in that it infused it with perspectives that are aimed at ensuring the long term conservation and “pre-disaster recovery” of Casa Gorordo and its collections by securing its deposit of intangible knowledge assets.

34

2.2 Disaster Risk Management Planning for Cultural Heritage: The Case of Casa Gorordo Museum

Acknowledgments

I would like to express my sincere gratitude to the Ramon Aboitiz Foundation Inc. for generously support-

ing my efforts to improve my capacity in Disaster Risk Management through this training. Of course, thisopportunity for learning and growth would not have been possible without the expertise and guidance of

the ITC-RDMUCH team and the organizers of the UNESCO Chair Programme. Kaninyong tanan, Daghangsalamat!

References
1)

6)

7)
8)
9)

Outline of Disaster Risk Management Plans for Case Study Projects by ITC 2023 Participants

2)
3)
4)

Mojares, R. (2017). Casa Gorordo in Cebu: urban residence in a Philippine province. Ramon Aboitiz
Foundation, Inc.
Bagares, G. (2019). The enigmatic Jesuit House of Cebu City. Philippine Daily Inquirer. Oct. 9, 2011.
Zialcita, F. & Tinio, M. (1980). Philippine Ancestral Houses (1810–1930). University of Michigan Press.
Philippine Atmospheric, Geophysical and Astronomical Services Administration, Impact Assessment
and Applications Section, Climatology and Agrometeorology Division (2014 August). Climate of thePhilippines (1951–2010). http://bagong.pagasa.dost.gov.ph/information/climate-philippines
Philippine Statistics Authority, Region VII, Cebu Provincial Statistical Office (2019 October). Countryside
in Figures (2019): Cebu City. https://www.scribd.com/document/498748158/Countryside-in-Figures2019-Cebu-City-1
Sevilla, R. (2018). Some Observations On The Fate Of The Core City Under Metropolitanization: The Case of
Cebu City. International Conference in Urban and Regional Planning March 14–17, 2018.
Arnold, E. (1985). Series on Seismology, Volume 4, Philippines. Southeast Asia Association of Seismology
and Earthquake Engineering.
Lucini, B. (2014). Multicultural approaches to disaster and cultural resilience. How to consider them toimprove disaster management and prevention: the Italian case of two earthquakes. Procedia
Economics and Finance Vol. 18. Pp. 151–156. doi: 10.1016/S2212-5671(14)00925-3

35

2.3 Disaster Risk Management of Historic Jeddah

Hassan Alnemari inistry of Culture – Heritage CommissionMe-mail: halnoumari@moc.gov.sa

1. Introduction

Historic Jeddah, situated on the west coast of Saudi Arabia along the eastern shore of the Red Sea, stands
as a testament to the rich cultural heritage embedded in its historic structures. Recognized as a World
Heritage Site under the protective umbrella of the 1972 Convention, this Jeddah area is bustling withcommercial activities and services with a particular type of tradition and history. The treasures within its
walls unfortunately face several disasters, with primary hazards like fires, floods, heavy rain, and earthquakes, which affect its resilience. However, the importance of Historic Jeddah’s cultural heritage is unquestionable; the hazards and disasters are very tough. These threats pose risks to the structural integrityof the historic buildings and the well-being of staff and visitors to the local community who visit to explore this living history. Disaster mitigation and management plan and strategy are comprehensive frameworks designed to prepare for, respond to, recover, and mitigate the effectiveness of disasters. These
plans are important for minimizing the loss of life, property, and resources in natural or artificial disasters.
This article studied and comprehensively examined the disaster risk management in Historic Jeddah. The
report focuses on interconnected challenges; the study will research the potential impacts of disasters on
staff, the local community, visitors, and the precious heritage attributes that define this remarkable site.
‘From historical incidents that underscore the urgency of effective disaster management to the vulnerabilities inherent in the site’s infrastructure, we aim to unravel the complexities and intricacies of preserving
Historic Jeddah against diverse and dynamic risks’1).
In addition, this article scrutinizes the existing Disaster Risk Management (DRM) plan and policy, identifying strengths and weaknesses in its implementation. By exploring the immediate, short-term, and longterm actions to decrease risks and hazards, I also deeply studied different approaches to safeguarding thiscultural gem. The study also took from the case study. It examined the positive and negative aspects ofthe proposed mitigation measures, particularly focusing on a seawater station’s sustainable yet costly option. Beyond ‘the physical interventions, shed light on the importance of ongoing training and awarenessprograms, involving stakeholders, volunteers, and local agencies, to foster a community-driven culture ofdisaster preparedness’.

2. Literature review

This literature review explains the new landscape of disaster and mitigation plans, emphasizing their important role in building resilient communities. Effective mitigation strategies become crucial as naturaland artificial disasters’ frequency and intensity increase2). The study focuses on the different kinds of haz-ards and the corresponding mitigation plans. The author highlighted key principles, challenges, and innovative approaches in pursuing sustainable risk mitigation3). The World Heritage Site faces various hazards,

including floods, fires, structural collapses, and more, so a robust mitigation strategy is paramount. This literature review delves into the risks specific to Historic Jeddah, proposing a comprehensive mitigation planthat integrates key principles and innovative approaches to ensure this historic site’s resilience.
(1) Nature-induced Hazards
The subjects of this paragraph are the “Nature-induced Hazards” and the proposed “mitigation plans” forthese hazards in the context of Historic Jeddah. The paragraph discusses specific measures such as enhancing roof drainage, creating evacuation areas, implementing water network improvements, installing36

2.3 Disaster Risk Management of Historic Jeddah

fire extinguishers, emergency exits, fireproof water pumps, structural reinforcement, regular monitoring,
documentation of architectural elements, and the implementation of emergency response teams andcontingency plans. The emphasis is on addressing natural hazards and improving mitigation plans to en-

hance the safety and resilience of Historic Jeddah against the above-mentioned threats. But some principles need to be adhered to improve the mitigation plans and save other lives.

Outline of Disaster Risk Management Plans for Case Study Projects by ITC 2023 Participants(2) Key Principles of Hazard Mitigation
It is significant to saving lives and preparing for potential hazards before they occur. This involves theteam developing and implementing mitigation plans, fostering a sense of ownership. Historic Jeddah, ajewel on the Red Sea coast, grapples with preserving its cultural heritage and mitigating diverse hazard
risks and threats. This report delves into the intricacies of developing a disaster risk management (DRM)
framework tailored to this World Heritage Site’s unique characteristics and vulnerabilities. The first step incrafting an effective DRM plan for Historic Jeddah involves a thorough hazard assessment. Nature-induced
hazards such as floods, earthquakes, and fires pose significant risks to preserving historic structures.
Human-made threats, including structural collapses and service interruptions, also compound the challenges.
In Jeddah, in recent years, various disaster cases, including natural and human-made disasters, occurred.
Identifying vulnerabilities is crucial. Historical tragedies, including small and large, are reported, such as inAugust 2017, May 2016, 2014, 2012, 2011, and 2010; this year, various types of accidents were noted.
However, this disaster in Jeddah enhances the urgency of addressing vulnerabilities. Besides, ‘Poor roof
drainage, weak infrastructure, and limited fire protection emerge as critical vulnerabilities’ that demand
mitigation. However, these types of disasters need long-term and immediate mitigation measures.
(3) Immediate and Long-Term Mitigation Measures
Following immediate mitigation measures is key to saving oneself, including connecting to the public water network, installing fire hydrants, and creating emergency exits. Long-term actions involve building
seawater stations, implementing monitoring centers, and documenting architectural elements for resilience against potential disasters.
In addition, considering water scarcity in Saudi Arabia, establishing a seawater station is a sustainable yetcostly option. While offering a positive solution, challenges such as high maintenance costs and equipment damage due to salty water must be acknowledged. Stakeholder engagement is vital. The DRM plannecessitates collaboration with King Abdulaziz University, Civil Defense, and local agencies to design training programs for volunteers and the local community. Building community resilience involves educating

Fig. 1 Disaster affected area37

residents and developing awareness of disaster risks. The successful implementation of the DRM plan requires a phased approach. Quick response teams, evacuation protocols, and damage documentation are

crucial during emergencies. Continuous improvement involves regular reviews, lessons-learned sessions,and adaptation to evolving risks and challenges. A robust DRM plan for Historic Jeddah must be multifaceted, addressing natural and human-made hazards. The proposed measures, including seawater stations

and stakeholder engagement, aim to enhance resilience while preserving the unique cultural heritage ofthis historic site. The road ahead involves commitment, collaboration, and an unwavering dedication tosafeguarding Historic Jeddah for future generations.
The severe effects of disasters on employees and visitors, the local community, visitors, and heritage attributes in Historic Jeddah is a critical aspect of the disaster risk management (DRM) plan. Knowing thesepotential impacts is crucial for crafting effective mitigation and response strategies to minimize harm andsafeguard the tangible and intangible cultural heritage of Jeddah. Accidents, particularly fires and structural collapses, directly threaten the well-being of visitors and employees responsible for preserving andmaintaining Historic Jeddah. The effects of injuries, burns, and exposure to hazardous conditions during
emergency response efforts demand careful consideration. The DRM plan should prioritize the safety ofstaff through training, well-defined emergency protocols, and the provision of personal protective equipment. The Jeddah local community in Historic Jeddah is a witness to the rich cultural heritage and part ofan integral lifelong disaster management team. Disasters can disrupt the community differently, from observing daily activities due to ‘service interruptions to causing fear and anxiety among residents. Poweroutages, evacuation orders, and damage to nearby properties during a disaster can significantly impact
the local community’s sense of security and well-being.

Fig. 2 Mitigation plan

3. Disaster management

Quick response and immediate mitigation measurements are important during disasters. In addition, connecting to the public water network, installing fire hydrants, and creating emergency exits. However, inJeddah, these immediate and timely available is normal for a rescue team. These interventions in Jeddah
enhance the site’s ability to withstand disasters and ensure a swift response during emergencies.
However, the proposed long-term actions, like building seawater stations and implementing monitoring
centers, reflect a comprehensive strategy beyond immediate concerns.
One of the sustainable solutions the government initiated is the seaside station to mitigate sea waves inan emergency. The establishment Considering Saudi Arabia’s limited water sources, establishing seawater
stations emerges as a sustainable yet costly solution. While the benefits of such stations, including theirpositive environmental impact, are evident, challenges such as high maintenance costs and potential
equipment damage from salty water must be carefully weighed’.
Stakeholder engagement is integral to the DRM plan. Collaborating with King Abdulaziz University, Civil
Defense, and local agencies, although many team members and rescue groups are available for volunteer
services. This community-driven approach is of key aspect and importance in educating residents and38

2.3 Disaster Risk Management of Historic Jeddah

Fig. 3 Jeddah Seaside Station
Outline of Disaster Risk Management Plans for Case Study Projects by ITC 2023 Participantsbuilding awareness of disaster risks.

4. Implementation of the DRM plan

Implementation of the DRM plan is an important approach. Quick, responsible teams, evacuation protocols, and damage documentation are crucial during emergencies. Jeddah Emergency Services continuous
improvement involves regular reviews, lessons-learned sessions, and adaptation to evolving risks andchallenges. The success of the DRM plan hinges on commitment, collaboration, and an unwavering dedication to safeguarding Historic Jeddah’s cultural heritage for future generations. The DRM article for
Historic Jeddah underscores the urgent need for a comprehensive and tailored approach to safeguard thisWorld Heritage Site. The rich cultural heritage and the unique challenges posed by natural and human-made hazards necessitate a nuanced DRM plan that addresses immediate concerns and lays thefoundation for long-term resilience.
Shed light on hazard assessment of the vulnerability of Historic Jeddah to various disasters, with fires,floods, and structural collapses posing significant threats. In Jeddah last year, accidents and fire disasters
were considered very dangerous. The rescue team is now always very supportive and responsible.
Historical incidents are stark reminders of the urgency and importance of mitigating these risks. Some disasters are due to poor roof drainage, weak infrastructure, and limited fire. ‘Protection emerges as criticalvulnerabilities that demand immediate attention’1).

Fig. 4 Shareholder of Jeddah

The DRM plan, encompassing immediate and long-term mitigation measures, offers a different strategy.
To connect to the public water network, install fire hydrants to build seawater stations, and implementmonitoring centers, the plan reflects a commitment to resilience beyond traditional response measures.
Stakeholder engagement and community resilience are at the heart of this DRM plan. Collaborating with39

King Abdulaziz University, Civil Defense, and local agencies ensured that the community actively partici-

pated in disaster preparedness and response. Training programs, awareness campaigns, and community

building initiatives empower residents and contribute to a collective sense of responsibility. The success of
the DRM plan for Historic Jeddah hinges on all stakeholders’ dedication. The proposed measures aim to
mitigate the immediate threats and create a sustainable and adaptive framework that will serve the community well into the future.

5. Conclusion

The article comprehensively studied the disasters in Jeddah in the last few years. The key to the disasterrisk management strategy lies in continuous learning, collaboration, and adaptability. The preservation ofHistoric Jeddah is not merely a local concern but a shared responsibility that extends to the international
community. The global significance of World Heritage Sites necessitates a collective commitment to bestpractices in disaster risk reduction and cultural heritage preservation. This case study is a valuable resourcefor other regions grappling with similar challenges, offering insights into the intricate balance between disaster resilience and cultural protection.
Moreover, the DRM plan for Historic Jeddah must be viewed as a dynamic document that evolves in tandem with emerging risks, technological advancements, and changing community vibrant; regular drills
and simulations will be essential to test the efficacy of response protocols and enhance the preparednessof stakeholders4). Additionally, ongoing collaboration with local and international partners will strengthen

the collective ability to address the evolving landscape of disaster risks. As Historic Jeddah continues tostand as a testament to centuries of cultural richness, the DRM plan seeks to protect the physical structures and safeguard the stories, traditions, and collective memory embedded in its narrow alleys and historic buildings. The resilient spirit of the local community, coupled with the commitment of various stakeholders, will play a pivotal role in ensuring that Historic Jeddah thrives in the face of adversity. Stakeholder
engagement and community resilience are at the heart of this DRM plan. Collaborating with King
Abdulaziz University, Civil Defense, and local agencies ensured that the community actively participatedin disaster preparedness and response. Training programs, awareness campaigns, and community ‘building initiatives empower residents and contribute to a collective sense of responsibility.

Acknowledgment

Completing this course has been a collaborative effort, and I would like to express my sincere gratitude to
the Saudi Heritage Authority for giving me the opportunity to join this program. I extend my heartfelt
thanks to UNESCO, ICCROM, and DMUCH, Ritsumeikan University for providing the resources and facilities
that made this experience enriching and empowering for those working in the field of cultural heritage.

Reference
1)

2)
3)
4)

40

Jaddah, T. A., Jubear, A. J., & Faisal, B. M. (2022). An experimental study of improving Solar chimney
performance using Energy storage and Hybrid cooling system. Computer Integrated Manufacturing
Systems, 1006, 5911.
Momani, N. M., & Fadil, A. S. (2013). Risk management practices in the Saudi business organizations: A
case study of the city of Jeddah. Journal of Business and Retail Management Research, 7(2).
Tammar, A., Abosuliman, S. S., & Rahaman, K. R. (2020). Social capital and disaster resilience nexus: astudy of flash flood recovery in Jeddah City. Sustainability, 12(11), 4668.
Azeez, O., Elfeki, A., Kamis, A. S., & Chaabani, A. (2020). Dam break analysis and flood disaster
simulation in arid urban environment: The Um Al-Khair dam case study, Jeddah, Saudi Arabia. Natural
Hazards, 100, 995–1011.

2.4 Shaking It Up: Establishing a Disaster Plan for Earthquakes at the
Israel Museum, Jerusalem
Jessica Lewinsky

 reventive Conservation Officer, Israel Museum, JerusalemPe-mail: jessicale@imj.org.il

1. Introduction: Israel at a Glance

1.1 Cultural Heritage in Israel
Israel, a compact and diverse country spanning 20,770 km2, boasts a rich cultural heritage. With a north-

Outline of Disaster Risk Management Plans for Case Study Projects by ITC 2023 Participants

to-south distance of 424 km and an east-to-west span of 114 km, the country offers a condensed yet varied landscape. Abundant archaeological sites, nature reserves, museums, and cultural parks underscore
the nation’s historical depth and diversity.
The Israel Museum, Jerusalem, operates within this broader cultural tapestry, engaging various stakeholders and rights holders linked to the national heritage. There are several bodies involved in the care, display,study and research of Israeli cultural heritage sites and assets. The Israel Antiquities Authority, an independent governmental body in charge of all archaeological finds, lists on its website over 35,000 registeredsites. Approximately 135 other culturally important sites are under the auspices of the Council for Conservationof Heritage Sites in Israel. The council preserves sites from 1700 AC onwards that are not covered by the
Antiquities Law, including residences of influential figures and structures reflecting distinct societal cultures. The Natural Parks Authority maintains 400 natural reserves as well as 81 national parks, many of which
also include archaeological finds. The Ministry of Culture lists around 200 museums, and actively helps finance 61 of them. Furthermore, there are 10 UNESCO world heritage sites, innumerable holy sites, as well
as some historical routes, and intangible heritage and traditions, that are practised and preserved in Israel.
1.2 Response Bodies in Israel
Israel has an extensive network of response bodies managing emergencies and catastrophes. The National
Emergency Portal deals with issues regarding civil protection in Israel; it is under the Home Front
Command (HFC) and The National Emergency Management Authority (NEMA). NEMA is in charge of directing and coordinating the preparedness and response of government offices, infrastructures and local
authorities in case of emergency. Its purpose is to reduce the loss of life and damage to infrastructure, as
well as to insure social resilience and continuity of state services and economic activity.
The HFC focuses on preparedness, search and rescue operations, and aiding local authorities. Various ministries also play roles in disaster management, with responsibilities ranging from temporary shelter(Ministry of the Interior) to dealing with hazardous materials (Ministry of the Environment). NEMA, theMinistry of Health, the Police, and the Home Front Command lead preparedness, response, and early recovery efforts, prioritising human life and safety over heritage in disaster scenarios, making it critical thateach cultural site implements their own plan.
The steering committee for cultural heritage in Israel, comprising entities like the Israel Antiquities
Authority, Israel Nature and Parks Authority, and the Council for the Conservation of Heritage Sites, collaborates with professional and academic institutes. National initiatives like PROMEDHE (Protection of theMediterranean Heritage) and the establishment of the Blue Helmets Unit for emergency response highlight efforts to focus on heritage at a national level.
The Israel Museum has drafted its emergency preparedness and response plans factoring in the vast
amount of cultural heritage sites and the relegated position that cultural sites receive in times of crisis. Our
action plans mainly recruit inhouse, find solutions within the museum setting and train for the personnel
to be able to respond until the national responders are able to act. The emergency response plan also
leverages the innovative and solution-oriented Israeli mentality, and aligns with best practices, legal requirements, and professional standards.

41

1.3 The Israel Museum, Jerusalem

Established in 1965, The Israel Museum in Jerusalem is the country’s foremost cultural institution housinga unique encyclopaedic collection. Located at the entrance to Jerusalem, on a hill in the Givat Ram neighbourhood, adjacent to the Parliament, The Israel Supreme Court and other important cultural institutions.
The museum grounds cover an area of approximately 8 hectares, of which 60,000 square metres are built

up. Besides the main campus that include the Dead Sea Scrolls building and the sculpture garden designed by Noguchi, there are two other building museums in the city - Beith Ticho, a historical house at
the City centre, and Rockefeller Museum, located next to the old city (Figure 1).

Fig. 1 Aerial photograph of the Israel Museum, with the Knesset in the backgroundSource: Photo taken from Wikipedia. Created: 20 March 2007 with the original uploader being Asaf Z. in
the he.wikipedia. CC BY-SA 3.0 released under the GNU Free Documentation License

The museum’s extensive collection of 500,000 items covers thousands of years, and various regions,
themes and materials. Its holdings include the most comprehensive collections of Holy Land archaeology
and Jewish art and life, as well as significant and extensive holdings in the fine arts from all over the world.
The collection is taken care of, studied and exhibited in four wings: archaeological, fine arts, youth art education and jewish art and life. A fifth wing of the museum is that of the curatorial services that includes departments dealing with various issues, such as security and logistics, shipping, registration, conservation,
public relations, among other activities (Table 1).
The museum is a cultural cornerstone of the country. Each year around 900,000–1,200,000 visitors cometo enjoy and learn from the collections and special exhibits. As an encyclopaedic museums, it acts as a
global culture archive, offering a comprehensive view of human experience and shared cultural values.
Encyclopaedic museums are multicultural educational institutions that are integral to the celebration ofrationality and the acquisition of knowledge. By displaying the wide variety of objects from the collection
we allow visitors to create and possess their own narratives, question their connection to their own past
and also give them agency as actors in the present and future.
Operating with an endowment of approximately $200 million, the Israel Museum relies on fundraising for
88% of its yearly budget. State and municipal contributions make up only 10%–12%, with 10%–20% fromticket revenue and the remaining funding sourced from donations.

42

2.4 Shaking It Up: Establishing a Disaster Plan for Earthquakes at the Israel Museum, Jerusalem

Tab. 1 is an overview of the Israel Museum, Jerusalem - unveiling the physical attributes, represented values that inspire and build legacy, and both right-holders and stakeholders.

Outline of Disaster Risk Management Plans for Case Study Projects by ITC 2023 Participants

2. Risk Analysis: Earthquakes - the Threat in Israel

In spite of an increased observable impact of climate-change related phenomena, such as storm damage
or wildfires becoming seasonal, the main natural hazard concern in Israel remains earthquakes.
The main source of risk for earthquakes in the region is the Dead Sea faults, known as the “Great Rift
Valley”, that stretches from the Golan Heights, near Israel’s border with Syria and Lebanon, along the
Jordan Valley, down to the Eilat Bay area. This fault line, acting as a boundary between the Arabian (moving north) and Sinai-Israel (moving south) plates, has an average movement rate of about 5 mm per year.
The earthquake frequency varies along the 1,000-kilometer-long fault; there are sections that have not

Fig. 2 Illustration of the most significant earthquakes in Israel
Source: The timeline is taken from the National Emergency Portal (2023) Earthquakes - the threat in
Israel. Available at https://www. oref.org.il/13013-21097-

43

shifted for more than 500 years, accumulating energy and increasing the potential for stronger earthquakes. The Geological Survey of Israel is currently monitoring the movement of the continents. Based on

their results and initial estimations several guidelines and improvement of construction standards havebeen implemented.

The historical, archeological and geological evidence throughout the country shows that there have indeed

been a number of strong earthquakes in the region (see the figure below). Therefore, there is a high likelihood of another major event occurring in the near future. We cannot predict when or how strong it will be.
The Geological Survey of Israel suggests a potential mass disaster:● 170,000 displaced people● 28,000 heavily damaged buildings● 37,000 lightly injured people (excluding anxiety or psychological impact)● 8,600 moderately or severely injured people● 9,500 people trapped under debris● 7,000 fatalities
These projections have led to a normative framework aimed at strengthening national policies, enacting
new laws, improving construction standards, enhancing emergency response, conduction national simulacra and training. For example, Tsunami simulacra and building resilience requirements were updated tomake sure that houses or apartments comply with the Israeli national standard for structural durability inan earthquake (IS 413). Buildings from before 1980 may not fully comply with the standard, but it is known
that those that include a security room are considered more durable. In order to implement improvements, the Israeli government provides assistance in strengthening buildings, based on the National
Outline Plan (“Tama 38”). In 2019 the state comptroller declared the efforts undergone are a start but further work is needed to ensure that the country is prepared for a seismological event.

3. Damages at the Israel Museum: an Assessment

Considering the likelihood of an earthquake and the current standards, the Israel Museum has taken thishazard to heart. It has also taken into account the chaos that will reign in the area, and the prioritisation ofsaving human lives. Our heritage, although important and indispensable, is a second priority, despite its
symbolic, and cohesive values. The following Table 2 outlines the primary and secondary hazards, themain vulnerabilities of the collection, the institutional strengths and the associated risks:Tab. 2 e valuates the impact of an earthquake as a primary hazard on the Israel Museum- correlating potential secondary hazards, the museum’s vulnerabilities and strengths. Lastly the table outlines potential anticipatedoutcomes.

HazardStrong to
major tectonic earthquake is very
likely tohappensoon.

44SecondaryHazardSystems
failure.
Water
damage.
Electrical or
gas issues.

Vulnerability

Strengths

Risk

Poor housing
conditions forsome collections.
Not all items
fastened totheir base.
No vibrationbufferingsystem in cases.

Priority lists at the ready.
Use of stands and holding mechanism.
On-site personnel 24/7.
Robust building infrastructure(construction standards, resilientmaterials, yearly certification ofbuilding permits, generators,
cistern not dependent on themunicipality, etc).
Trained personnel and practised
emergency simulations.

Building/structural damage.
Collection loss/
damage.
Damage to cases.
No access to thebuilding or
database.
Pause in maintenance conditions.

2.4 Shaking It Up: Establishing a Disaster Plan for Earthquakes at the Israel Museum, Jerusalem

The risks present in this worst case scenario have also led us to estimate the damages in the short, mid
and long run.

Short-term damages● Poor communication - inside and out.

● Maintenance hiccups (decline in museum standards and best practices).
● Affected objects.

Outline of Disaster Risk Management Plans for Case Study Projects by ITC 2023 Participants

Mid-term damages● Exhibits removed for a couple of months.
● Visitors and staff are hurt.
● Building intervention.
● Readaptation of stands and vitrines (relocation and funding of resources).
Long-term damages● Loss of items from the collection.
● Loss of institutional reputation.
●D ecline in the museum’s professionalism by overworked staff and long-term recovery affecting thefinancial and morale of the personnel.
The perceived high stakes have driven the museum to make this hazard a top priority and to adopt a
self-reliant approach for earthquake rescue and response operations. This involves in-house infrastructure,
personnel training, and swift solutions to mitigate damages. The focus is on the implementation of a comprehensive preparedness plan, mitigating damages and highlighting the need for improved infrastructure, raising awareness and prompt responses in the face of a seismic hazard.

4. Mitigation Measures in Place: Emergency Preparedness and Response
The mitigation plan focuses on working measures in five key areas:

1. Strategic:○D rafting policies, affecting national heritage laws (such as the Israel Museums Law)
○ Collaborating with cultural heritage organisations (i.e. ICOM, the Israel Society for the Conservation
and Preservation of Cultural Heritage)
2. Physical Planning Level:○ Improvements in the museum envelope○ Consideration of collection’s needs and access in the museum’s development plan
○ Integrating hazard considerations into the emergency plan
○ Practice and simulation drills
3. Technical Level:○ Step-by-step guidelines for collection care
○ Analytical and material testing
4. Management, Maintenance and Monitoring:○ Ensuring smooth daily operations for proficient building and collection care
○ Adherence to preventive conservation policies, routine conservation activities, and key maintenance tasks
5. Awareness, Outreach and Education:○ Personnel training○ Awareness and divulgation campaigns. raising awareness both within and outside of the museum

45

The mitigation measures have also taken into account the cost of each operation, how time consuming it
is, whether it needs to be implemented once, periodically or on a continual basis, as well as what activities
require a higher degree of planning and coordination.

For the time being the practical aspects of this table have enabled us to start the preparedness plan bytackling aspects such as the engineering analysis on the building, re-housing of items, use of special
stands and platforms, continuous training of personnel, distribution of the DRM plan, the improvement ofpriority lists and object safety cards. Furthermore, we have created exercises focusing on the evacuation
and rescue of the objects in case of a disaster scenario.
Currently we are trying to implement and improve better solutions to mitigate damages such as custom
made coverings, better assessment tools (both for items and infrastructure), communication options andback-ups of sensitive information, as well as building a greater and more tight knit network of first responders and heritage professionals.
The last point I would like to make is that we have to better integrate the museum in its context and theuses it serves within society. That is, considering the scope of damage envisioned in the national plan, andthe physical location of the museum, it might be that the mitigation planning the museum has carried out
will pan out, and leave the museum in a better situation than those of the surrounding areas. The museum
can serve as a community outreach post. It is very likely that the fast response and adaptability we aretraining for will be a strength value that will be able to contribute to the region of Jerusalem. We will beable to serve as a community hub; gathering site, it has a campus where we could set up tents, and use
the infrastructure to provide access to water, electricity, toilets, amongst other things; serve as a logistics
space and most importantly hopefully including also a respite and inspirational space to fill up the souland serve as a key stone to rebuild and be resilient during challenging times.

Tab. 3 shares the strategic preparedness implementation at the Israel Museum.

46

2.4 Shaking It Up: Establishing a Disaster Plan for Earthquakes at the Israel Museum, Jerusalem

5. Conclusion

Recognizing the inevitability of unforeseen challenges, the Israel Museum adopts a proactive stance byemphasising continuous practice and training for disasters. After a thorough assessment of earthquake

risks, a significant measure proposed involves a shift in the museum’s role. Understanding that the surrounding areas are more vulnerable in the event of an earthquake, the museum envisions expanding its

Outline of Disaster Risk Management Plans for Case Study Projects by ITC 2023 Participantsrole as a social binder and a hub for collective values and symbols. In case of an earthquake we saw thatthe surrounding areas will be more severely affected than the museum, meaning that the infrastructure of
the museum can and should be used to help our neighbours, be it with electricity from our generators,
water from our cistern or just space from our gardens to help us regroup as a society. This strategic shift illustrates the museum’s commitment to being a supportive force in times of adversity.
Every disaster scenario serves as a valuable learning opportunity. Insights gleaned from past responses,
particularly in preparedness for war, have prompted the museum to review and revise plans to enhancepracticality and efficiency. The ongoing war situation has provided a unique perspective on the value ofsocietal bonds. Writing this report while immersed in a war has really let me consider the value of society
and how people come together. How in the midst of a disaster we are all willing to help one another andbe supportive and rebuild, even while the destruction is ongoing in our surroundings. This aspect had
been undervalued in our original emergency plan, and is now being reassessed and we are considering
how we can better include it.
This reflection underscores the evolving nature of emergency preparedness, emphasising the importanceof adapting plans to the dynamic needs of society. The Israel Museum remains dedicated to not only safeguarding its cultural treasures but should also actively contribute to the resilience and well-being of thebroader community during times of crisis.

Acknowledgements

I would like to thank the faculty from Ritsumeikan University, ICCROM and UNESCO that accompanied us
throughout this process, special thanks to: Lata Shakya, Rohit Jigyasu, Dowon Kim, Boyoon Choi, Min Li,
Aya Miyazaki and the many lecturers that shared their time and experience with us. I would also like tothank my fellow participants, who enriched the content of our training.
Thank you also to my colleagues at the Israel Museum, Jerusalem, in particular to Sharon Tager, the headof the Conservation Department.

References

Cuno, J.B. (2013) Museums matter: In praise of the Encyclopedic Museum. Chicago: University of Chicago
Press.
Geological Survey of Israel. (2020). Earthquake Scenarios. Available at: https://www.gov.il/en/
Departments/General/earthquake-scenarios2 (Accessed: 10 December 2023).
Geological Survey of Israel. (2020). Map of Zones with Potentially High Ground Motion Amplification.
Available at: https://www.gov.il/en/departments/general/suspected-of-excessive-urination(Accessed: 10 December 2023).
Geological Survey of Israel. (2020). Tru’a. Available at: https://www.gov.il/en/Departments/General/truaalret-system-info (Accessed: 10 December 2023).
ICCROM. (2016). A Guide to Risk Management of Cultural Heritage. Available: https://www.iccrom.org/
sites/default/files/2017-12/risk_management_guide_english_web.pdf (Accessed: 10 December2023).
Israel Antiquities Authority (2023) Archaeological Survey of Israel , Israel Antiquities Authority Survey WebSite.
Available at https://www.antiquities.org.il/survey/new/default_en.aspx (Accessed: 12 September2023).

47

Israel State Comptroller. (2023). The Preparation of the Authorities in the Locality for Earthquakes: Special
Report. Available at: https://www.mevaker.gov.il/sites/DigitalLibrary/Documents/2023/
SpecialReports/2023.3-SpecialReports-100-Earthquakes.pdf (Accessed: 10 December 2023).

Israeli Defence Forces - Home Front Command. Preparing for an Earthquake in Israel. Available at: https://www.gov.il/BlobFolder/generalpage/earthquake-scenarios2/en/research_poster_in_English.pdf(Accessed: 10 December 2023).
Jerusalem Municipality (2023) Municipal Preparedness for Emergency Situations, jerusalem muni. Available athttps://www.jerusalem.muni.il/he/residents/security/emergencypreparedness/ (Accesed: 12
September 2023).
Ketakos, M. (2023) How people survive for days under the rubble. ABC News. Available at: https://abcnews.
go.com/Health/people-survive-days-earthquake-rubble-survivors-found-turkey/story?id=97035249(Accessed: 10 December 2023).
National Emergency Portal (2023) Earthquakes - the threat in Israel. Available at https://www.oref.org.
il/13013-21097-en/Pakar.aspx#:~:text=1927%20%2D%20A%20magnitude%206.2%20earthquake,south%20of%20Eilat%20and%20Aqaba (Accessed:12 September 2023).
Podany, J. (2006). Advances in the Protection of Museum Collections from EArthquake Damage. Papers
form a Symposium Held at the J. Paul Getty Museum at the Villa on May 3–4, 2006. Getty Publications:USA.
Podany, J. (2017). When Galleries Shake. Earthquake Damage Mitigation for Museum Collections. Getty
Publications: USA.
Salamon, A. et al (2003) Earthquake Risks in Jerusalem. Available at: https://www.gov.il/BlobFolder/reports/
salamon-et-al-report-2003/he/img_report_2003_Salamon-A-Earthquake-Risk-Jerusalem-GSI-212003.pdf published by the infrastructure bureau and the Municipality of Jerusalem. (Accessed: 17 July2023).
Salomon, A., Katz, O. & Kruvi, O. (2003). Earthquakes Dangers in Jerusalem: Summary Report (Geological
Survey of Israel). Available at: https://www.gov.il/BlobFolder/reports/salamon-et-al-report-2003/he/
img_report_2003_Salamon-A-Earthquake-Risk-Jerusalem-GSI-21-2003.pdf (Accessed: 10 December2023).
Shumpelby, A. (2019) Earthquake expert: ‘Destructive noise is approaching’, Ynet. Available at https://www.
ynet.co.il/articles/0,7340,L-5510153,00.html (Accessed: 12 September 2023).
Somfalvi, A. (2019). “An Earthquakes Expert: ‘a Devastating Earthquake is Coming’” (Ynet). Available at:https://www.ynet.co.il/articles/0,7340,L-5510153,00.html (Accessed: 10 December 2023).
Zohar, M. (2016). Damage Patterns of Earthquakes in Israel and its Vicinity: Evaluation According to theHistorical Sources (Geological Survey of Israel). Available at: https://www.gov.il/BlobFolder/reports/
zohar-m-report-2016/en/report_2016_GSI-22-2016-PhD-Thesis-HUJI.pdf (Accessed: 10 December2023).

48

2.5 Disaster Risk Management Draft Plan for Gyeongbokgung Palace
Jisoo Kim esearcher, National Research Institute of Cultural Heritage, Safety and Disaster
R
Prevention Divisione-mail: jskim025@naver.com

1. Introduction of Gyeongbokgung Palace

Outline of Disaster Risk Management Plans for Case Study Projects by ITC 2023 Participants(1) Historical and geographic setting
Gyeongbokgung Palace was built as the main royal palace at the end of the 14th century with the founding of the Joseon Dynasty. Based on the philosophy of feng shui, it is surrounded by Bukaksan Mountain(342.5m) and Inwangsan Mountain (338m) to the north, east and west, and is located in a famous location
with Cheonggyecheon in the front (Fig. 1). The inside of the palace is located on a flatland between two
creeks that runs from a gentle hillside to a stream. In front of Gwanghwamun, the southern main gate of
the palace, wide Yukjo Street (now Sejong-ro) spreads out, making it the center of urban planning in
Hanyang (Seoul), the royal capital. It burned down during the Japanese invasions of Korea at the end of
the 16th century and was rebuilt with about 500 buildings in 1867. However, due to the subsequentJapanese colonial rule in the modern era, most buildings were demolished and only a few central buildings remained. Restoration projects were carried out starting in 1990, to restore it to its original appearance by 20541). Meanwhile, as the northern garden area was used as the presidential residence (BlueHouse) from the establishment of the government of the Republic of Korea in 1948 until 2022, any development activities remained restricted under strict security for a long time until recently. To the east andwest of the Palace, there are old villages called Bukchon and Seochon, respectively, with a history spanning 600 years that continues to this day. In particular, Bukchon is a village where many houses ofhigh-ranking officials from the Joseon Dynasty were in and out of the palace. Hanoks, Korean traditional
houses, remain well preserved to this day, making it a representative tourist destination visited by many
tourists after Gyeongbokgung Palace. In 2019, just before the COVID-19 outbreak, the number of annual
visitors was 5.34 million, and in 2022, it reached 3.38 million2). Currently, 460,000 m² of Gyeongbokgung
Palace area is designated as a Historic Site and is surrounded by heavily urbanized areas.

Fig. 1 Gyeongbokgung Palace, Seoul
Source: Cultural Heritage Administration, Republic of Korea

49

Fig. 2 Heritage attributes and surroundings
Source: by the author

Fig. 3 Heritage elements of Gyeongbokgung Palace
Source: Cultural Heritage Administration, Republic of Korea(2) Heritage attributes and values
Key heritage attributes of Gyeongbokgung Palace include 58 historic buildings & monuments, traditionallandscaping that harmonizes nature and man-made elements, and its symbolic meaning as a feng shui location and the royal palace of the Joseon Dynasty, and underground archaeological heritage assets (Figs. 2 and 3). In addition, there are two museums inside of the palace, which are the national palacemuseum and the national folk museum. One of them, the National Palace Museum, is engaged in exhibition, preservation and restoration of royal relics and royal culture. As of 2023, 86,483 relics are stored here,
including 1208 state-designated cultural assets3). The other is the National Folk Museum, which houses
131,140 artifacts (as of 2017), including 9 state-designated cultural assets related to folklore4).

The Palace is currently managed by the government. Gyeongbokgung Palace management office is under50

2.5 Disaster Risk Management Draft Plan for Gyeongbokgung Palace

the Cultural Heritage Administration, and 44 employees are responsible for the palace’s maintenance, security, public relations, and academic research5). As the entire palace is designated as a Historic Site, and a

periodic survey for the Historic Site, National Treasures and Treasure objects located within the palace isconducted every three to five years. In addition, precise regular safety inspection and monitoring of someNational Treasures and Treasures that need careful monitoring is being carried out one to four times a year.

2. Hazards and Risk Analysis

Outline of Disaster Risk Management Plans for Case Study Projects by ITC 2023 ParticipantsPossible primary hazards that could threaten Gyeongbokgung Palace include typhoons, heavy rainfall,
fires, rising temperatures, changing ecological environment, air pollution and fine dust, earthquakes, shortcircuit/equipment defects, and vandalism. Among these, the hazards for which direct damage has beenreported are typhoons, heavy rainfall, fire, termite damage due to rising temperatures, air pollution, andvandalism. Recently, climate change could affect the frequency and scale of occurrence of typhoons,heavy rainfall, fires, rising temperatures, and changing ecological environment. Among these, examples ofhazard maps covering the Gyeongbokgung Palace area are shown in Fig. 4. Some areas on the southernand eastern edges of the Palace are exposed to potential flooding hazards due to torrential rain, and thenorthern areas of the Palace are exposed to a relatively high level of potential hazards of wildfire and landslide. The potential impacts on Gyeongbokgung Palace according to these hazard-vulnerable factors andpossible loss of values depending on heritage attributes are shown in Figure 5.

Fig. 4 Hazard maps covering the Gyeongbokgung Palace area

Fig. 5 The result of risk analysis

51

3. Worst Case Scenario

A super typhoon, over 44 m/s wind speed, accompanied by both strong winds and torrential rain passes

through Seoul city on July 20th, 2 pm when the rainy front (Jangma) spans the Korean Peninsula andwhen soil moisture is most saturated. It lasts all day long extraordinarily due to climate change. Secondary
hazards occur such as inundation that starts from the south of the palace and moves northward, flooding

around water channels and ponds, slope failure in the north-east hilly areas, and utilities (especially electricity) failure/malfunction. Unstable ground-related problems such as tree falls, rill and gully generated,cracks in buildings/monuments, and buildings and monuments flooded could be unfolded events overtime. There could be impediments to the evacuation of visitors and staff (especially those with limited
mobility). Heritage buildings/monuments and facilities can suffer damage due to strong wind and trees
falling as well as rainwater leakage. Reduced income for residents due to fewer tourists during the recovery period could be possible.

4. Mitigation Plan

(1) Measures at the Urban planning and policy level
Since Gyeongbokgung Palace is located in the center of the city and has a high status both in Seoul andSouth Korea, many mitigation measures need to be approached especially at the urban planning and policy level. First of all, the existing DRM plan needs to be supplemented to link the palace and museums at
the site scale. This is to overcome the vulnerability caused by the current insufficient DRM linkage of the
Palace and museums within the Palace area due to different management entities. At a district level, cooperation with management authorities in the Blue House area and joint preparation work such as floodand landslide hazard mapping is needed to reinforce DRM linkage between the Palace and the Blue Housearea.
At the city scale, complementing the city’s DRM plan by adding the both Palace and the Blue House areas
must be done to strengthen the DRM linkage of the Palace and Seoul city. In order to mitigate inundation
hazards within and around the Palace area, the expansion of drainage facilities at Gwanghwamun Squareis essential at the urban planning level. These mitigation measures require at least a medium-scale duration, and the estimated cost is also expected to range from medium to high levels.
(2) Technical measures
Technical measures required by the Palace to mitigate typhoon damage include reinforcing current periodic inspection, especially on the walls, roofs, trees, etc., which are most frequently damaged by typhoons,at the building scale.
Mitigation measures that should be implemented at the site scale include mapping drainage and slope facilities should be conducted to have sufficient information on the flood control system inside the site.
Mapping the accessible gates and routes clearly in the DRM manual could supplement evacuation information in the current DRM manual as well as mitigate the risk of casualty & heritage damage due to incorrect guidance. These mitigation measures could be implemented in a relatively short period.
Investigating windproof methods for buildings from both traditional knowledge and skills and from experiments will complement the lack of traditional wisdom that can mitigate the disaster risk. These measures will have to be achieved through long-term research. Other mitigation measures to be implemented
at the museum scale include installing a water barrier at the entrance to underground storages and inspecting hydraulic pressure on water conduits to reduce inundation hazards and the risk of wetting due
to water leakage.
(3) Education and awareness measures
Education measures to increase awareness should be supplemented with the following at the district
scale. First, Low levels of disaster preparedness in local communities can be easily alleviated by making a52

2.5 Disaster Risk Management Draft Plan for Gyeongbokgung Palace

flyer for local residents on disaster-related information. Regular drills for residents could strengthen disaster preparedness in local communities. Moreover, the production of a flyer for volunteers on the proce-dure for disaster preparedness for CH could mitigate the current disconnection between CH and local residents.

5. Pre-Disaster Recovery Planning

As a pre-disaster recovery planning for Gyeongbokgung Palace, a series of plans as shown in Figure 3 canbe made. Several key plans for the pre-disaster phase are to inspect and reinforce vulnerable elements,
start contact with DRM authorities, and train staff and locals/NGOs. For the during-disaster phase, deployment of resources and rapid damage assessment of heritage assets while implementing the DRM planshould be conducted. For the post-disaster phase, prioritizing recovery measures in terms of duration andcost with various stakeholders and updating DRM plan could be the key plans.
Outline of Disaster Risk Management Plans for Case Study Projects by ITC 2023 Participants

Fig. 6 Pre-Disaster Recovery Planning for Gyeongbokgung Palace

6. Conclusion

Gyeongbokgung Palace is a cultural property with great symbolic significance in Korean society as it contains the spirit and history of the Korean people. Although it suffered damage during the colonial period
and war, and has suffered the aftermath of industrialization and urbanization in the 20th century due to its
location in the center of the city, it still has high historical importance at the national level. In addition to
the national significance, due to security issues at the Presidential residence, the palace has been entirely
managed by the government. This resulted in a weakening of the connection between the palace, local
residents and local governments. Disaster factors that previously threatened the Palace would have ahuge impact on the cultural heritage due to climate change, and at the same time have a significant impact on the quality of life of residents. It is therefore essential to work on prevention, raise awareness, andinvolve all stakeholders in implementing protective measures.

Acknowledgment

I would like to acknowledge and thank all ITC 2023 team first – professors, mentors, organizers and assistants for their guidance and advice throughout my project process. ITC’s holistic approach to disasters hasenhanced my perspective to address historic preservation issues with consideration for surrounding communities. It was surprising that Japanese society preserved intangible traditional knowledge and skills and53

shared them with the local community to sustainably preserve traditional cultural heritage. I express mygratitude to Dr. Sangsun JO, Director of Jungwon National Research Institute of Cultural Heritage, for help-

ing me to attend this wonderful course within the organization. In great sense of pleasure, I also would
like to thank all the colleagues who cooperated with me on the project with their patience and openness.

References
1)
2)

3)

4)
5)

54

History of Gyeongbokgung Palace, https://www.royalpalace.go.kr/content/data/data_01.asp
accessed 13 November 2023
Visitors to Major Tourist Attractions (Four Palaces and Jongmyo Shrine), https://stat.eseoul.go.kr/
statHtml/statHtml.do?orgId=201&tblId=DT_201004_O130038&conn_path=I3 accessed on 7 August2023
What should we do with storing national treasures? National Palace Museum of Korea saturation rate
exceeds limit, Edaily, October 2023, https://www.edaily.co.kr/news/read?newsId=02679766635771608&mediaCodeNo=257&OutLnkChk=Y accessed on 14 December 2023
National Palace Museum, State-Designated Cultural Assets, https://www.nfm.go.kr/home/subIndex/
104.do accessed on 14 December 2023
Gyeongbokgung Palace Management Office, Organization, 2023, https://www.royalpalace.go.kr:8443/
html/eng_gbg/about/about03.jsp accessed on 7 August 2023

John E. Dumsick, P.E., FAPT, APT-RP, FMP, TInSTR
Senior Civil
Preservation
Specialist
2.6 T angier American Legation: Disaster
RiskEngineer/Historic
Assessment and
Mitigation
Analysesof State with
Overseas
Buildings
Operations,
Office of Cultural Heritageof a Heritage SiteU.S.
andDepartment
Its Relationshipa Historic
MedinaCommunity
John E. Dumsick(1701 N. Fort Meyer Drive, Arlington, Virginia 22209, USA)e-mail: dumsickje@state.gov

 enior Civil Engineer/Historic Preservation Specialist
S
U.S. Department of State Overseas Buildings Operations, Office of Cultural Heritagee-mail: dumsickje@state.gov

1. Introduction

1. Introduction(1) Background(1) Background
The TangierAmericanLegationcultural
is a significant
culturalsite
locatedwithinthe wallsof the historic Me
The Tangier American
Legation
is a significant
site locatedwithinthewalls ofthe historic
MedinaOutline of Disaster Risk Management Plans for Case Study Projects by ITC 2023 Participants), Morocco.
as a gift
Sultan1821 as ina symbolof a symbol ofof Tangier(Tanger,(Tanger, ‫)ﻁﻨﺠﺔ‬,Morocco.EstablishedEstablished
as abygift
by Moulay
Sultan Suliman
Moulay in
Suliman1821 asfriendship,Legation
the Legation
servedasthediplomatic
headquartersoftheUnitedStatesofAmerica(US)
totheserved as the diplomatic headquarters of the United States of America (US) to the Kingdom
Kingdom of Morocco for over 140 years. With Morocco’s independence from France in 1956, the US
over 140 years. With Morocco’s independence from France in 1956, the US Embassy relocated its m
Embassy relocated its main diplomatic presence with the establishment of the capital city of Rabat. The
presence with the establishment of the capital city of Rabat. The Legation continued to serve as a Consu
Legation continued to serve as a Consulate and various diplomatic purposes until the late 1970s with the
purposes
until
the lateInstitute1970s forwiththe founding
the Tangier
Legation
Institutfounding diplomaticof the TangierAmericanLegation
MoroccanStudiesof(TALIM).
TALIMAmericanis a partnerofStudies (TALIM).
TALIM
is aEmbassy
partner Rabatof thewho
US Departmentof State(DOS)and
US Embassy Raba
the US Departmentof State (DOS)and US
currently leases
the facility
andoperates
the site asleases
a museum,
library,and
research,andtheconference
Duelibrary,
to its architecturaldesignand levelcenter.
of
the facility
operatessite as a center.
museum,research, andconference
Due tointegrity,design
the facility
islocally
listedasaheritageresourcebytheTangier
Urban
Agencyin
2016.
and level of integrity, the facility is locally listed as a heritage resource by the Tangier Urban A
Furthermore, this structure is listed as a US National Historic Landmark by the National Park Service for its
Furthermore, this structure is listed as a US National Historic Landmark by the National Park Service
historical and cultural significance as the first diplomatic property acquired by the US; a symbol of the lonand cultural significance as the first diplomatic property acquired by the US; a symbol of the longest stangest standing treaty with any foreign country; and served the longest use of any diplomatic facility in the1)
any foreigncountry;
DOS international
portfolio. and served the longest use of any diplomatic facility in the DOS international portf

Image 1: Tangier American Legation (Source: DOS Overseas Buildings Operations Office of Cultural He

Image 1 Tangier American Legation
Source: DOS Overseas Buildings Operations Office of Cultural Heritage(2) Medina Community
The Tangier Medina is located on a bluff overlooking the Bay of Tangier and Strait of Gibraltar. Tangier was
founded as a Phoenician colony and throughout its history, Tangier has been inhabited and colonized byseveral European countries. As a result, a large international zone was established within the walls of theMedina up to the middle of the 20th century. The Legation is located within the southwest corner of theMedinaCommunity
Medina, in(2)theHaoumatBeni-Ider Quarter. This quarter was the last to develop and its structures range inage from 75–100 years old, are taller and with wider alleys than other areas of the medina. Common construction materials include unreinforced masonry, reinforced concrete 1
and timber framing. Throughout
the quarter, private land parcels are small and range from 20–100 square meters which result in a relatively
high population density (670 inhabitants per hectare)2).
55

Image 2 Tangier Medina and Tangier American Legation
Source: DOS Overseas Buildings Operations Office of Cultural Heritage(3) Hazard Summary and Disaster Events
Northern Morocco, including Tangier, has several documented natural and man-made hazards. These include wildfires, river/coastal and urban flooding, earthquakes, landslides, tsunami, water scarcity and extreme heat3). Due to its position on the elevated bluff above flood prone areas, the natural hazards which

could impact the Medina are earthquakes, landslides, and fires. The relatively high density of building materials utilized vernacularly amplifies the applied lateral forces during the seismic event’s ground induced
accelerations. A seismic event would likely trigger secondary follow-up hazards to include aftershocks,
tsunami, flooding, landslides, and fires as was produced during the Great Lisbon Earthquake of 1755
which had several significant aftershocks for a month and a 15m tall tsunami in Tangier which pushed inland over 2km4). The Medina’s elevation is more protected from forecasted tsunami elevations than otherareas of the city, predominantly to the south. In terms of man-made hazards, the number of reported
building collapses appears to have increased significantly over the past five years in the medina. These
events appear to be related to high-vacancy and limited enforcement of building codes and maintenancepractices.

Image 3 Tanger-Tetouan Hazards
Source: GFDRR ThinkHazard.org

56

2.6 Tangier American Legation: Disaster Risk Assessment and Mitigation Analyses of a Heritage Site and Its Relationship with a Historic Medina Community(4) Current Building Conditions

Like many of the Medina’s built heritage, the Legation is exhibiting deterioration due to multiple extrinsic
and intrinsic factors which result in increased vulnerability from natural and man-made hazards. Extrinsic
sources impacting building systems include exposure to moisture from inclement weather, airborne transportation of salts from nearby bodies of water, deposits of atmospheric pollutants and acid rain. Several

intrinsic deterioration factors are also active including limited building maintenance, use of incompatible
coatings and poor drainage. Factors which impact the heritage community include poor maintenancepractices, diminishing heritage trade skills, limited disaster preparedness and emergency services.

2. Tangier American Legation – Case Study Site

Outline of Disaster Risk Management Plans for Case Study Projects by ITC 2023 Participants(1) Attributes and Values
Per the Legation’s National Park Service (NPS) National Register Nomination Form submitted in 1981, theheritage resource contains a high amount of integrity in the six main evaluation criteria1). Character defin-

ing features and period of significance were identified during the Historic Structures Report completed by
DOS Bureau of Overseas Buildings Operations (OBO) Office of Cultural Heritage (CH) in 2011. Of note, theagglutinative building campaigns over the life of the property led to the selection of a wide variety ofbuilding materials and systems of heritage value. The building’s structural systems of rubble stone, brickmasonry walls, use of wood, steel and masonry arch floor framing are key character defining features.
Additionally, historic architectural elements comprise of carved wood doors, shutters, windows, ceilings,
and flooring; decorative stucco and plasterwork; glazed roof and mosaic floor tiles; and wrought iron grills
and metalwork2). The selection of architecturally durable materials for the centralized courtyards, atriums

and flat roofs for workspace are a common integration of vernacular design techniques of the TangierMedina. Additionally, the construction of cisterns was noted as a heritage engineering resource.
The attributes noted above can be grouped into tangible and intangible forms of cultural heritage. The
tangible attributes would include the structural, architectural, landscape and infrastructure. The intangible
resources would be the heritage building craft and arts to construct, maintain, conserve the attributes.
Currently, these attributes support a limited set of primary and secondary values which can be improved
through further education, maintenance, and conservation activity. Currently, attributes support the architectural, historical, and cultural values. With improved maintenance and conservation activity, these intangible
building traditions could reinforce current gaps in diplomatic, academic, and association-based values.

(2) Inherent Risks
A study of various hazards for impacts on character defining features of the Legation building and the collection materials was performed (Table 1). It is apparent that differing materials are more resilient thanothers for a given hazard. Overall seismic, water and fire-based hazards represented the greatest potential
impact.
After this activity, hazard probability and impact scaling was performed (Table 2). The results noted that aseismic based incident was the hazard of most likely probability and highest level of impact. An additional
review of man-made hazards was performed which noted that arson and vandalism is moderately probable with extreme and moderate impacts, respectively.
Each of the primary hazards were further evaluated to identify the number of likely follow-up hazards.
These adjusted scores clearly identified that seismic and fire hazards would have the greatest impact due
to increased vulnerabilities to the loss of life, loss of cultural heritage assets and loss of building operations (Table 3). In conjunction with the above evaluations, a time-based risk assessment was performed of
the Legation based on the hazards identified. All risks presented both short and long-term impacts to theheritage site. Therefore, these studies identified a need to document all site, building, and collection-based vulnerabilities and to develop methods to minimize the scale of these vulnerabilities as ameans to reduce the short and long-term risk of natural and man-made hazards5).

57

Tab. 1 Hazard Impact on Building and Collection Materials
Source: by author

Tab. 2 Inherent Risk Probability and Impact
Source: by author

Tab. 3 Adjusted Risk Evaluation
Source: by author58

2.6 Tangier American Legation: Disaster Risk Assessment and Mitigation Analyses of a Heritage Site and Its Relationship with a Historic Medina Community(3) Worst Case Scenario

Based on the evaluation of hazard probability, their potential impact with follow-up hazards, a worst-casescenario was developed as summarized below.

Scenario: On Saturday, September 23, 2023, at 12:00pm (local), a severe earthquake occurred approxi-

Outline of Disaster Risk Management Plans for Case Study Projects by ITC 2023 Participants

mately 10km northwest of Tangier, Morocco. The M7.0 seismic event occurred at a relatively shallow
depth, less than 10km from the earth’s crust. Strong horizontal accelerations were experienced. The annual “Tangier Jazzfest” had brought many Moroccans and international visitors to the city’s historic Medina
for events. After the initial seismic event, secondary hazards induced included a 12m Tsunami reaching
Bay of Tangier at 13:00 inundated low-lying areas; strong aftershocks experienced for several weeks; localized urban fires with limited water supply have created significant building and infrastructure damage.
Significant loss of life, people unaccounted for and injuries have resulted. Several victims are trapped under debris. Local infrastructure services of electricity, water, sewage have been damaged. Narrow alleys of
the Medina will be inaccessible for several days due to extensive debris fields.
Impacts: The impacts are quite extensive to visitors, staff, the community, and the heritage assets of theLegation. Visitors and staff are trapped in the museum, many injuries resulting from partial collapse of anadjoining property. Several uncontrolled fires within the medina have resulted and limited emergency response by the locality. The Local Emergency Management Agency (LEMA), the Authority Having
Jurisdiction (AHJ) requested national and international assistance from United Nations (UN) Office for the
Coordination of Humanitarian Affairs (OCHA), including the International Search and Rescue Advisory
Group (INSARAG) for several certified urban search and rescue teams to help. Staff have not been able toattend to their family needs, obtain medical help and or obtain food and water. Community is experiencing Post-Traumatic Stress Disorder (PTSD) with the significant loss to life, property, livelihood, and cultural
identity. Movable and immovable heritage assets at Legation have been heavily lost.
(4) Evacuation/Safe Haven Planning
Utilizing the Worst-Case Scenario, an evaluation for evacuation and safe haven planning was initiated. A
review of maps of the medina and the architectural floor plans of the Legation, allowed for evaluation of
the internal and external circulation for egress of staff and visitors. Per review, the circulation within the facility and out of the medina is very complicated. This is primarily due to the Legation’s multiple elevatedfloors, floors of different elevations, and multiple occupancies served. Therefore, clearly identifying meansof egress throughout the site is a priority. These shall be further enhanced with first aid kits, automatic external defibrillators and stored disaster supplies in key circulation corridors. Furthermore, the main egressroutes through the centralized alley will need to be further communicated to the evacuee against deadend like corridors due to the potential for collapsed buildings into the alleys limiting further egress. One
approach considered was the safeguarding and sheltering in place on each side of the campus utilizing
the large courtyard spaces. Additional egress utilizing flat roofs throughout the medina could be exploredand coordinated amongst community leaders. Lastly, the existing cisterns could be used to store water for
potable drinking water and or fire protection use.
(5) Emergency Preparedness PlanningWith the hazards identified and likely worst-case scenarios, an emergency preparedness plan was developed (Table 4). This plan outlines planning measures throughout the three stages of the disaster recovery
cycle, including Pre-Disaster, During-Disaster and Post-Disaster. The goal of these efforts is to organize
community activities for civic engagement; implement physical and non-physical protection methods toreduce inherent vulnerabilities; and encourage change within local community through reduction of vacancy, crime, and social issues to improve resiliency and sustainability.

59

Tab. 4 Emergency Preparedness Plan for Tangier American Legation
Source: by author(6) Mitigation Proposals and Planning
Mitigation methods for earthquake and secondary hazards were identified for both technical and policy
typologies. Policy mitigation measures recommended include improved and enforceable building andmaintenance codes; establish DRM plans from a global scale to the individual heritage sites; development
of disaster awareness and impact education and performance of architectural and photographic documentation of cultural heritage sites. These efforts would be asked chiefly of the local jurisdiction as the responsible party to minimize hazards through improved education, communication, and care. It is anticipated that these efforts could reduce vulnerabilities and hazards immediately but given the scale of the
medina, a long period of improvement would be expected to reach all building owners, heritage sites andresidents. Projected costs of these efforts are relatively modest.
Technical mitigation measures that are recommended include performance of deferred maintenance andrepairs; integration of active hazard monitoring; seismic improvements to buildings and infrastructure andfire prevention and protection system implementation. These technologies are recommended to minimize the vulnerabilities of deteriorated buildings; notification of the community of seismic activity, aftershocks, tsunami, fires, and utility outages; and increased performance of existing building stock against
seismic and fire hazards. Outside of the alerting and notifications of the public by the local jurisdiction andimproved firefighting infrastructure (hydrants), the responsible party for most of the technical mitigation
measures would fall on the individual owner. These initiatives would be relatively expensive to these individual entities with relatively long durations to address long term deferred maintenance and building
structural and fire protection deficiencies. What is interesting is that there are several parties involved toprovide potential grants and technical guidance to these parties, including the local jurisdiction, medina
community, architectural and engineering professional associations and contractor trades organizations.
Utilizing the above, a Mitigation Implementation Schedule was developed for the Legation (Table 5). This
schedule identified achievable progressive tasks over a 10-year span. Furthermore, the schedule identified
relative projected costs and the entity assigned for the development and implementation of the measure.
These entities, included the staff of the heritage site, building maintenance, collection care specialists, medina community, visitors, and the owner. The goal of the exercise is to demonstrate that through consis-60

2.6 Tangier American Legation: Disaster Risk Assessment and Mitigation Analyses of a Heritage Site and Its Relationship with a Historic Medina Community

Tab. 5 Mitigation Implementation Schedule
Source: by author

Outline of Disaster Risk Management Plans for Case Study Projects by ITC 2023 Participants

tent and scheduled effort, vulnerabilities can be reduced to improve the heritage site resilience.
A focused mitigation measure planning effort was performed to initiate the DRM and emergency preparedness plan process in the form of pilot projects utilizing easily achievable tasks to build morale anddemonstrate small actions lead to significant vulnerability reduction. This effort identified seven achievable tasks through the partnership and sharing of resources between stakeholders. These seven tasks included improving life safety capabilities through First Aid training and development of evacuation plans;
education of staff and community of all hazards; training of heritage site staff and community on collection and building recovery; and evaluation of existing cisterns for use for potable water and fire protection
systems. Of the seven, three were identified for pilot projects based on speed of implementation and limited costs (Table 5). The first step included supporting the site and community through First Aid andCardiopulmonary Resuscitation (CPR) training and Automatic External Defibrillation (AED) installation. Thiseffort would be led by OBO and CH with participation by the TALIM site staff, medina community, Tangier
emergency services and local hospitals. The goal of this effort is to help improve response to life saving
capacity of the site and local community. Secondly, the development of an evacuation plan for staff, visitors, and guests. This effort would be led by OBO. As part of this effort, an education activity will be implemented to train the staff and community on natural hazards and man-made hazards. Lastly, an institutional collection and building recovery training followed by a disaster response exercise in partnership of OBO,TALIM and the medina community. The goal of this event is to initiate a regular occurring pre-disasterplanning and post disaster recovery effort which would empower and increase capacity of TALIM staff andcommunity members through dissemination of information and hands-on activities.

DisclosureThis research was performed by the author based on their professional experience in the field of historic61

Tab. 6 Proposed Mitigation Pilot Projects

preservation, conservation engineering and disaster response and recovery. The information and recommendations presented are the author’s solely and shall not be inferred to reflect those of DOS, OBO, CH or
TALIM.

Acknowledgment

It is rare that one works successfully in a vacuum. This research is a product of wonderful engagement andcollaboration from my amazing colleagues and professors throughout the International Training Course
on Disaster Risk Management of Cultural Heritage. My esteemed and supportive colleagues from the
Office of Cultural Heritage were great advisors, listeners, and shouldered much load while I was learning.
My Facilities Management colleagues from U.S. Embassy Rabat and TALIM understood the need and provided much encouragement to purse the research efforts. Lastly and most importantly, I must thank mypartner who has provided much strength and support to undertake such a wonderfully demanding effort.
Thank you, Susannah. Without your love, compassion and encouragement, this opportunity would be afigment of my imagination.

References
1)
2)
3)
4)
5)

62

National Register of Historic Places Nomination: American Legation, National Park Service,
Washington, D.C., 1981.
Historic Structures Report, Volume 1 and 2. American Legation: Tangier, Morocco. DOS OBO,
Washington, D.C., 2011.
Global Facility for Disaster Reduction and Recovery/The World Bank: ThinkHazard!, www.thinkhazard.
org
Feilden, Bernard M., “Between Two Earthquakes: Cultural Property in Seismic Zones”, ICCROM andGetty Conservation Institute, 1987.
The Publication Committee of the Introductory Volume to Cultural Heritage Disaster Mitigation
Studies, Ritsumeikan University, “Introductory Volume to Cultural Heritage Disaster Mitigation
Studies”, 2010.

2.7 Historic City of Vigan
Kenneth Javier Tua

V ice President, International Council on Monuments and Sites Philippines, Inc., PhD Candidate, Department of Resource andEnvironmental Economics, Division of Biological Resource Sciences, Graduate School of Agricultural Science, Tohoku University
e-mail: kenneth.javier.tua@icomosphilippines.com

1. Site Context: Historic City of Vigan w/ Ancestral House: Syquia Mansion

Outline of Disaster Risk Management Plans for Case Study Projects by ITC 2023 Participants

Vigan City (hereafter referred to as “Vigan”) is the capital of the Province of Ilocos Sur, a coastal province of
the Ilocos Region in the northwestern part of the Republic of the Philippines with coordinates of 17°34′ N,
120°23′ E (UNESCO, 1999) (see Figure 1). The población area is the location of the World Heritage Site
(WHS) inscription (hereafter referred to as the “Site”) by the United Nations Educational, Scientific andCultural Organization (UNESCO) in 1999 listed as the Historic ‘Town’ of Vigan, later changed to Historic‘City’ of Vigan in 2016 (see Figure 6). The site was established in the 16th century, which represents a
unique fusion of architecture reflecting the coming together of cultural elements from elsewhere in thePhilippines, from China and from Europe. It is a well-preserved example of a European trading town in Eastand South-East Asia1). 15 years later, the city has been selected as one of the “New 7 Wonder Cities of theWorld”, drawing an increasing number of tourists while presenting more challenges in its long-term conservation and sustainability as a heritage site2). In 2012, Local Government Unit (LGU) of Vigan won theWorld Heritage Centre’s Highest Award for Best Practice in Sustainable Conservation & Management due
to good management practice achieved with relatively limited resources making it adaptable by otherworld heritage site managers; strong local community participation; and the development of uniquemulti-faceted conservation scheme of the site3).

Fig. 1 Calle Crisologo of World Heritage Site Historic City of Vigan
Source: Local Government Unit of Vigan, September 22, 2023

2. Risk Assessment and Cause – Effect Interlinkages of Hazards and Vulnerabilities

The Historic City of Vigan experiences many natural hazards/events compared to human – induced ones.
These also reflect some general and specific agents of deterioration depending on a specific building/
structure being assessed (see Figure 2), for this case study, Syquia Mansion will also be considered as partof the example. In July and October 2022, strong earthquakes struck Northern Luzon affecting Vigan. For
centuries, the houses stood storms, quakes, fires, and even armed conflict. The geographical location anddifferent vulnerabilities poses it to be a hotbed for natural hazards such as Typhoons, Earthquakes, andFlooding2).
63

Fig. 2 Hazards, Vulnerabilities and Capacities & Strengths in the Historic City of Vigan
Source: Kenneth Javier Tua, 2023

64

2.7 Historic City of Vigan

3. Prevention, Mitigation, Adaptation & Preparedness

In preparing measures for mitigation and preparedness (see Figure 3) with respect to the
3. Prevention,
Mitigation, Adaptation & Preparedness

strategies of prevention of and adaptation to hazards, key attributes are identified [M宮6] thenIn preparing
measuresmitigation
preparedness(see Figure3) withrespect
to the strategies
assessedon the forheritagevaluesandit maypotentially possess.
Heritagevaluesare dynamic,
hence, of pre-Outline of Disaster Risk Management Plans for Case Study Projects by ITC 2023 Participants

vention theseof andvalues
adaptation
to hazards,
identifiedandthenassessed
thefuture
heritage
identified
are duringkey
theattributes
time of theare
assessment
maychange onin the(see values it
Figure 4).possess.
This also
includesvalues
Intangible
Cultural Heritage(ICH) values
found inplaces andmay potentially
Heritageare dynamic,
hence, theseidentified
areobjects
duringasthe time
vessels; andandpeoplewhoare bearers
such tradition,
craftsmanship
etc.includes
The Calle
Crisologo Culturalof the assessment
maychangein theoffuture(see Figure4). This also
Intangible
StreetandtheAncestral
House(s)weresimilarly
assessed(ICOMOS,2011)
as‘High’
onboth on craftsHeritage (ICH) found in places and objects as vessels; and people who are bearers of such tradition,
its levels of significance and potential loss of values considering the hazards and vulnerabilities
manship etc. The Calle Crisologo Street and the Ancestral House(s) were similarly assessed4) as ‘High’ onof the site. These two attributes were greatly taken into consideration during the simulation of aboth on worst-case
its levels ofscenario
significanceand potential
lossArticle).
of values
the hazards
andattributes’
vulnerabilities of(see Section
4 of thisIn consideringterms of significance,
most
the site. heritage
These two
attributes
wereasgreatly
taken
duringthe simulationof19%,
a worst-casevaluesare assessed‘Medium’at into45% considerationcompared to ‘High’at 36%and ‘Low’ atbecause4otherattributes
havehigher ofsignificancewhen
assessed
at a building
level
and are asscenariomerely(see Sectionof this
Article).
In terms
significance,
most
attributes’
heritagevalueseven
as per heritage
object. The topotential
loss36%of valuesof these
attributes
arebecause
all ‘High’otherwhich
sessed as‘Medium’at 45% compared‘High’ atand ‘Low’at 19%,
merelyattributes
means
it is criticalto predictpossible
events thatleading
to this potential
losspotential
have higher
significancewhen
assessed
at a building
levelmayandunfoldeven asper heritage
object. The
including the impacts on the community (see Table 1 below).
Policy Legislations (Strategic): Updating local and national registry towards declaration.
Physical (and General) Planning: Adoption of cultural heritage focused disaster response;
Heritage Disaster Risk Management (HDRM) Plan.
Technical: Retraining of local masons and carpenters – craftsmen.
Management, Maintenance and Monitoring Systems: Centralized Heritage Alert Warning
System (HAWS).
Awareness and Education: Intangible Cultural Heritage (ICH) focused cultural mapping andmarketing promotions.

Fig. 3 Proposed immediate Mitigation & Preparedness measures; 5 out of 15
Source: Kenneth Javier Tua, 2023
Source: Kenneth Javier Tua, 2023

Table 1. Summary of the prioritization through level of significance and loss values level of theselect key Heritage Attributes
Level of
Loss of
Attributes
Significance Values level
Calle Crisologo – street
Traditional Hispanic checkerboard street plan
Alternative use configurations of buildings due to layers of traditions
Local festivals and processions: vigan town, viva vigan binatbatan,and ranyag (halloween) festivals, semana santa ritual / procession
Craftsmanship of local masons and carpenters
Longganisa (pork sausage), bagnet (twice fried pork belly), andlechon (roast whole pig)
Burnay jar making and weaving (traditional economy)
Ancestral House(s) (Syquia Mansion)
Wood and stone construction (i.e. Volada Façade)Heirlooms: Paintings, bastonero, and medallion (in Syquia Mansion)

High
High
Low
Low

High
Low to High

Medium to HighHigh

MediumHigh

MediumMediumHigh
MediumMedium

High
High
High

Medium to High

Medium tohighFig. 4. Sankey diagram of Attributes vis-à-vis Heritage Values in the Historic City of Vigan
Source: Diagram by Kenneth Javier Tua, 2023

65

loss of values of these attributes are all ‘High’ which means it is critical to predict possible events that may
unfold leading to this potential loss including the impacts on the community (see Table 1 below).

Tab. 1 Summary of the prioritization through level of significance and loss values level of the select key
Heritage Attributes

Level of
Significance

Loss of Values
level

Calle Crisologo – street

High

High

Traditional Hispanic checkerboard street planHigh

Low to High

Alternative use configurations of buildings due to layers of traditions

Low

Medium to High

Local festivals and processions: vigan town, viva vigan binatbatan, andranyag (halloween) festivals, semana santa ritual / procession

Low

High

Craftsmanship of local masons and carpenters

MediumHigh

Longganisa (pork sausage), bagnet (twice fried pork belly), and lechon(roast whole pig)

MediumHigh

Burnay jar making and weaving (traditional economy)

Medium

High

High

High

Wood and stone construction (i.e. Volada Façade)MediumMedium to HighHeirlooms: Paintings, bastonero, and medallion (in Syquia Mansion)

MediumMedium to highAttributes

Ancestral House(s) (Syquia Mansion)

4. Emergency Response & First Aid and Resilience to Cultural Heritage

Building from Vigan’s existing contingency and general DRM plans, a practical emergency preparedness,
response and First Aid and Resilience (FAR) brief action plan is produced emphasizing some non–exhaustive actions for protecting, evacuating, and salvaging heritage sites components and objects pre-, during,and post-disaster, the worst-case scenario discussed earlier are sustained as an example, specifically thefollowing hazards considered: Earthquake as primary with Fire as Secondary, and Super Typhoon as
Primary with Flooding as Secondary.
a. Pre-disaster. Recalibrate organizational structure of incident management team and restructure interoperability of response cluster focused on Heritage.
• Earthquake; Fire. Prepare an evacuation plan for cultural heritage (objects, site hardscapes, people
support); and simulate evacuation routes and alternative layouts of critical facility areas with respect
to ingress and egress time.
• Super Typhoon; Flooding. Prepare leaflet map on the location of heritage places and objects vis-à-vis
water service areas; and monthly updating of emergency contacts and strategize locations of emergency information access point based on identified (and historical) risk areas.
b. During disaster. Institutionalized plantilla positions for and mobilized at least two (2) focal points forFirst Aid and Resilience (FAR) to Cultural Heritage officers; one (1) in Emergency Operation Center andone (1) onsite; includes regular monitoring duties.
• Earthquake; Fire. Organize and clear evacuation routes and apportion critical facility areas specificallyfor heritage assets; and heads of evacuation and critical facility areas prepare the alternate plan layouts (see Figure 5).
• Super Typhoon; Flooding. First aid of prioritized cultural heritage assets identified and foresighted tobe affected; and responders prepare equipment for first aid to cultural heritage.
66

2.7 Historic City of Vigan

Outline of Disaster Risk Management Plans for Case Study Projects by ITC 2023 Participants

Fig. 5 Evacuation Map for Cultural Heritage
Source: Modified from Oplan Sarikedked: Safeguarding Ancestral Houses and Structures from
Fire, Vigan City, 2023; Kenneth Javier Tua, 2023

c. Post-Disaster. Assessment of the locations of first aid to cultural heritage both macro and micro levels;
post-damage assessment and situational analysis for informed decision-making; and immediate shoring
and repairs, and structural retrofitting.
• Earthquake; Fire. Mapping and recording of similar and unusual or black swan event incidents while
facilitating community cleaning and rescuing remains.
• Super Typhoon; Flooding. Immediate salvaging of heritage objects and site hardscapes and are
moved to appropriate and safe facility for conditions assessment.

67

5. Recovery and Rehabilitation, and Way Forward

Early / Short Term Recovery: Damage Assessment Capacity Building

Framework. The practical module for damage assessment capacity building shall require the following
post – disaster methodological components: 1. After a disaster, consolidation of all the Rapid Damage
Assessment Reports that can be acquired and gathered, therefore, good documentation protocols in gen-eral is essential to undertake this; 2. Based from the working documents and assessments, formulate or
update a non-arbitrary and data driven valuation parameters in prioritizing structures or ancestral homes
with heritage conservation as the core consideration; 3. A follow-up field work to cross validate the information gathered, survey the buildings and interview local stakeholders; 4. Proceed with the detailed assessment using the criterion set and the valuation parameters; and 5. Recovering of all the remaining pertinent data from the heritage site including those needed for the situational analysis. This framework isgeared towards immediate actions while systematically assessing (world) heritage sites in times of post-disaster especially when information is limited and the production of data from many stakeholders is either
abundant yet sparse or limited.
Outcomes. Per building ranking based on the following valuation parameters: Severity of Damage(Classification and Exterior), Cultural Significance (Age, Typology, Marker / Declaration and Location),
Accessibility, Funding Availability for Restoration, Ownership, and Sustainability. Situational Analysis of theaccount of local stakeholders, decision makers, and the decision-making processes involved in the restoration of the heritage zone. Database ranking of heritage structures in tiers within the WHS.
Ways of Regeneration. Use the assessment report as a document to apply for grants and justify the value ofheritage in the local economy.
Financial Sustainability. In case of no financial support, this capacity building can be offered as field workshops to neighbor cities / regions, proceeds go to the heritage fund which will support recovery activities
beneficial to all.
Major Actors Involved. Vigan Conservation Council (VCC), Save Vigan Ancestral Homeowners Association,Inc., Local Government Unit (LGU) of Vigan City, City Disaster Risk Reduction and Management Council(CDRRMC), and University of Northern Philippines (UNP).
Long Term Recovery: A regeneration hub for artistry & craftmanship
Framework. Utilizing the updated Heritage Homeowner’s Conservation Manual, the Vigan City Heritage
Charter and the concept of Culture at the Fourth Pillar of Sustainable Development, a regeneration hub
can be initiated and will focus on the organizational development of local stakeholders through SOURCE:
1. Synergize, local heritage professionals that has vast expertise that can be shared with fellow locals (i.e.
masterclasses etc.); 2. Outsource, before outsourcing, it is important to open first the opportunity to the local craftsmen before considering an external call, this way the heritage site is able to identify the gap andaddress expertise; 3. Upskill, this hub can be a focal point in building partnerships with national and international bodies that provide programs such as UNESCO, ICCROM, IUCN who send country representatives
on specialized trainings afterwards cascading (i.e. ACCU NARA, RDMuch etc.); 4. Retrain, investing on human resources either a paid staff or a volunteer member, must be given proper training to equip themselves and fulfill their duties on a certain role i.e. for Apprenticeship, Certification training leading to livelihood opportunities etc.; 5. Collaborate, maintaining connections even if funding is not involved is needed
to protect synergic efforts especially when the need arise on heritage issues such as when in distress orwhen disaster risks surfaces; and 6. Employ, being possibly a non-profit hub, it is important to pay for the
trained staffs and create an environment where the field of heritage conservation is professionalize and isgiven utmost importance. Some particular projects besides private engagements can be from applying
third-party grant funded projects for the benefit of the site in Vigan.
Outcomes. Regular retraining of local craftsmen, masons and carpenters. Funding allocation for apprenticeprogrammes to youth in undertaking traditional craftmanship. Identification and institutionalization of al-68

2.7 Historic City of Vigan

ternative materials and its methodologies for restoration. Intangible Cultural Heritage (ICH) focused cultural mapping and marketing promotions.

Ways of Regeneration. Local craftsmen now are directly hired by the local government and ancestral homeowners instead of non-native skilled workers and outside contractors.

Financial Sustainability. The hub’s income shall approximately divided to: 70% for the payment of professional fees to craftsmen, 20% for the training and apprenticeship of future craftsmen, and 10% for legal
compliances and miscellaneous expenses.
Major Actors Involved. Local Craftsmen, Masons and Carpenters, Vigan Conservation Council (VCC), Save
Vigan Ancestral Homeowners Association, Inc., Local Government Unit (LGU) of Vigan City, and Universityof Northern Philippines (UNP).

Acknowledgement

Outline of Disaster Risk Management Plans for Case Study Projects by ITC 2023 ParticipantsThis article was carried out through the tutelage of the 2023 ITC of the UNESCO Chair on Cultural Heritage
and Risk Management in partnership with ICCROM. The corresponding author would like to thank all theProfessors and Trainers of the abovementioned course and the International Council on Monuments andSites Philippines, Inc. for supporting my participation.

References
1)

2)

3)
4)

United Nations Educational, Scientific and Cultural Organization (UNESCO), Historic City of Vigan
Nomination Dossier (inscribed) (Paris: UNESCO, 1999), HYPERLINK "https://whc.unesco.org/uploads/
nominations/502rev.pdf" pdf, 1.
UNESCO Jakarta and International Council on Monuments and Sites (ICOMOS) Philippines, Post –Earthquake Damage Assessment of Vernacular Buildings in the World Heritage City of Vigan (Manila:
ICOMOS Philippines, 2022).
Teddy Molina, “Vigan wins UNESCO award”, The Philippine Star, November 5, 2012, https://www.
philstar.com/nation/2012/11/05/863412/vigan-wins-unesco-award.
International Council on Monuments and Sites (ICOMOS), Guidance on Heritage Impact Assessments for
Cultural World Heritage Properties (Paris: ICOMOS, 2011), pdf, 14–17.

69

2.8 Disaster Risk Management Plan for the Hungarian National Museum

Lujza Varga

 ead of Department, Hungarian National MuseumHe-mail: varga.lujza@hnm.hu; varga.ljz@gmail.com

1. Introduction(1) The Hungarian National Museum
The Hungarian National Museum (HNM) collects, preserves and exhibits all types of objects connected tothe history of Hungary and the surrounding region from the Neolithic Age to the present day and as suchis a caretaker of ca. 3.8 million objects. Besides its main mission according to the general museum functions the HNM is entrusted with some extra tasks as well, while it has member institutions, exhibition areasand storages all over Hungary and abroad – this analysis though focuses only on its main building: theclassicist palace in the heart of Budapest.
a) The main building
The HNM’s main building was constructed between 1837 and 1847 and it had to face a major threat rightat the beginning: the great flood of 1838 washed away a huge part of the city along with the HNM underconstruction, which spurred its architect, Mihály Pollack on redesigning the building and creating a moreresistant one. Innovative as it was in the middle of the 19th century, it met the expectations of that period –during the past 200 years, the building went through 2 large renovations during which it was somewhat
enlarged but the main concept remained the same: the storages, the exhibition areas and the offices are
all mixed up inside the building.
In the past few decades, the collections became much larger, while the role of a museum is fundamentallychanging: the need for exhibition areas and storages is growing, while new laboratories have been setting
up, new visitor expectations have been occurring and the museum staff must be constantly growing to beable to meet these new criteria. These quickly emerging challenges lead to a lack of space and in manycases: makeshifts, which can only be managed through the rethinking of the whole division and utilizationof the building, separating its functions.

Fig. 1 The Hungarian National Museum, Budapest
Source: by the HNM

70

2.8 Disaster Risk Management Plan for the Hungarian National Museum

Outline of Disaster Risk Management Plans for Case Study Projects by ITC 2023 Participants

Fig. 2 The HNM’s location
Source: by the authorb) The objects
Regarding the objects a large amount of them are displayed on the permanent and temporary exhibitions(usually in showcases providing different levels of protection according to the special needs), while hugecollections are in storages usually divided based on their material and types: photo, painting, coins, textiles, jewelry, pottery, books, etc.
c) The people
While establishing a DRM plan for the HNM all people inside the museum should be considered—those in
the building (both visitors and staff) and those in the museum garden: a public space and a popular meeting point for people living in the area, college students attending one of the many surrounding universities or families with small children visiting the historical playground set up in the museum garden.
(2) Values, attributes, and their holders – a museum, a national memorial & a public space
The HNM protects and represents immeasurable heritage at several levels or layers, which comprises ofthe objects and their respective intellectual and virtual representations along with the accumulated
knowledge, traditions, and values they are embedded in. This role is symbolically reinforced by the HNM’sstatus as a National Memorial: the museum was founded by Count Ferenc Széchényi who offered his personal collections to the nation in 1802 – his offer was followed by many thus creating the main core of theFig. 3 The HNM’s attributes, values and their holders.
Source: by the author

71

Fig. 4 Actor mapping: people expected to be present in the event of an emergency situation –analysis by location.
Source: by the author

museum’s collection and the idea of ‘the nation’s museum’. Thus, one year after its opening the HNM became the central location of the revolution and war of independence in 1848–1849. As such the HNM has
a symbolic role every Hungarian is aware of and is the location of the main state ceremony held on every
15th of March.

Naturally, the HNM is a carrier of the general museum functions, values, and attributes as well, while its
museum garden is a green spot in the city center carrying the functions of a public garden and unfolding
a new layer of attributes.

2. Risk analysis(1) Key hazards & vulnerabilities
Hungary is in a lucky position concerning natural hazards leaving fire, heavy rainfalls, and floods as themain risks.
Located in the middle of the Carpathian basin and surrounded by mountains from the West, North andEast, the country’s territory is determined by 2 main rivers: the Danube and the Tisza, both arriving fromthe surrounding mountains. Thus, Hungary has a long history of floods, some of which badly affected the
HNM as well. Thanks to the successful river regulations in the 19th century though, the HNM is drasticallyless affected by this risk than before. On the other hand, as climate crisis deepens, the weather extremes
are more frequent: tornados are spotted, while prolonged droughts and heavy rainfalls are becoming
common. Only in August 2023 extremely heavy rains occurred 4 times in Budapest causing flash floods
and drenching, even affecting the HNM. As these heavy rains are very quick and hard to detain in advancethe focus should be on prevention by improving resilience and minimizing damage. The HNM has 2 main
weak points where it must concentrate its efforts: the 3rd floor and the basement where the gutters cannot fully control extremely heavy rains.
Although the country is relatively safe from earthquakes some were detected during the summer of 2023,
which according to predictions may occur more often with a frequent magnitude of 5.
Industrial accident and theft are constant but less likely hazards, while the ongoing war in Ukraine, withwhich Hungary shares a border, raised the primary hazard of armed conflict again as well as the likelinessof fire, blackout, looting, theft, damaged infrastructure and industrial facilities, blockades, and vandalism
as secondary hazards. To multiply these hazards the possibly emerging situation creates a state in whichthe ‘agents of deterioration and loss’1) pose intensifying danger to CH.

72

2.8 Disaster Risk Management Plan for the Hungarian National Museum

According to the disaster history of the HNM the worst damages were caused by fires emerging during

armed conflicts: during the revolution of 1956 the building got a hit and a large fire emerged that destroyed whole irreplaceable collections leaving irreparable damage.2)(2) Worst case scenario: hit in an armed conflict

Outline of Disaster Risk Management Plans for Case Study Projects by ITC 2023 Participants

An armed conflict and its already mentioned secondary hazards are easily paired with such vulnerabilities
as unavailable coworkers, far too large collections to handle in a crisis, slow reaction, a general lack of interest and protection, the lack of uninterrupted power supply, or water shortages; while the location, thesymbolic role and the treasures kept in it may make the HNM a possible target in modern warfare. It may
have an impact on people, on the building, on the collections, the installations, the servers, etc.
After a hit the events unfolded may include fire, damaged infrastructure, failing technology causing unstable humidity and temperature, while the absence of quick help and the possible emerge of looting andtheft may deepen the crisis.

3. Mitigation measures

After analyzing the aspects, it is clear that without prior planning and prioritization, such crisis situation
cannot or just partially be successfully managed. Thus, the proposed mitigation measures emerge in different levels and processes such as policy making, planning, capacity building, implementation, and monitoring, while the scale of interventions go from ‘department level’ to ‘supranational level’. The involved
actors are varying as well: from the museum’s staff to a large scale of cooperation including the employeesof ministries, universities, humanitarian, law enforcement, military, and administrative bodies as well as international organizations.
Revising policies annually and the constant digitization and inventory revising are the basis of these measures. Establishing the DRM team and setting a DRM plan, starting prioritization and actual evacuation
planning can be the next step of this work along with finding partners and patrons, and allocating funds
and people. This planning process should include the mapping of existing fire alarms and fire distinguishers, planning their expansion, creating guidance notes for shelter, bombing, etc. as well as the creation of
CP datasheets, which can be used during an evacuation.

Fig. 5 Necessary data to be contained in the cultural property datasheet.
Source: by the author

These measurements must be paired with the establishment of extra storages for packaging material (forthe case of an evacuation), the production of extra packaging material, and the increasing of general security: strengthening the physical performance of doors, windows and showcases, increasing the number of73armed security guards and the security check (human capacity, installing body scanning machines etc.).

Establishing safe places for objects is a top priority, while amongst the fire mitigation measures installing
extra fire extinguishers in the most vulnerable rooms (rooms having wainscot, etc.), installing fire hydrants

in the garden (maybe using the already existing irrigation system), and increasing the number and capaci-ty of uninterrupted power supplies are essential. Regarding the human factor taking care of mental health

may be just as important as establishing safe places for people for the cases of bombing or shelling.
All these measures must be backed by a strong awareness raising (conferences, workshops, informal public events), and capacity building (establishing the Hungarian Committee of the Blue Shield, establishinginterdisciplinary trainings and university courses – maybe even faculties, establishing relevant integrated
databases, and performing field-exercise based on different scenarios).

Fig. 6 Mitigation proposals for the HNM.
Source: by the author

Fig. 7 Pre-disaster recovery planning for the HNM.
Source: by the author

4. Conclusion(1) Recovery plan
Recovery planning cannot stand on its own nor can it be the result of a sudden idea – it must be embedded into the larger-scale local recovery plans3), while in the case of CH located in cities the integrated area-based approach (ABA) and urban profiling can be used as well4). In the case of the HNM the recovery

74

2.8 Disaster Risk Management Plan for the Hungarian National Museum

planning applies the outcomes of the CH analysis and within the framework of ‘build back better’ it aims

to create a more functional museum by a new space allocation and enlargement – as a result the pre-disaster recovery plan includes the already existing plans for the redesign of the HNM.
(2) Final remarks & pilot project

Establishing a thoughtful and feasible DRM plan is a complex task, which cannot be performed alone: itrequires a comprehensive, integrated, and holistic approach and the coordinated work of different disciplines (the cultural sector, armed forces, law enforcement, humanitarian, and public administration).
Although the specified literature for the representatives of the cultural5,6), military7) or law enforcement8)

Outline of Disaster Risk Management Plans for Case Study Projects by ITC 2023 Participantsbodies is constantly growing and thus it is possible for them to get familiar with the topic of protecting CH
in crisis, it is not enough to separately deal with this issue.
The DRM of cultural heritage cannot be achieved without constant dialogue, teamwork, specific and local
cooperation. The basis for this can also be described as ‘3 C’: cooperation, communication, and coordination.
Regarding its realization raising awareness, establishing dialogue between the different fields and actors,
disseminating knowledge, and share good practices are important points achievable by organizing conferences and workshops, performing joint trainings, and co-creating manuals. Based on these learning
practical tools, methodologies and skills enable the creation of well-designed plans as well as performing
exercises and simulations.

Fig. 8 The Pilot Project: planning and capacity building.
Source: by the author

References
1)
2)

3)

4)
5)

Pedersoli, J. L., Antomarchi, C., Michalski, S.: A Guide to Risk Management of Cultural Heritage. ICCROM– Government of Canada, Canadian Conservation Institute, 2016
Nagy, E.: A Magyar Természettudományi Múzeum tragédiája 1956-ban. https://ujkor.hu/content/a-magyar-termeszettudomanyi-muzeum-tragediaja-1956-ban accessed 3 December 2023 accessed 2
December 2023
United Nations – World Bank – European Union: Joint Recovery and Peacebuilding Assessments(RPBAs): A Practical Note to Assessments and Planning (2017). https://www.recoveryandpeacebuild
ing.org/content/dam/rpba/documents/docs/PracticalNote.pdf?download accessed 10 September
2023
Urban Recovery Framework, UN-Habitat: Urban Recovery Framework - Policy Brief March 2022
Tandon, A.: First AID to Cultural Heritage in Times of Crisis. Handbook and Toolkit. ICCROM – Prince

75Claus Fund. https://www.iccrom.org/sites/default/files/2018-10/fac_handbook_print_oct-2018_final.
6)
7)
8)

76

pdf accessed 30 July 2023

Drdácký, M.: Cultural Heritage Resilience – A Manual for Owners and Managers. Interreg Central
Europe ProteCHt2save

UNESCO: Protection of Cultural Property. Military Manual, 2016. https://unesdoc.unesco.org/

ark:/48223/pf0000246633 accessed 15 August 2023
Suleiman, A.: The Police Guide to Approaching Movable Cultural Properties in the Event of Fires andExplosions. Preliminary Edition. https://www.iccrom.org/sites/default/files/publications/2023-09/
policeman_guide_approaching_movable_cultural_properties_2020_iccrom_sharjah.pdf accessed 3
December 2023

2.9 Disaster Risk Analysis At Chongoni Rock Art Area World Heritage
Site, Malawi
Moses Mkumpha hief Monuments Officer, Department of Museums and Monuments, MalawiCe-mail: mmkumpha@gmail.com

1. Introduction

Chongoni Rock Art Area World Heritage Site is located within a cluster of forested granite hills and covers
an area of 126.4 km2, high up the plateau of central Malawi in Dedza district. The site was inscribed on the

Outline of Disaster Risk Management Plans for Case Study Projects by ITC 2023 Participants

UNESCO World Heritage List in 2006 as a cultural site. The area comprises of red paintings associated withhunter-gatherers and white paintings associated with Chewa agriculturalists. The 127 different rock art
sites of the property make the property feature the richest concentration of rock art in Central Africa
whose majority were made by women1). The rock art records the cultural history and traditions of the peoples of Malawi: the transition from a foraging lifestyle to food production, the subsequent Ngoni invasionof the Chewa people, and the coming of the white man1). The paintings also depict symbols significant

during initiation ceremonies and ritual practices that are even practiced in the present day2). The rock art

reflects the comparatively scarce tradition of farmer rock art and paintings by BaTwa hunter-gatherers.
The property acts as a center of traditional and religious ceremonies, hence the rock art area encapsulates
living cultural traditions. The World Heritage Site is managed by the Department of Museums andMonuments (DMM) in collaboration with the community and other stakeholders. Figure 1, shows some of
the rock arts sites within the property.

Fig. 1 Chongoni Rock Art World Heritage Site paintings
Source: Department of Museums and Monuments77

2. Attributes And Values

Chongoni rock art area showcases both tangible and intangible attributes of different values. As shown in

Table 1, among the tangible attributes are 127 different rock art sites of red or white or both red and whiterock art paintings which possess historic, artistic, religious, cultural, educational, and associative values;
and the natural forest reserve (geological features, plants, and animals) of the area that is associated with

cultural/social, educational, religious, scientific, environmental and associative values. The intangible attributes of the property include ceremonies (boys’ and girls’ initiations, funeral rites and spiritual rites) andNyau dance which are associated with cultural/social, religious, educational, artistic and association values.
Tab. 1 summarizes the relation between attributes, values and stakeholders.

ATTRIBUTES
Rock Art Paintings (Red & White)

TYPES OFATTRIBUTEASSOCIATEDVALUESSCORE:
1 Low,
2 Medium,
3 HighSTAKEHOLDERS• Immovable• Tangible• Visible• Historical• Artistic• Religious• Cultural/social• Educational• Association• Scientific

•3
•3
•2
•3
•3
•3
•3

• Community• Department ofMuseums andMonuments(DMM)• Universities• Tourists• Immovable• Tangible• Visible• Aesthetics• Environmental• Religious• Cultural/social• Educational• Association• Scientific

•3
•3
•3
•3
•3
•3
•2

• Community• DMM• Universities• Tourists

Intangible• Religious• Cultural/social• Educational• Association• Artistic

•3
•3
•3
•3
•3

• Community• DMM• Universities• Tourists• Public

Intangible• Religious• Cultural/social• Educational• Association• Artistic

•3
•3
•3
•3
•3

• Community• DMM• Universities• Tourists• Public

Source: DMM
Natural Forest Reserve

Source: MT
Ceremonies (Initiations, funeraland spiritual rites)

Source: VOA
Dance (Nyau)

Source: The Tribe78

2.9 Disaster Risk Analysis At Chongoni Rock Art Area World Heritage Site, Malawi

3. Outstanding Universal Value (OUV)

Chongoni rock art World Heritage Site was listed on the basis of criterion iii and vi1). The following are thecriterion:⃝Criterion (iii): The dense and extensive collection of rock art shelters reflects a remarkable persistence of cultural traditions over many centuries, connected to the role of rock art in women›s ini-otiations, in rain making and in funeral rites, particularly in the Chewa agricultural society.

Criterion (iii): The dense and extensive collection of rock art shelters reflects a remarkable⃝Criterion (vi): The strong association between the rock art images and contemporary traditions of
persistence of cultural traditions over many centuries, connected to the role of rock art in women's
initiation
andinofrainthemakingNyau secrettheparticularly
extensive evidence
for those
traditions
within theinitiations,and insociety,funeralandrites,
in the Chewa
agriculturalsociety.
imagesoverstrong
manyassociation
centuries, together
maketheartChongoni
landscapea powerfulforceofino painted
Criterion(vi): Thebetween therock
images andcontemporary
traditions
initiation
and andof theNyau secretsociety,
andwhole
the extensive
evidenceChewa
societya significant
place
for theof southern
Africa.for those traditions within thepainted images over many centuries, together make the Chongoni landscape a powerful force in
Chewa society and a significant place for the whole of southern Africa.

4. Hazards And Vulnerabilities

Outline of Disaster Risk Management Plans for Case Study Projects by ITC 2023 Participants

Chongoni rock AND
art is under
the threat of several hazards such as cyclones, climate change, earthquakes,
4.HAZARDS
VULNERABILITIES
landslides, wildfires, biological and anthropological activities. Fig. 2, summarizes hazards, vulnerabilities

Chongonirockunder therock
threatseveralhazards
suchtheas protection
cyclones, climatechange,ofearthquakes,
and impacts
onart
theisChongoni
artofarea
which
threatens
and existence
the rock art
landslides, wildfires, biological and anthropological activities. Fig 3, summarizes hazards, vulnerabilities
heritage. There is a strong cause-effect interlinkage between primary and secondary hazards and vulneraand impacts on the Chongoni rock art area which threatens the protection and existence of the rock art
bilities. AsThere
depicted
Figure cause-effect
3, the effects interlinkage
of primary andsecondaryhazards
on thehazards
heritageandareheritage.
is ainstrong
betweenprimary
andactingsecondaryexacerbated byAsthevulnerabilities
the heritage
physical,social, economical
and institutional
facvulnerabilities.
depictedin figureof3,theeffects ofunderprimaryand secondary
hazards acting
on the heritage
areby thethevulnerabilitiesof theheritage reducing
under physical,
social, economical
andresistanceinstitutional
torsexacerbatedavailable within
heritage space.
Therefore,
vulnerabilities
and building
tofactors
availableor within
the heritage
space.
building
resistancewards hazards
preventing
hazards limit
theTherefore,
impact of reducing
disaster orvulnerabilities
neutralizes theandhazards
effect.
Analysis
towards
hazards orispreventing
hazards
limit themeasures
impact toof protect
disastertheor heritage.
neutralizes the hazards effect.
of this interlinkage
vital for framing
mitigation
Analysis of this interlinkage is vital for framing mitigation measures to protect the heritage.
SECONDARY HAZARDSPRIMARY HAZARDSClimate Change,
Earthquake, Cyclone,
Landslides, Biologicalactivities,
Anthropological activities,
Wildfires

High rainfall, High wind speed, High temperature,
Drought, Landslides, Wildfires, Fires, Vandalism,
Mining, Uncontrolled tourism, Uncontrolled grazing,
Settlement expansion, Lichens colonization

Physical; Fragility of materials, fire friendly materials
Social: neglect, no community involvement, poverty, high energy
wood demand, globalization, high population, lack of employment,
lack of ownership, low level of education

Vulnerabilities

Economical: lack of tourism investment, lack of benefit sharing, lackof community involvement
Institutional: lack of funding, lack of routine maintenance, lack of
stakeholder coordination, weak protection laws

Impacts

Loss of paintings, fading of paintings, Reduction in heritage space,
Emigration of traditional practitioners, Loss of lives, Unsustainable
harvest of natural resources, Loss of income generating activity, Lossof traditional ceremonies and ritual, Loss of identity

Summaryofofhazards,
hazards, vulnerabilities
vulnerabilities andat Chongoni
RockRock
Art Area
Fig.Fig.2
2 Summaryandimpacts
impacts
at Chongoni
Art Area

5. Risk MITIGATION
Mitigation Measure
5.RISKMEASURE

Disasters can be prevented or their impacts can be mitigated through the implementation of risk mitiga-

Disasters
can beor theirAccording
impacts canbe mitigatedthrough theof risk thatmitigation
tion measuresatpreventeddifferent levels.
to Table2, it summarizes
riskimplementation
mitigation measures
can bemeasures at different levels. According to Table 2, it summarizes risk mitigation measures that can be
implemented at the local and national scale at the property to prevent or manage disasters. The table 2,79implemented at the local and national scale at the property to prevent or manage disasters. The Table 2,shows specific levels of mitigations that spells out specific measures to be implemented in order to address vulnerabilities or to mitigate risks associated with the level and it further indicate stakeholders to be
involved in the implementation of the measures.

Tab. 2 Mitigation Measures at Chongoni rock art areaLEVEL

STRATEGICLEVELPHYSICALPLANNINGLEVELTECHNICALLEVELEDUCATION
AND
AWARENESS

MEASURES

VULNERABILIES/ RISKMITAGATEDSTAKEHOLDERS

Development of Disaster Risk
Management Plan, review ofHeritage Laws & Policies, develop
Site development policy

loss of lives & livelihoods, lackof funding, lack of community& stakeholder engagement,
lack of research and documentation, Fire damage, lack ofroutine maintenance, building
weak infrastructure, economical loss

Municipality
council,Community, Deptof Tourism and Its
Associates, Police,
Fire Dept, Forest
Dept, Dept ofDisaster Affairs,
DMM

Effective land use for Agriculturalactivities & others, implement
better suited infrastructure development, Reforestation

Weakening soils and rocks
stability, reinforcing soil & rockstability, removing threats forfire ignition, creation of fire
breaks, enabling creation ofevacuation routes & shelters

Municipality
council,Communities,
Dept of Tourism,
Forest Dept, DMM,
National herbarium & Botanic
Gardens

Installation of seismic & fire
detectors, erection of informationand directional signage, reinforcement of falling rocks, reinforcement of caves/ rock shelters,
establishment of evacuationroutes & shelters, procurement offire vehicle, implementation offire suppressing system, researchand documentation of heritage,community and stakeholders’empowerment, provide funds fortourism enterprises, conductroutine maintenancelack of monitoring system, lossof lives & properties, lack ofroutine maintenance, lack ofevacuation shelter & routes,
lack of community participation, neglect, lack of preservation of heritage information(value & attributes), lack of fire
suppression mechanism(hydrants), deforestation

Municipality
council,Communities,
Stakeholders,
ForestDepartment,
DMM,
Department ofFire, Department
of Disaster affairs,
Donor partners

To build capacities of stakeholders and staff on values & attributes of the site, disaster risk
management plan and their roles
and integration of traditional
knowledge in management of
the sitelack of funding, lack of community monitoring and participation, loss of lives & properties,
lack of routine maintenance,neglect, lack of preservation ofheritage information (value &attributes), to build knowledge
on values and attributes anddisaster risk assessment

Municipality
council,Communities,
Stakeholders,
ForestDepartment,
DMM

6. Earthquake Worst Case Scenario

One busy afternoon with tourism activities at peak at the rock art site, suddenly an earthquake of 6.5 magnitude strikes about 15 km away from the area resulting in rock fall, collapsing of caves, and damage tothe bridge and houses within the area. 6 hours later, a fire is spotted having originated from nearby802.9 Disaster Risk Analysis At Chongoni Rock Art Area World Heritage Site, Malawi

high-voltage electric power lines which run through the property and spread to the forest. The incident

leads to injuries of tourists and officers, tourists trapped in caves, damage to offices and community hous-es, blockage of access roads, loss of livelihoods by communities, restriction of cultural spaces, postponement of traditional ceremonies, cancellation of bookings, and damages to rock paintings.

7. Emergency Preparedness And Response

Outline of Disaster Risk Management Plans for Case Study Projects by ITC 2023 Participants

In disaster occasions, saving people is a first priority, and cultural heritage issues come later. There is aneed to evacuate affected people to a safe place hence there is a need to have an evacuation plan that
could have details of evacuation zones, routes and temporary shelters for free injured people within thearea. An ambulance vehicle and first Aid kit supplies have to be available at the heritage facility. Securing
the area and enabling the emergency responder management team to take charge of the situation is thenext step to be followed. The emergency team has to be led by the DMM official in conjunction with officials from the Department of Disaster Affairs. The team should include representatives from the security
agencies, local authorities, civil society and Departments concerned with disaster-related issues. Table 3
shows a list of actions to be undertaken by DMM and its collaborators to address emergency situations incase of disasters to safeguard lives and protect the heritage.
Tab. 3 Risk preparedness and response measures at Chongoni rock art world heritage site

PRE DISASTER PLANNING

DURING DISATERPOST DISASTER PLANNING• Set a DRM Plan,• install signage related to evacuation,• Install smoke detectors & seismic detectors,
Install fire suppression system,• Train Communities on disaster prevention,• Promote community engagement programs,• Document heritage attributes and values,• Promote community tourism business,• Conduct disaster prevention drills,• Develop access roads,• Keep visitor records entering the caves•A ssigned Site Manager as
in-charge•E nsure easy access to allplaces•A ssign DMM staff to guide
everyone to a safe place,•E nsure protection suits andworking equipment is provided,•A rrange for medical assistanceand evacuation vehicle(Ambulance)• DMM to take charge of therecovery process,• Conduct condition assessmentof heritage,• Implement security measureson the site,• Conduct rescue of damaged
paintings,• Plan for restoration works,• Restore the paintings

The Pre-disaster planning phase focuses on putting in place measures to protect the heritage and save life
through implementation of various tasks that prepares and protect the heritage and the surrounding
communities to be alert of the hazards, resist its impact and immediately respond to hazards so that disaster effects are minimized while Disaster phase focuses on actions to save and protect lives as well as secure the heritage. Post disaster phase focuses on actions to restore the original state and the function of
the heritage while ensuring that the heritage is better prepared to survive the next round of hazards if it
can be striked again. The phases are connected in a circular manner.

8. Recovery Plan

Once disaster strikes, a recovery team should immediately set foot on the ground to start recovery processes. The recovery mechanism should be well coordinated and inclusive of all stakeholders. Table 4shows short and medium-long-term recovery measures for Chongoni rock art in case of earthquake andfire. The measures outline actions to be undertaken to recover from disasters’ damage, resume work, andrebuild better so that heritage and communities return its function and are resilient to future disasters3).

81

Tab. 4 Recovery measures at Chongoni rock art World Heritage site

SHORT TERM MEASURESMEDIUM-LONG-TERM MEASURES•T o conduct a condition assessment of affected
heritage• To rescue the damaged painting•U ndertake cost analysis and budgeting forrecovery work
• To conduct festivals or prayers for healing• To provide temporary spaces for ceremonies•T o provide shelter and other needs to the community• To temporarily restore and open the sites•T o restore livelihood activities and infrastructureservices• Undertake comprehensive research and documentation of rock art• conduct restoration of rock art• build capacities of communities in multiple
income generation• build capacity of stakeholders in disaster prevention and site management• Raise awareness of heritage values and attributes
and their contributions to sustainable development among all stakeholders• Integrate site plans into the region planning of
the area

9. Conclusion

Chongoni rock art World Heritage site is susceptible to multiple disasters as such developing and implementing a Disaster Risk Management Plan (DRMP) is paramount in protecting the heritage. All stakeholders have to play their roles in DRMP to ensure that DRMP is effective and achieves its objectives.

Acknowledgement

I wish to thank all the resource persons of the ITC Course and my mentors (Lata, Dowon, Jigyasu) for all
their invaluable support and guidance throughout the program. My sincere thanks also extend to all theparticipants for all their advice and knowledge, and experiences shared.

References

1） UNESCO 2006, Chongoni Rock Art World Heritage Area, https://whc.unesco.org/en/documents/1334,
accessed 20 November 2023
2） Juwayeyi, Y.M. and Phiri, M.Z.: The state of rock art research in Malawi, Occasional Papers of the
Malawi Department of Antiquities, No. 1, pp53–66, 1992
3） Sendai Framework for Disaster Risk Reduction (SFDRR) 2015–2030 (2015), United Nations https://www.preventionweb.net/files/43291_sendaiframeworkfordrren.pdf, accessed 2 December, 2023

82

2.10 Disaster Risk Management Plan for Shalamar Gardens Lahore
Pakistan
Muhammad Rizwan Riaz A ssociate Professor, Department of Civil Engineering, University of Engineering &Technology Lahore
e-mail: rizwan.riaz@uet.edu.pk

1. Introduction

Shalamar Gardens in Lahore, Pakistan, stands as an embodiment of Mughal grandeur and architectural finesse. Commissioned by Emperor Shah Jahan in 1641, these magnificent terraced gardens symbolize theopulence of the Mughal Empire. Designed to replicate the concept of paradise from the Quran, the gardens boast a meticulous layout divided into three main terraces: the upper, middle, and lower levels1,2).
Outline of Disaster Risk Management Plans for Case Study Projects by ITC 2023 Participants

The site is enclosed by high walls built of brick and decorated with intricate patterns, separating it fromthe bustling city outside, creating a tranquil haven within. Adorned with stunning fountains, pavilions, reflecting pools, and lush greenery (Figure 1), Shalamar Gardens enchant visitors with their symmetricalbeauty and historical significance, showcasing the exquisite craftsmanship and mastery of landscape design from the bygone era of Mughal rule. In 1981 UNESCO included Lahore Fort and Shalamar Gardens in
the list of World Heritage Sites.

Fig. 1 Aerial view of the first and second terrace of the garden
Source: DGA, Government of Punjab

2. Characteristics of Site

Spread over an expansive area of about 80 acres, Shalamar Gardens in Lahore exude an air of serenity andmagnificence. Nestled in the northeast of Lahore, the gardens are enveloped by a natural landscape, featuring the Ravi River on one side. The garden’s dimensions are marked by three main terraces, each withits distinct features and purpose, connected by grand, wide staircases. The garden measures 2006 feetfrom north to south and 874 feet from east to west, is enclosed with a high perimeter wall and laid in threedescending terraces named Farah Bakhsh (The Upper Most Terrace, 874 × 874 feet), Faiz Bakhsh (Middle
Terrace, 874 × 258 feet) and Hayat Bakhsh (The Lowest Terrace, 874 × 874 feet). Each terrace is divided
into four equal parts by cross channels and raised brick pavements. There is a tank at each crossing of thechannels. The uppermost terrace houses pavilions and elegant marble basins while cascading down to
the lower terraces adorned with symmetrical water channels, fountains, and meticulously landscaped
greenery, all contributing to the ethereal charm of Shalimar Gardens. The site is located in a densely populated area and is closely surrounded by private settlements separated by roads on all four sides as shownin Figure 2.

83

Fig. 2 A view of the site and its surroundings
Source: DGA, Government of Punjab

3. Attributes and Values

The Shalamar Bagh is the only remaining Mughal Garden in Lahore, which was solely planned as a landscape feature and not as a garden complimenting the surroundings of a historic structure. Historically, theBagh was designed as a self-contained enclosure, with its own water supply system, its own food produced through fruit trees, fortified walls with strong gateways, and plenty of fresh air away from the congested walled city of Lahore.
Currently, it is the only garden providing a socio-cultural, historic and contextual identity to the citizens of
Lahore1). The current urban setting of the historic Bagh makes it a unique site that can offer breathable
space, an environmental paradise, by being an urban green and open space to the residents of the surrounding housing colonies. The Shalamar Bagh retains its original layout, along with the arrangement of
its built elements2). The terraces are still fully integrated and connected with each other. The landscapefeatures, despite going through massive plantation alterations, still retain the original garden/lawn outTab. 1 Heritage attributes and values for the Shalamar Gardens
Attributes

84

Heritage Values

The only remaining Mughal Garden in Lahore/Pakistan. (Original
layout, features and boundary walls)

Evidential, Historic, Associative

Houses one of the only two Shahi Hammams of Mughal era in their
original form and layout in the country.

Evidential, Historic, Associative,
Uniqueness

Only garden providing socio-cultural, historic and contextual identity
to the citizens of Lahore.

Social, Cultural, Historic,Contextual, Use

Custodian of the remains of hydraulic tanks and fountain system(Evidence of Mughal engineering advancement)

Historic, Associative,
Archeological

Plantation scheme (evidence of the high knowledge and skill base of
Mughal baghbans)

Historic, Associative

Houses several intricate/fragile decorative features like Mughal
Fresco and Kashikari.

Architectural, Aesthetic, Cultural

Houses cultural events (Melas and Urs) for Lahore city

Cultural, Social, Religious, Use

A point for architectural and biodiversity-related studies

Educational

One of the most visited tourist spots in the city

Social, Economic

2.10 Disaster Risk Management Plan for Shalamar Gardens Lahore Pakistanline. The garden is the custodian of the remains of Hydraulic Tanks, evidence of the technological advancements of the Mughal designers and engineers. The plantation scheme is evidence of the highknowledge and skill base of the Baghbans (gardeners), and the intricate/fragile decorative features are in-dicative of the creative understanding of design elements. This historic garden embodies architectural,
landscape, artistic, and historic heritage values along with the technological value of the sophisticated hydraulic system of the garden. Table 1 details the values that this site possesses.

4. Risk Assessment

Outline of Disaster Risk Management Plans for Case Study Projects by ITC 2023 Participants

Lahore, nestled in the heart of the Punjab province in Pakistan, faces various natural hazards typical of anurban setting. The city experiences occasional flooding due to heavy monsoon rains, compounded by inadequate drainage systems and encroachments on natural waterways. Moreover, Lahore encounters severe temperature variations and air pollution concerns, affecting air quality and public health. Additionally,
seismic activity, although infrequent, poses a potential threat, as Lahore falls within a seismic zone3), mak-ing it susceptible to earthquakes, necessitating preparedness measures to mitigate potential risks. The
ambient vibrations from the metro train, road traffic, and machinery working in the proximity of the site,
and the intentional or accidental human activities are some of the other hazards to which the site is susceptible and which can significantly affect the heritage values of the site. For the Shalamar Garden site,
the potential hazards, vulnerabilities, capacities, and possible risks or impacts are presented below(Figure 3).

5. Worst-case Disaster Scenario

Incessant Monsoon Rain spells in July resulted in 150mm of precipitation in Lahore city combined withstrong winds and lightning. The situation is further worsened by an Earthquake tremor. The chocked
drainage system of the neighborhood resulted in several feet of flooding. Due to the lower level of all
three garden terraces from outside, the hydrostatic pressure fails the North wall of the third terrace. Water
also flows from G.T road (south end) from the first terrace towards the third terrace and results in the failure of the weak divide wall and 6–7 ft water is accumulated in the garden’s third terrace. The accumulated
water results in the failure of the east and west side walls of the third terrace. Percolation of water fromthe shahi hammam side damages the hammam. The water recedes later but the 4–5 ft lower-level water

Fig. 3 Risk assessment for Shalamar Gardens

85

stays inside only to be absorbed in the ground or penetrate the masonry. Mosquito/disease breakout hap-pens along with the growth of thick vegetation in the stagnant rain and sewerage from neighborhood
mixed water. Due to open access to the public following the failure of the boundary wall, the red andwhite stone tiles and a few wooden doors from the Mughal era are stolen. The conservation record andthe photo gallery are damaged by the accumulated water. The fountain system is choked, and local failures and differential settlements are observed in the structure.

6. Mitigation Measures

For the effective implementation of a disaster risk management plan, several mitigation measures (bothstructural and non-structural) need to be taken. Some significant conservations and strengthening/repair
efforts have been done by the Archeology Department Punjab in the recent past2), however, there is still aneed for repair in several parts of the site. The structural mitigation measures need to focus on repairingand strengthening the weaker components of the masonry structural components of the garden, improving both the external and internal drainage of the site, ensuring fire mitigation measures are put in place,and measures to avoid the possibility of theft or vandalism at the site before or during the worst-case disaster scenario. The non-structural measures mainly include increasing the security and site management
staff, developing liaison with the community and the emergency departments for the execution of safety
drills and implementation of the DRM plan, training the site staff, and developing a plan to use the site effectively and safely as a shelter during the worst-case scenario. The major stakeholders are the Walled Cityof Lahore Authority (WCLA) as the owner, the Lahore Development Authority (LDA), Water and Sanitation
Authority (WASA), the neighboring community, Police and the rescue departments. The details of the required mitigation measures, the responsible stakeholders, cost and duration are mentioned in Figure 4.

Fig. 4 Proposed mitigation measures for Shalamar Gardens

7. Preparedness and Response Measures

As shown in Figure 5, flood, earthquake, fire, and theft are the possible hazards during the worst-casescenario, and effective pre-disaster, disaster, and post-disaster preparations are needed to ensure the safety of the heritage values of the site. For this purpose, several preparedness measures are proposed such as
fire extinguishers for controlling fire; recharge wells for effective use of rainwater; security cameras, wire-86

2.10 Disaster Risk Management Plan for Shalamar Gardens Lahore Pakistan

Outline of Disaster Risk Management Plans for Case Study Projects by ITC 2023 Participants

Fig. 5 Various preparedness measures proposed for Shalamar Gardens
Source: Author, technical drawing courtesy of DGA, Govt. of Punjab

less sets, and loudspeakers for effective security and visitor management; emergency ladders for evacuation and cordon arrangements to protect the fountain pond in the second terrace. It is important to mention that currently there is a lack of such measures to control the fire, manage the rainwater, surveillance
the site, management of the tourists in the worst-case scenario, and to ensure the safety of the site and its
values during its possible use as a shelter during the worst-case scenario. Other than these non-structural
measures, the development of safety flyers for the information of visitors, formation of teams involving
staff and neighboring communities and defining their roles, training of these teams, and establishing liaison with the local emergency departments are also proposed to ensure proper preparation to cater the
possible worst-case situation. Moreover, advance agreements for rapid assessment and recovery with research institutes, consultants, constructors, funding agencies, and donors need to be established and afundraising strategy (donations and commercial) needs to be developed for post-disaster recovery.

8. Conclusion

Shalamar Gardens are vulnerable to natural as well as man-made hazards which are pointed out in thisplan and respective mitigation and preparedness measures are proposed. The risks can be reduced
through preparedness, the presence of trained disaster response teams, and an aware and trained local
community. Monitoring is the key to disaster reduction and management of the site and thus the systems
in place need to be taken seriously as well as constantly updated and reviewed. The proposed plan needs
to be interpreted into SOPs for monitoring and reviewing the site conditions regularly and mechanisms
put into place that allow rapid response. In conclusion, a well-trained management team and an aware
sensitized community to the value of this world heritage site is the key to its safeguarding.

References
1)
2)

3)

Shalamar Gardens Master Plan 2006–2011, UNESCO Islamabad, 2006.
Rabia Khaskheli, Weiping Zhang: City of Gardens from a Lost to Retrieve Paradise. Conservation and
Preservation Analysis within Shalimar Gardens Lahore Pakistan, International Journal of Scientific &Engineering Research, Volume 12, Issue 8, 2021.
Building code of Pakistan – seismic hazard evaluation studies. Ministry of Housing and Works,
Government of Pakistan, 2007.
87

2.11 At-Turaif District in Ad-Dir’iyah

Razan Al-Faqeer

 onservation Architect, Diriyah Gate Development Authority
Ce-mail: Ralfaqeer@dgda.gov.sa

1. At-Turaif District(1) Introduction
At-Turaif District was founded in the 15th century. It represents the distinctive Najdi architectural style,which is specific to the central Arabian Peninsula. During the 18th and early 19th centuries, its regionalsignificance in politics and religion grew, and the citadel of at-Turaif became the focal point of the Houseof Saud’s temporal power and the dissemination of the Islamic reform movement in Arabia. The property
encompasses the remnants of numerous palaces and an urban complex situated on the outskirts of thead-Dir’iyah oasis. At-Turaif encompasses houses, defensive structures, mosques, and palatial complexes.
These structures exhibit various wall morphologies, heights, and construction techniques, primarily including adobe, rammed earth, and stone masonry. A partial restoration of the site was carried out between 2007 and 2013. The restored area corresponds to the portion of the site that remained occupied
during the 19th century. However, approximately 10 hectares of the site have remained untouched since18181). (Figure 1)

Fig. 1 Salwa Palace, part of the At-Turaif district
Source: By the Author(2) Conservation Methodology
Preventive conservation is the methodology used in conservation projects inside Diriyah Gate
Development Authority (DGDA) to minimize or prevent damage or deterioration to the structures. The
goal of preventive conservation is to reduce the need for more invasive and costly treatments in the future
by taking proactive measures to preserve cultural assets before they deteriorate or become damaged. It
involves a range of activities, including condition assessment, monitoring, and regular maintenance2).

(3) Structure and Material
The key structural technique used in At Turaif is the use of mud bricks and adobe. Mud bricks are madefrom a mixture of mud, straw, and other organic materials, which are molded into shape and then sundried. Mud bricks were a common building material in the region due to the abundance of clay and thescarcity of wood and stone. As wood was used for ceilings and stone was used for columns and wall bases. Adobe is often used for walls and other load-bearing structures3) (Fig. 2).

88

2.11 At-Turaif District in Ad-Dir’iyahFig. 2 Examples of mud wall construction by adobe and mud bricks.
Source: By the Author
Outline of Disaster Risk Management Plans for Case Study Projects by ITC 2023 Participants

2. Risk Analysis and Assessment(1) Hazards & Vulnerability & Risk
Turaif District is subject to various hazards, vulnerabilities, and risks. In addition to the hazards mentioned
in the diagram below (Figure 3), other potential risks should be considered. These hazards encompass
heavy rain, sandstorms, and fire, while secondary hazards consist of flooding, cliff collapse, and vegetation
fire. By examining the intersection between these hazards and the vulnerabilities specific to the site, we
can identify a range of potential impacts that may affect the site’s overall condition and safety.

Fig. 3 Hazards, vulnerability, and risk of Turaif District
Source: By the Author(2) Risk Assessment
The residential clusters in At Turaif District are highly authentic in shape, with high integrity in terms ofmaterials, except for the doors which appear to be more recent and made of wood. In terms of construction systems and building materials, the foundations are made of limestone masonry. The wall base consists of limestone masonry rising to 40 cm and mud brick masonry. The wall base around the courtyard iscovered with a mud plaster coating. The floors are made of compacted mud soil, except for the staircase
which is coated with a mud plaster. The walls are constructed using mud brick masonry and mud plasterfor the external and internal faces. There are no columns, and the ceiling is made of Tamarisk beams with
palm-leaf spines or wooden planks. The roof is covered with a layer of mud (Fig. 4).
(3) Attributes and significance
Heritage attributes in Turaif District show the traditional mud-brick settlement, this attribute holds tangi-

89limestone masonry rising to 40 cm and mud brick masonry. The wall base around the courtyard is covered
with a mud plaster coating. The floors are made of compacted mud soil, except for the staircase which iscoated with a mud plaster. The walls are constructed using mud brick masonry and mud plaster for theexternal and internal faces. There are no columns, and the ceiling is made of Tamarisk beams with palmleaf spines or wooden planks. The roof is covered with a layer of mud.

Fig. Attributes
4 A detailedandrisksignificanceassessment of a specific part of the cluster is needed to identify water accumulation locations.
(3)
Source: by the Author

Heritage attributes in Turaif District show the traditional mud-brick settlement, this attribute holds tangible
heritagevaluevalue
as it showcases
a distinctive
Najdi architectural
style and serves
an example
ofan
a traditionalbleheritageas it showcases
a distinctive
Najdi architectural
styleasandserves as
example of a trahuman settlement
in a desert environment.
The Conservation
Unit
holds this attributeand considers
it to beand conditional
human settlement
in a desert environment.
The
Conservation
Unit holds
this attributeof high priority. Another attribute highlighted is the spread of the Islamic reform movement in Arabia. Thissidersit to
be ofhigh priority.
attribute highlighted
is thespreadthetheIslamic
reformmovement
attributeholds
intangible
heritageAnothervalue, specificallyin the realm of
religion,
as itofwas
religious
capitalinattributeholds
intangible
heritagevalue,
realmandof managing
religion, as
of Arabia.
the FirstThis
Saudi
State. The
History
and ResearchUnit,
are specifically
responsible infortheholding
thisit was theattribute, witha mediumpriority.
TheThedocument
mentions
thatUnit,
the original
home of thereligious
capitalof the level
First of
Saudi
State.
Historyalso
andResearch
are responsible
forSaudi
holding androyal family and the political and administrative center of the first Saudi state is considered a heritage
managing this attribute, with a medium level of priority. The document also mentions that the original
attribute. This attribute holds intangible heritage value in the political aspect. The History and Researchhomeof responsible
the Saudi royalfamilyandandmanaging
the politicaland administrative
centerof the first
Saudi
Unit, arefor holding
this attribute,with a high levelof priority.
Lastly,the state
Turaifis considDistrictis mentioned
as anThis
attributethat holds
comprises
the remainsof avalue
relatively
urban
ered
a heritage
attribute.
attributeintangible
heritagein thecomprehensive
political aspect.
The History
ensemble.
While
many
buildings
withinthedistrictareinruins,
themajorityofthecomponents
are
still
and Research Unit, are responsible for holding and managing this attribute, with a high level inof priority.
place, showcasing their tangible heritage value in terms of integrity. The Heritage management department,
Lastly,the
TuraifDistrictismentionedasanattributethatcomprisestheremainsofarelatively
comprethe Conservation Unit, and the Archeology Unit hold this attribute, considering it to be of high priority
hensive urban ensemble. While many buildings within the district are in ruins, the majority of the components are still in place, showcasing their tangible heritage value in terms of integrity. The Heritage management department, the Conservation Unit, and the Archeology Unit hold this attribute, considering it to
be of high priority (Fig. 5).

Fig. 5 Detailed Attributes and Significance of Turaif District
Source: by the Author90

2.11 At-Turaif District in Ad-Dir’iyah(4) Worst Case Scenario

On the rainy evening of February 23rd, between 7 and 10 p.m., the At-Turaif site was open to visitors.
During this time, a community program called the Local Farmer was ongoing in one of the clusters. The

visitor count was approximately 250 people inside the site. Due to the prediction of heavy rain and storms

in the upcoming hour, alert messages were sent to phones advising people to stay in a safe place.

Outline of Disaster Risk Management Plans for Case Study Projects by ITC 2023 Participants

Unfortunately, the site manager was stuck in traffic at the entrance of Diriyah. As the storm and heavy rain
began, panic ensued among the visitors. Some visitors became trapped inside the visitor centers. The floor
became muddy and slippery, resulting in three visitors slipping and falling heavily. Water started to accumulate in various areas within the clusters, and the sound of cracked wood could be heard. The floor
drainage holes were blocked, leading to flooding in the pathways. The tour guides and security personnel
were unable to control the panicked crowd. Additionally, mud chunks started to fall from the clusters’ elevations. The flood eventually closed the entrance, and the evacuation plan was not functional. After twohours, the site manager, ambulances, and the royal guard arrived at the site. The city municipality worked
to drain the water and clear the way for visitors. The injuries suffered varied in severity, ranging from serious to superficial. The injured individuals were transported to the nearest hospital, which was 2 kilometers
away from the site. The Turaif senior conservation architect and site director have established a frameworkagreement with a local vendor and trained locals to implement emergency shoring and sandbags within
the clusters.

3. Mitigation and preparedness

This overview of structural measures to preserve and protect heritage sites in Turaif District. It addresses
various hazards, vulnerabilities, and risks that could impact these sites. The measures aim to safeguard thehistorical and cultural significance of the sites for the long term. One set of measures focuses on improving the drainage system to mitigate water-related hazards and structural weakness. This includes reusing
the ancient drainage system and directing it to wells in the Turaif District and surrounding areas.
Additionally, improving drainage in slopes, stairs, and multi-level areas within the archaeological sites issuggested. Regular maintenance of existing drainage and manholes is also emphasized. Another set ofmeasures involves constructing hazard barriers to protect the sites from floods, fires, and strong winds.
Rammed earth barriers are proposed to redirect flooding water and act as a barrier between At Turaif
District and Hanifa Valley farms. Wind barriers are also suggested to mitigate the impact of strong winds
near the archaeological sites. Monitoring measures include the installation of heat/smoke detectors andsensors/laser scan/total stations. These measures aim to detect and prevent fire, weakening of structures,and potential collapses. Various stakeholders such as the Heritage Management Department,
Conservation Unit, and Facility Management’s Asset Management Unit are involved in monitoring and ensuring the safety and preservation of the sites. Additionally, the document discusses non-structural measures such as capacity-building training, partnerships, and collaboration to address the loss of traditionalbuilding techniques and documents. The involvement of stakeholders such as the Civil Defense, Turaif sitemanagement, the Royal Institute for Traditional Arts, and Saudi ICCROM highlights the importance of collaboration and partnerships in heritage preservation (Figure 6).
This overview of non-structural measures to preserve and protect heritage sites in Turaif District. The measures aim to address hazards, vulnerabilities, and risks that could impact heritage sites. Evacuation planning: Creating an effective plan to mitigate crowd stampedes and injuries. Key stakeholders: Civil Defense
and Turaif site supervisors. Implementation: long-term, cost: low. Mud brick conservation: Preserving thehistorical and cultural significance of the sites. Stakeholders: Heritage Management Department and RoyalInstitute for Traditional Arts, specifically the Mud Building Program. No information on implementation
duration or cost. Emergency building shoring: Preventing loss of historic fabric and structure.
Stakeholders: Heritage Management Department and Royal Institute for Traditional Arts. No information
on implementation duration or cost. Collaboration and partnerships: Addressing loss of traditional build-91

Fig. 6 Structural mitigation and preparedness efforts are crucial to preserve and protect heritage sites in the Turaif District.
Source: by the Author

Fig. 7 Non-structural Mitigation and preparedness efforts are crucial to preserve and protect heritage sites in the Turaif District.
Source: by the Author

92

2.11 At-Turaif District in Ad-Dir’iyah

ing techniques and documents. Stakeholders: Heritage Management Department, Royal Institute for
Traditional Arts, and Saudi ICCROM. Implementation: long-term, cost: low (Fig. 7).

4. First Aid Planning

In the planning phase, coordination and collaboration are crucial in preparing for disasters and post-disas-

Outline of Disaster Risk Management Plans for Case Study Projects by ITC 2023 Participants

ter situations. This involves close collaboration between relevant authorities, cultural heritage organizations, and local communities to coordinate recovery efforts. The key objectives are to share information,
pool resources, and engage the expertise of conservation professionals. By working together, these stakeholders can effectively mitigate the impact of disasters on cultural heritage sites. One important aspect ofplanning is safety assessment. This involves assessing the structural stability of heritage sites, identifying
potential hazards, and establishing safety protocols. The institutions involved in this process include theConservation Unit, Heritage Commission, The Royal Institute for Traditional Arts (TRETA), and Civil Defense.
By conducting thorough safety assessments, stakeholders can identify potential risks and develop appropriate strategies to minimize damage and ensure the safety of personnel involved in recovery efforts.
During the actual disaster, emergency conservation measures are implemented to prevent further decay
or loss of cultural heritage structures. This may include stabilizing fragile materials, removing debris, or implementing temporary protective measures. The Rapid Response Unit and trained volunteers from The
Royal Institute for Traditional Arts (TRETA) play a crucial role in carrying out these emergency conservation
treatments. Their expertise and quick response are essential in preserving the integrity and authenticity of
the affected heritage sites. Stabilization and temporary protection measures are also implemented
post-disaster to prevent further deterioration of damaged structures and protect vulnerable artifacts. This
may involve temporary bracing, shoring, or covering exposed areas. The Conservation Unit, Heritage
Commission, The Royal Institute for Traditional Arts (TRETA), and Civil Defense are actively involved in implementing these immediate measures. By stabilizing the structures and protecting artifacts, stakeholders
aim to prevent additional damage and ensure the long-term preservation of the cultural heritage sites.
Rescue and recovery efforts prioritize the retrieval of artifacts, artworks, and documents from the affected
cultural heritage sites. Trained personnel, including Turaif site management, the Museum Commission,and heritage management students, handle these items with care and follow appropriate conservation
protocols to prevent additional damage. Their expertise and specialized knowledge in conservation practices play a crucial role in ensuring the successful rescue and recovery of these precious cultural artifacts.
Documentation and recording of the condition of the affected cultural heritage sites are of utmost importance. This involves capturing detailed photographs, creating drawings, and maintaining written records.
The Conservation Unit and The Royal Institute for Traditional Arts (TRETA) are responsible for documenting the condition of the sites. This comprehensive documentation serves as a valuable resource for future
restoration and recovery efforts. It helps in understanding the extent of the damage, planning restoration
projects, and preserving the historical and cultural significance of the heritage sites.

5. Pre-disaster recovery planning

As shown in the schedule below (Figure 8), Pre-disaster recovery planning involves developing strategies
and processes to facilitate the recovery and restoration of an area or community in the aftermath of a disaster. It focuses on proactively identifying potential risks, establishing recovery frameworks, and coordinating efforts to ensure a swift and effective response to mitigate the impact of a disaster and expedite
the recovery process.

6. Conclusion

The conservation and restoration plan for cultural heritage assets in Turaif District aims to preserve andprotect their historical and cultural significance. It involves a comprehensive approach with various stake-93

Fig. 8 Pre-disaster recovery planning
Source: by the Author

holders, including authorities, cultural heritage organizations, professionals, and local communities. By assessing, prioritizing, and engaging the community, the plan ensures holistic and effective preservation.
Mitigating hazards, vulnerabilities, and risks is also crucial for the safety and resilience of these sites.
Prioritizing the preservation of key attributes such as the mud-brick settlement, Islamic reform movement,
royal family’s original home, and urban ensemble contributes to the local community’s identity and pride.
By implementing the plan’s strategies, we can ensure the long-term sustainability of these sites and promote the region’s cultural richness and diversity. Through the preservation of our cultural heritage, we canconnect with our past, understand our present, and shape a more inclusive and vibrant future for generations to come.

References
1)

2)
3)

94

Heritage and Culture Division, History and Research Unit. (2018). The spread of the Islamic reformmovement in Arabia.
Heritage management department, Conservation Unit. (2020). Traditional Najdi mud-brick settlementin the desert.
Heritage and Culture Division, History and Research Unit. (2019). Original home of the Saudi royalfamily and the political and administrative center of the first Saudi state.

Developing a Disaster Risk Management Plan for AlUla Old Town (Saudi
Arabia)2.12 Developing a Disaster Risk
Management Plan for AlUla Old Town
(Saudi Arabia)
Rut Ballesteros Carrión

Rut Ballesteros Carrion

 ultural Heritage Conservation Manager, Royal Commission for AlUla, Saudi
C
ArabiaCultural Heritage Conservation Manager,e-mail:r.ballesteros@rcu.gov.sa
Royal Commission
for AlUla, Saudi Arabia

Email: r.ballesteros@rcu.gov.sa

1. Introduction
1. Introduction

Thetown
townofofAlUla
AlUla(Arabic:(Arabic: ‫ ْٱﻟﻌ َُﻼ‬−al-ʿulā),al-ʿulā), lies
lies within
within thethe modern
modernCounty
CountyofofAlUla
AlUla innorthwestofof SaudiThein thethe northwest
Arabia,300300kmkm
north
ofofMadinahfrom thetheRedRedSea.
Sea.ItItisislocatedlocatedWadi
AlQura (theSaudi
Arabia,north
Madinahand
and135135 kmkm inland
inland from
in in
Wadi
AlQura(theValley
Valleyofof
theVillages),
Villages),framedsandstonemountains
mountains andand thethe lava
fields ofof thethe Harrat
theframedbyby
sandstone
lava fields
Harrat Uwayrid,
Uwayrid, which
which
rise
over
1000
m
above
sea
level.
The
narrowest
point
of
this
valleymeasuringjustover1 1kmkm
wide(Fig. 1).
rise over 1000 m above sea level. The narrowest point of this valley measuring just overwide
(Fig 1).
Outline of Disaster Risk Management Plans for Case Study Projects by ITC 2023 Participants

Fig. 1 North view of the AlUla valley, with AlUla Old Town at the center.
Source: RCU
Fig. 1. North view of the AlUla valley, with AlUla Old Town at the center.
Source: RCU a chronological sequence of settlements beginning
Archaeological evidence in the valley has establishedin 200,000 BC. AlUla has been a natural crossroads for commercial activity for millennia, forming the site ofArchaeological evidence in the valley has established astchronological sequence of settlements beginningmillennium
BCE. for
Positioned
the ancientimportantroutesfromcrossroads
at least thein 200,000
BC.trading
AlUla hasbeenuseda natural
for1commercial
activity
millennia,onforming
the siteIncense
Route fromSouthern
into Egypt
AlUla becamea hub of oncommercial
cultural exof important
tradingroutesArabia
used fromat leastandthebeyond,
1st millennium
BCE. Positioned
the ancientand
IncenseRoutefrom Its
Southern
Arabiainto
Egypt
andimportant
beyond, destinations
AlUla became
hub of ofcommercial
andmyrrh
culturalchange.
settlements
and
oases
were
foratraders
frankincense,and othexchange.
Its settlements
and oases were important destinations for traders of frankincense, myrrh and otherer precious
commodities.
precious commodities.
Most famous among its settlements is Hegra, Saudi Arabia’s first UNESCO World Heritage Site. A 52-hectMost famous among its settlements is Hegra, Saudi Arabia’s first UNESCO World Heritage Site. A 52‐
are ancient city, Hegra was the most important Nabataean city in the south of the Nabataean Kingdom
hectareancient city, Hegra was the most important Nabataean
city in the south of the Nabataean Kingdomndfromat least
century
BCE.
However,sincemillennium
valleybeen
home
BC,BC,
thethevalleyhashasbeen
home
to ato a sefrom
at least
the the1st 1stcentury
BCE.
However,sincethethe2nd 2millennium

ries of important civilizations such as the Dadanite. The capital, Dadan, is considered likely to be one of themost developed 1st millennium BC cities of the Arabian Peninsula.
With the arrival of Islam in the 7th century AD, the area became part of the Syrian Hajj Route, connecting
1

Damascus with the holy cities of Madinah and Mecca. The Hijaz Railway, constructed in 1907, modernized
the route while simultaneously facilitating the movement of troops. AlUla Old Town is a component of the
Syrian Hajj Route inscribed in the World Heritage Site tentative. Archaeology has yet to confirm whether
the site was continuously occupied for eight hundred years, but the town was finally abandoned when
the last family left in 19831).

Today, AlUla Old Town is an abandoned, atmospheric labyrinth of streets tightly-packed behind its defensive wall, built over the ruins of an ancient settlement. It comprises more than 900 residential units and 5
historic mosques and as part of some houses are 260 tayarahs, single rooms spanning the streets at first95

floor level. The buildings are constructed from materials obtained locally: soil for bricks, sandstone blocks,
palm and tamarisk (athl) wood and palm fronds. Stone masonry bonded with mud mortar was used infoundations and ground floor walls while the upper floors were built primarily with hand-made or molded
mud bricks. This technique is typical throughout AlUla and has been used from ancient times until themodern era2). Many of the houses were decorated, a social tradition carried out by the friends of a groom
before his wedding.

2. Site documentation and studies

The Royal Commission for AlUla (RCU) was established by Royal decree in 2017 to implement a sustainable transformation of AlUla County, reaffirming it as one of the Kingdom’s most important archaeologicaland cultural destinations for visitors from around the world. RCU is the first decentralized governmental
body in Saudi Arabia, although still dependent on the Royal Court and other ministries in certain jurisdictions such as military, education, or justice.
RCU’s development work in AlUla encompasses a broad range of initiatives across archaeology, tourism,
culture, education and the arts, reflecting the ambitious commitment to cultivate tourism and entertainment in Saudi Arabia as outlined in Saudi Arabia’s Vision 2030 plan.
The first intervention in AlUla Old Town was the urgent stabilization of the Tantora (sundial) in 2018, later
followed by a full survey, building inventory and studies for documenting the current conditions of urban
and architectural fabric of the site by using advanced 3D laser scanning and a detailed architectural survey. In 2021, two important projects of study started, a comprehensive hydrological study and drainage
study and the “Multiscalar Documentation for Urban Dynamics”, an archaeological project to research andunderstand the complex archaeological layers of the town. After a rapid assessment between 2020–2021
the Geo-Hazard Assessment of AlUla was completed in 2022. All these projects are the baseline information for assessing the disasters and the disaster risk for the town.

3. Heritage Assets, Vulnerabilities and Hazards

Although the entire town is considered a heritage asset in itself, there are particular attributes within the
town that require special consideration due to their historic, social or anthropological, religious, architectural or artistic value (Fig. 2).
Among the most significant attributes in Old Town is the Tantora, a sundial that has been used for generations to mark the beginning of the planting season. Although no longer in use, the celebration of thisevent is still celebrated and commemorated by the community, and thus, the Tantora was the first heritage asset stabilized and conserved in Old Town by RCU.
AlItham mosque, or mosque of the bones, commemorates the location where Prophet Mohammed, whileon his way to Tabuk, stopped and prayed, using bones to mark the qibla. This mosque is being restored by
Prince Mohammed bin Salman’s Project for the Development of Historical Mosques.
The incense road is located at the base of the cliff façade and it was the main road for centuries. It was rehabilitated and elevated in the early 2000’s by the Saudi Heritage Commission and nowadays constitutes
one of the main roads for entertainment in AlUla. It sports many restaurants, shops and coffee places andthe community at large enjoys it during nights and weekends.
The town has the underlying vulnerability of the material fabric, being quite soft and easily damaged byenvironmental factors and the location itself. The town is located at the base of the sandstone massif on
the west. The cliff façade rises more than 250 m above the town and it is composed of medium to low
quality sandstone. Due to this sandstone typology and the cliff slope, the geo-hazard risk is quite high(Fig. 3). This cliff is characterized by the presence of several natural drainage channels, which are also oneof the main ways for the trajectories of possible rock falls3).
Climate change is increasing the risks for Old Town. The number of rainfall seems to have increased, now
happening throughout the year and not seasonally. It has also increased the amount of rain and the force

96

5
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2.12 Developing a Disaster Risk Management Plan for AlUla Old Town (Saudi Arabia)

5
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Al Itham Mosque
AlZawya Mosque
Hamad Bin Yunus Mosque
AlSakhra Mosque
AlDarah Mosque
Nusa Bin Nusayr Fort
Incense Road
695

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Outline of Disaster Risk Management Plans for Case Study Projects by ITC 2023 Participants

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Fig. 2 Map of the principal heritage assets.
Source: RCU

Fig. 3 3D rockfall simulation global analysis for AlUla old town.
Source: PANGEA , UNIMIB HY Stone 2022of the rainstorms. During the last rainstorm, two houses collapsed and there were many damages to thefabric of the buildings, including recently restored ones. The location of the town is also the main vulnerability for rainfall as water coming down from the cliff causes flooding and inundations. The ancient drainage systems or qanats have not been maintained and no new drainage system has been installed so thewater coming down from the cliff can only flow through the streets of the town. The water also carries
small to medium size rocks from the cliff façade that cause damages to walls and streets.
Considering the increment of the hazards due to climate change and the inherent vulnerabilities of thesite due to location and fragile materials, the probability and loss analysis for Old Town presents a situation in much dire condition that previously analyzed. The increment in rainfall/water related hazards iscurrently high, but it is rapidly increasing to Very High as these hazards are becoming more common,
more threatening and cause more damages each time, directly affecting the safeguarding of the most important assets of the town (Fig. 4).

97

Fig. 4 Hazards and probability chart.

4. Mitigation

Approaches for mitigation of the mentioned hazards can be streamlined into two sections, technical andpolicymaking (Fig. 5). RCU has already implemented a geo-hazard construction policy that prevents new
constructions from being within a buffer area from a rock outcrop or cliff façade. Although this policy will
prevent future damages to new heritage and any new construction, it cannot be retroactively implemented in Old Town or on any other heritage in AlUla County.
RCU has also studied some of the technical mitigation measures, and these could potentially be impleHazard
Rainstorm
Flooding
Water Inundation

Level of Mitigation
Policy and Protocols

Technical / Engineering

Earhquakes
Rock Fall

Policy and Protocols

Technical / Engineering

Mitigation Measure

Implementing Stakeholders

Geo-hazards and Rainstorms Construction Policy Urban Planning(Safe buffer area for new constructions)Archaeology, Collections andConservation (ACC)
Evacuation protocol during rainstorms
Site Management
Develop a Post-Disaster rapid assessment
ACC
ACC
Complete and Maintain a DRM
Site Management
County Operations
Installation of overflow water drainage channels
at the base of the cliff
Remove the stone-cement pavement and reestablish the historical road level
Lowering the level of the Incense Road

ACC
Site Management
Site Management

Site Management
ACC
Instalation of permeable grading and drainage
Site Management
system at the Incense Road
ACC
Re-instating the old qanat system
ACC
Geo-hazards and Rainstorms Construction Policy Urban Planning(Safe buffer area for new constructions)
ACC
Evacuation protocol during rainstorms
Site Management
County Operations
Develop a Post-Disaster rapid assessment
ACC
ACC
Complete and Maintain a DRM
Site Management
County Operations
Carry out a detailed Geo-Hazard Survey andanalysis (detailed rock mapping)
Cleaning cliff façade of scree
Rock fall mitigation operations
Cliff stabilization / consolidation
Implementation of a façade laser scannermonitoring system

ACC
ACC
ACC
ACC
ACC

Fig. 5 Mitigation and Implementation Chart.

98

Implementation
Timeline

Estimated CostLong

MediumShort
MediumLow
Low

MediumLow

Short

MediumShort

Medium

Short

High

Short

MediumMediumHigh

Long

MediumShort

Low

MediumLow

Medium

Low

Short

Low

Short
MediumMediumLow
MediumMediumLongHigh

2.12 Developing a Disaster Risk Management Plan for AlUla Old Town (Saudi Arabia)

mented. For example, the mitigation of the water run offs and flooding from the cliff façade could be mitigated by the installation of overflow water channels at the base of the cliff. The flooding could also be

mitigated by removing the existing pavement and road level for the incense road and designing a convergent angled slope road at the historical level (Fig. 6). In fact, many of the proposed measures for mitigation could be used in conjunction as to provide an optimized multi-level mitigation system4).

Outline of Disaster Risk Management Plans for Case Study Projects by ITC 2023 Participants

Fig. 6 Schematic views of the existing conditions and the proposed water flow
management system for the Incense Road
Source: HCC Drainage Study and Action Report 2021

The rock fall hazard can be mitigated by simply cleaning the cliff façade of small rocks or scree and implementing cliff stabilization measures. However, ultimately the mitigation for the rock fall will have to rely
on regular maintenance of the façade cleaning optimized with the implementation of a façade laser scanner monitoring system.
Options for the reduction of material vulnerability are currently being studied: a pebbled and lime mortar
capping system or a hybrid cloth-plastic fabric for the walls capping, or even a chemical water repellent
spray to apply as protection to the mudbrick surfaces. The palm trunks beams are slowly been replaced byathl wood, which is stronger and much more resistant to termites and humidity.

5. Preparedness and Pre-Disaster Recovery

RCU as the government body for AlUla has the capacity of design and implementation of policies and99

measures to optimize the preparedness for disaster and recovery. Policies such as a Geo-hazards andRainstorms Construction Policy would minimize future risks, but not current ones. Knowledge of the risks

and implementation of immediate protocols would help in minimizing current risks. The first item in thelist must be to complete the Disaster Risk Management Plan and to appoint dedicated personnel to im-

plement, or at least monitor, the implementation of the mitigation measures. To facilitate governance be-

tween RCU departments, Saudi ministries and other Saudi entities, and to overcome the complex and hierarchical Saudi governance system RCU should develop a Disaster Inter-Departmental Intervention Unit
(DIDI) to create smooth collaboration between departments and civil defense and other Saudi entities.
DIDI would establish clear governance and operations protocols and be the focal point for disaster intervention.
The great part of the preparedness work for the whole AlUla county and Saudi Arabia in General would betraining. Capacity building and Public Outreach constitute an essential part of the preparedness for emergency procedures, evacuation protocols, rapid intervention and salvage, but also to develop a successful
post-disaster rapid assessment and rapid recovery.

6. Conclusion

Saudi Arabia is living a rapidly changing development era: new projects, new policies, social changes.
These changes are also bringing new mindsets and the country is discovering and rediscovering its heritage. A new appreciation for cultural heritage is spurring scientific studies and research of cultural of heritage. Along with this appreciation comes development of heritage into touristic spots, for the newly developed touristic industry currently growing in Saudi Arabia. AlUla has been the flagship for cultural
tourism since the creation of RCU in 2017.
AlUla Old Town and AlUla County heritage assets have the ally in RCU as governmental body. RCU mandate is to preserve and promote cultural heritage, and it is making new policies for preservation and promotion of cultural heritage. However, RCU has a focus on development that on many occasions interferewith the wellbeing of the heritage. In the case of Old Town, the fast development overshadows disastermeasures implementation. The development of a Disaster Risk Management Plan for Old Town would facilitate the dissemination of the risks and would impulse implementation of measures. Furthermore, itwould impulse the knowledge of what Disaster Risk Management Plan is and why is necessary, which inturn would impulse the development of policies and mandates for the creation of Disaster Risk
Management Plans for all heritage assets in AlUla.

Acknowledgment

This endeavor would not have been possible without the support of the Royal Commission for AlUla and
Dr. Abdulrahman Alsuhaibani, Executive Director of the Archaeology, Collections and Conservation
Department. Special thanks to Michael Jones for his help and expertise; all my colleagues during this training for their support, and lastly, I want to thank all the professors, teachers and personnel of D-Much
University for their expertise, warm welcome and dedication during this training.

References
1)
2)
3)
4)

100

Ballesteros, R. et al: AlUla Old Town and Oasis: An Introduction to AlUla and the Old Town Survey andConservation Project. Proceedings Terra 2022 International Conference.
Bendakir, M.: AlUla Old Town and Oasis: Pilot Project and Best Practice Conservation Guidelines,
Proceedings Terra 2022 International Conference.
PANGEA: AlUla Old Town Western Cliff 2022 Report. Issued September 2022
AlMansour, H., AlDujaili, A., and Bendakir, H.: ADAD-HCC AlUla Old Town Hydro-Geological andGeotechnical Study. Final Report, 2021

3 Report of the International Expert Panel
Discussion on “Good Practices for Disaster Risk
Management of Cultural Heritage”

Programme
Opening Remarks

		 By Prof. Okubo Takeyuki, Ritsumeikan University
Overview and objectives of the discussion
		 - Background and the process by Assoc. Prof. Lata Shakya, Ritsumeikan University
		 - Introduction of ITC and its initiatives by Assoc. Prof. Dowon Kim, Ritsumeikan University
Guest Speech
		 “Historic Water Cisterns - An Effective Fire Preventive System”
				 By Elena Mamani, Executive Director at Cultural Heritage without Borders Albania
Key messages from the good practices on disaster risk management of cultural heritage				 By Dr. Rohit Jigyasu, Program Manager, ICCROM
Discussion: Pathways to Strengthen Capacity Building in Disaster Risk Management for Cultural Heritage
		 Moderator Dr. Rohit/ Assoc. Prof. Dowon				 Speakers/ Commentator				 • D r. Masuda Kanefusa, the first UNESCO chair Professor of ITC program				 •Prof. Takeyuki Okubo, Department of Civil and Environmental Engineering, Ritsumeikan University				 • Prof. Ksenia Chmutina. School of Architecture, Building and Civil Engineering, Loughborough
University				 • Dr. Elke Selter, Coordinator, Heritage in Emergencies, Belgium				 • Dr. Ang Ming Chee, General Manager, George Town World Heritage Incorporated, Malaysia				 • Ms. Vanessa Tanner, Manager Archaeology Kaiwhakahaere Poutairangahia, New zealand
Q&A
Closing Remarks

102Summary of the Expert Panel Discussion on “Good Practices for Disaster Risk
Management of Cultural Heritage”
We hosted an international expert panel discussion ti-

The ‘Good Practices for Disaster Risk Management ofCultural Heritage’ workshop held on October 8-10,
2020, aimed to showcase various projects on disasterrisk management of cultural heritage undertaken by
the former ITC participants organized by Ritsumeikan
University and ICCROM since 2006. Additionally, it

Fig. 2 T he poster of the workshop conducted in 2020

Report of the International Expert Panel Discussion on “Good Practices for Disaster Risk Management of Cultural Heritage”

tled “Good Practice to Disaster Risk Management ofCultural Heritage. In July of 2023, our ITC team successfully published a book as Routledge Studies in
Hazards, Disaster Risk and Climate Change. This panel
discussion was also conducted as a book launch
event.

Fig. 1 The published book

aimed to review the activities of ITC since 2006
and work towards building a stronger network
among the ITC lecturers and former participants.
The call for applications was launched for the former ITC participants who had participated in the
ITC since 2006. A total of 27 applications were received, and seven participants were selected topresent their projects during the workshop. After
deliberation by the jury members, two were selected for the ‘Best Practice Award’, and one presenter was selected for the ‘Exemplary PracticeAward’. Besides these seven participants, the organizing committee selected five additional goodpractices wherein participants were asked to submit their manuscripts on good practices in disaster risk management of cultural heritage. This
book is a collection of these submitted manuscripts on good practices from 16 countries. The
book has 14 chapters divided into various themes
including formulation of policies, risk assessment
and implementation of various DRM strategies
for respective cultural heritage sites and institutions.

103

The event commenced with opening remarks from Prof. Okubo Takeyuki, the project leader of our ITC

program, followed by an overview and objectives presented by Assoc. Prof. Dowon Kim and Lata Shakya.

The guest lecture was delivered by Elena Mamani, a distinguished participant from ITC 2014 and recipientof the ‘Best Practice Award’ during the 2020 workshop for her exceptional practice. Dr. Rohit Jigyasu, theprogram leader of ICCROM, conveyed the key message of the book. The ensuing discussion was skillfully

moderated by Dr. Jigyasu and Dr. Kim. The esteemed panelists for the discussion included the first
UNESCO Chair Professor, Professor Kanefusa Masuda, Professor Ksenia Chmutina from Loughborough
University, Elke Selter from Heritage in Emergencies Belgium, Ang Ming Chee from George Town World
Heritage Incorporated, and Vanessa Tanner from Kaiwhakahaere Poutairangahia.
The panel spurred discussions on the course’s future direction. Prof. Masuda emphasized the need to address timely topics for ITC by revisiting history. Prof. Okubo underscored applying best practices from thebook in ITC classes for project implementation, advocating for a comprehensive approach that included
both success stories and persisting challenges. Prof. Ksenia delved into discussions on the root causes ofdisasters and their links to cultural heritage, raising ethical concerns about DRM for Cultural Heritage. Dr.
Elke highlighted the interconnectedness of emergency response and DRM planning with other instabilities, stressing the need for holistic management and integration with other sectors. Dr. Ang focused on
the practical aspects of implementing ITC course proposals, encouraging mutual support in Disaster Risk
Reduction. Ms. Vanessa suggested leveraging the ITC network regionally and internationally, emphasizing
knowledge-sharing and proposing additional workshops. She stressed the significance of recognizing
good practices, citing personal experiences where such acknowledgment facilitated DRM guideline publication.
In essence, the panel collectively advocated for a holistic DRM approach, addressed ethical concerns, promoted regional collaboration, and integrated with broader sectors. They emphasized practical application,
mutual support, and the impactful role of the ITC network in shaping past and future activities.

Fig. 3 Presenters of the panel discussion

Fig. 4 Picture during the panel discussion104

4 Appendix

Photos of ITC 2023

106

A group photo with the President of Ristumeikan University

Online group photo

Online workshop on Stakeholders for Disaster Mitigation Activities

Site visit to the Former Imperial Kyoto Museum Main Building, designated as an Important Cultural Property

Lecture at the Kyoto City Cultural Property Building Conservation
Technology Training Center

Demonstration of the water shield as the fire prevention equipment at
Higashihongan-ji

Disaster Imagination Game (DIG) with Professor Okubo

Climate change and risk mitigation lecture by Professor Satofuka

Intense discussion among the participants

Professor Oba explaining about Japanese traditional historic buildings
and their coping mechanism with floods

Professor Sato’s lecture on Gion Festival and its emerged community

Onsite lecture on the fire preventive measures applied at theHigashihongan-ji

Observing an expensive water cannon system

Group photo in front of the historic western-style building in Kobe withthe city authority

Hybrid session with the international resource people online

Appendix

Participants practicing Hiwadabuki roof restoration process

107

108

Kiyomizudera visit with Professor Fujimoto

Looking at the monument of Inamura-no-hi at Hirogawacho, withProfessor Motozuka

Recovery process workshop with Professor Hiraoka

Visiting pre-recovery plan installed at Kainan City with Professor Kim

Sharing good practices with our former participants

International Panel Discussion and the book launch

Closing ceremony with the Head of DMUCH, Professor Yoshitomi, andthe Co-chairs of UNESCO Programme

Final day with all the participants with their certificates in their hands

Previous International Training Courses (2006-2022)
ITC 2006

In 2006, which was the first year for this course, eight participants from four countries were invited; namely India and Pakistan, which were struck by a great earthquake in 2005 in Kashmir; Indonesia, which suffered the Indian Ocean Tsunami triggered by the Sumatra Earthquake in 2004 and the Earthquake on theJavanese Island in 2004; and Korea, which had suffered a big forest fire.

ITC 2007
In 2007, R-DMUCH exchanged MOU with ICCROM and established a criterion for choosing participants
with the support of ICCROM. As a result, eight trainees from Bangladesh, China, Peru and Philippines wereinvited for the training course.
Based on the experience of 2006 training course, it was decided to make a closer relation between the lectures, site visits, and workshops. Therefore in 2007, several related sets of lectures were held in the mornings and workshops in the afternoons. Based on these, discussions were facilitated by the instructors sothat the trainees were able to reflect more effectively on the challenges for cultural heritage disaster management within their own context.

Appendix

ITC 2008
The 2008 training course actively built upon the rich experience gathered during the courses held in theprevious two years. This year had participants from five countries from Asia and Europe, namely Nepal,
Bhutan, Iran, Serbia and Chinese Taipei. Effort was made to make this year’s course, more field-based bydrawing upon the unique opportunity offered by the location of important World Heritage Sites in Kyoto
such as Kiyomizu-dera and Ninna-ji temples. Most of the workshops were, therefore, based on field work
undertaken by the participants in these sites. This year’s course also put greater emphasis on exposing theparticipants to the methodology for undertaking disaster risk assessment for cultural heritage sites.
ITC 2009
The 2009 training course further evolved on the basis of rich feedback provided by the participants of the
training courses from previous years. In response to the need for making the course more relevant to specific requirements and constraints of the developing countries, it was decided to organize the course partly in Japan and partly in Nepal.
Moreover, for the first time, the training course had a specific theme, namely “Earthquake risk management of Historic Urban Areas”. For this purpose, Kyoto and Kathmandu, two historic cities with rich cultural heritage but extremely vulnerable to earthquakes, were chosen as the case study sites for undertaking field exercises during the training course.
The first week of the course was organized in Japan and it focused on familiarizing the participants withthe basic methodology for risk assessment and management for cultural heritage properties. The participants were shown various disaster prevention facilities developed for numerous cultural heritage sites in
Kyoto. Second week in Kathmandu focused on the earthquake vulnerability and capacity of the World
Heritage Monument Zone of Patan and its surrounding historic urban area, both at building and area levels.
The UNESCO Chair programme was built upon the four years of very rich experience gained through very
active participation of lecturers from Japan and abroad, as well as the international participants from various countries from Asia, Europe and the Caribbean and was further enriched by the contents of the training course in subsequent years.

109

ITC 2010

Fifth UNESCO Chair International Training Course on Disaster Risk Management of Cultural Heritage 2010

was held from 13 to 26 September 2010 in Kyoto, Kobe and Sasayama, Japan. In the light of destructive
Haiti earthquake on January 2010, this fifth International Training Course especially focused on emergency response and long term recovery of wooden and masonry composite Cultural Heritage from disasters. It was attended by 11 participants from 5 countries; Bhutan, Palau, Peru, Serbia and Turkey.

On the final day of the course, the international symposium titled “How to protect Cultural Heritage from
Disaster; Risk Preparedness and Post Disaster Recovery” was organized by Ritsumeikan University and theICOMOS International Committee on Risk Preparedness (ICORP). In the symposium, the current challenges
for protection of cultural heritages taking into account the context of post disaster recovery was discussed
in great depth with international experts from UNESCO, ICOMOS, ICORP and a representative of KyotoGokoku-ji Temple; World Cultural Heritage site in Kyoto.
ITC 2011
Sixth UNESCO Chair International Training Course on Disaster Risk Management of Cultural Heritage washeld from 10 to 24 September 2011 in Kyoto, Kobe and Tohoku area of East Japan. In the light of increasing vulnerability of rapidly urbanizing settlements, the course focused on “Integrated Approach for
Disaster Risk Mitigation of Historic Cities”. The course was attended by 11 participants from 8 countries;
Columbia, Jamaica, Kenya, Uganda, China, Mexico, India and Bangladesh.
ITC 2012
Seventh International Training Course on Disaster Risk Management of Cultural Heritage held during
September 2012 in Kyoto, Kobe and Tohoku area of East Japan focused on sustainable recovery of cultural
heritage. Accordingly the theme of the course was “From Recovery to Risk Reduction for Sustainabilityof Historic Areas”.
ITC 2013
The theme of the 8th UNESCO Chair International Training Course on Disaster Risk Management ofCultural Heritage was “Reducing Disaster Risks to Historic Urban Areas and Their Territorial Settings
through Mitigation”. The course focused on policies and planning measures for mitigating risks to cultural heritage from multiple hazards such as earthquakes, floods, landslides and fires, especially in rapidly urbanizing context of developing countries. Special techniques for mitigating risks from earthquakes andfires were also highlighted besides policies, planning and design interventions for long term restoration
and rehabilitation of cultural heritage following disaster through a special workshop in the area affectedby the Great East Japan Disaster in 2011.
ITC 2014
One of the main reasons for extensive damage to cultural heritage is due to fires resulting from natural(bush/forest fires) or human induced causes (arson, chemical or bomb explosion, poor electric wiring or
during renovation works). Also fires can result from earthquakes as was the case during 1995 Great
Hanshin Awaji earthquake in Japan. Considering these issues, the 9th UNESCO Chair International Training
Course on Disaster Risk Management of Cultural Heritage focused on “Protecting living cultural heritage
from disaster risks due to fire”. Policies and planning measures for reducing fire risks to cultural heritage
especially in rapidly urbanizing context of developing countries, special techniques for fire prevention andmitigation, emergency response as well as interventions for long term restoration and rehabilitation ofcultural heritage following disaster were discussed during 2014 course.

110

ITC 2015

Earthquakes and floods cause immense damage to cultural heritage. Recently devastating earthquakes in
Nepal in 2015, 2013 earthquake in Philippines, North Italy earthquake of 2012 caused vast damage to cultural heritage. Moreover 2014 floods in Balkan region, 2011 floods in Thailand and 2010 floods in Pakistan

also caused damage to historic towns and archaeological sites such as Ayutthaya. While vulnerability ofcultural heritage to earthquake and floods is increasing more than ever before, there are many examplesof traditional knowledge systems developed by communities for mitigating against earthquakes andfloods. Considering these issues and challenges the 10th International Training Course focused on theprotection of cultural heritage from earthquakes and floods, and other associated hazards.

ITC 2016
Climate change is increasing the frequency of disasters caused by hydro-meteorological events such as
heavy rainfall, flash floods, cyclones, typhoons and storm surges. As a result, many heritage sites located in
global hot spots such as coastal areas especially below sea level are exposed to risks of inundation greaterthan ever before. Also, there might be low frequency high intensity incidents of flooding that may trigger
landslides along mountain slopes. Moreover, climate change resulting in higher temperatures increased
incidents of wild fires putting cultural heritage located in forested areas to greater risk than ever before.
The 11th International Training Course specially focused on the protecting cultural heritage from risks ofnatural disasters including those induced by climate change.

Appendix

ITC 2017-2018-2019
The courses focused on the integrated approach for movable and immovable heritage for disaster risk
management of heritage sites as well as museums and its collections before, during and after a disastersituation.
ITC 2020 Alternative Programme
ITC training course was not conducted due to COVID-19 pandemic. However, as an alternative programme, we conducted webinar series “Capacity Building for Disaster Risk Management of Cultural
Heritage: Challenges and Opportunities in Post-COVID Times” (on 27 June and 4 July 2020) and a workshop “Good Practices for Disaster Risk Management of Cultural Heritage” (on 8 to 10 October 2020).
The webinar series aimed to discuss the future directions of cultural heritage management through presentations by resource persons of ITC. Webinar was structured with two parts. The first webinar focusedon the stages before the disaster that is “Disaster mitigation and Preparedness” and the second webinar
focused on the stages after the disaster that is “Disaster response and recovery”.
The workshop aimed to showcase various projects on disaster risk management of cultural heritage undertaken by the former participants of ITC since 2006. It also aimed to review the activities of ITC since2006 and works towards building a stronger network among the ITC resource persons and the former ITC
participants.
ITC 2021
The subtheme of the course was “Disaster Risk Management of Cultural Heritage: Learning from theJapanese Experiences”. The course was focused on Japanese experiences in each of the phases of DRM
cycle: Risk assessment, Mitigation and preparation, Emergency response, Recovery, and Policies andframeworks. Due to COVID-19 pandemic, the course was conducted online. And to provide a more effective online course, three sessions were prepared for each phase, of which were as follows: preparatory session (lecture videos, site visit videos), interactive live session (workshops, group work, group discussions)and post-interactive session (case study project preparation).

111

ITC 2022

The subtheme of the course was “Traditional knowledge for disaster risk management of cultural heri-tage”. The course was focused on role of traditional knowledge in disaster risk management including
Japanese experiences in each of the phases of DRM cycle: Risk assessment, Mitigation and preparation,

Emergency response, Recovery, and Policies and frameworks. Due to COVID-19 pandemic, the course wasconducted online. And to provide a more effective online course, the three sessions: preparatory session(lecture videos, site visit videos), interactive live session (workshops, group work, group discussions) andpost-interactive session (case study project preparation) are prepared for each phase.

112

Participants List of the Previous Training Courses

Following is a list of annual participants and observers for the Training Course from each year. It is in theorder of Name (Country), Work Position and Affiliation, and the Cultural Heritage Site where each participant generated his/her DRM Plan.
No

Name(Country)

Work Position and Affiliation

DRM Plans of Cultural Heritage
Formulated by the Participants

ITC 2006, the 1st year
Poonacha KODIRA(INDIA)

Director (Conservation),
Ministry of Tourism and Culture
Archaeological Survey of India

2

Anup KARANTH(INDIA)

Project Coordinator,
Urban Earthquake Vulnerability
Reduction Project, United Nations
Development Programme (UNDP)
India

3

Sektiadi(INDONESIA)

Lecturer,
Dept. of Archaeology, Faculty of
Culture Sciences, Gadjah Mada
University

1

Supervisor of Rescue
on Preservation Division,
Dept. of Cultural and Tourism, Center
for Preservation of Cultural Heritageof Yogyakarta Province

5

Fauzia QURESHI(PAKISTAN)

Head of the Departmentof Architecture,
National College of Arts, Lahore

6

Hussain KHADIM(PAKISTAN)

Coordinator,
Disaster Management Desk RDPI,
Rural Development Policy Institute7

Seok JEONG(SOUTH KOREA)

Government employee of Modern
Construction Field,
Tangible Cultural Heritage Bureau,
Cultural Heritage Administration,
Republic of Korea

8

Woongju SHIN
(SOUTH KOREA)

Concurrent Professor,
Dept. Interior Architecture, Chosun
College of Science and Technology

Prambanan Temple Compounds,
WHS and its Surrounding
Environment
Appendix4

Manggar AYUATI(INDONESIA)

Qutb Minar and its Monuments,
Delhi, WHS

Rohtas Fort, WHS

Historic Villages of Korea: Hahoe,
WHS in Andong City

113

ITC 2007, the 2nd year
1

A.K.M. Monowar
Hossain AKHAND(BANGLADESH)

Deputy Secretary,
Ministry of Home Affairs, GOVT. of
Bangladesh

2

Md. Rafiqul ALAM(BANGLADESH)

Executive Director,
DWIP UNNAYAN SONGTHA (DUS)

Shijun HE(P.R. CHINA)

Officer of Protection ＆ Construction
OfficeProtection and Management Bureauof World Cultural Heritage Site - the
Old Town of Lijiang

3

4

Cuiyu HE
(P.R. CHINA)

Staff of Engineering ＆ Project Dept.
Protection and Management Bureauof World Cultural Heritage Site - the
Old Town of Lijiang

5Maria Del Carmen
CORRALES PEREZ(PERU)

Instituto Nacional De Cultura
Architect of the conservation and
Restoration Sub Direction

6

Partricia Isabel
GIBU YAGUE(PERU)

Chief of Laboratory of Structures,Japan-Peru Center for Earthquake
Engineering Research and Disaster
Mitigation

7

Glen CONCEPCION(PHILIPPINES)

City Disaster Action Officer and City
Environment & Natural Resources
Officer,
City Government of Vigan

8

Eric QUADRA(PHILIPPINES)

Lal Bagh Fort, Dhaka, Bangladesh

Old Town of Lijiang, WHS

Historic Centre of Lima, WHS

Historic Town of Vigan, WHS

Architect, LGU-Vigan City

ITC 2008, the 3rd year
Choening DORJI(BHUTAN)

Architect,
Division for Conservation of Heritage
Sites, Department of Culture,
Ministry of Home & Cultural Affairs
Royal Government of Bhutan

2

Karma TENZIN(BHUTAN)

Civil Engineer,
Tashichhodzong Maintenance
Division, Dzongkhag Administration

3

Mahmoud NEJATI(IRAN)

Deputy of Research & TechnicalConsultant,
Recovery Project of Bam’s Cultural
Heritage

4

Fatemeh
MEHDIZADEHSARADJ(IRAN)

Assistant Professor,
Department of Conservation, Iran
University of Science andTechnology

1114

Tashichho Dzong

Bam and its Cultural Landscape, WHS

5Kai Ube Prasad
WEISE(NEPAL)

Architect,
Planners’ Alliance for the Himalayan& Allied Regions

6

Suman Narsingh
RAJBHANDARI(NEPAL)

Assistant Professor,
Nepal Engineering College

7

Ivana FILIPOVIC(SERBIA)

Architect Conservationist,
Cultural Heritage Preservation
Institute of Belgrade

Observers

NamePatan Durbar Square Monument
Zone in Kathmandu Valley, WHS

Lower Town in Belgrade FortressWork Position and Affiliation

1

Shang Chia CHIOU(TAIWAN)

Professor, Department of Architecture and Interior Design, National
Yunlin University of Science & Technology

2

Shen Wen CHIEN(TAIWAN)

Associate Professor, Department of Fire Science, Central Police
University

ITC 2009, the 4th year
Lecturer, Wenhua College, Huazhong
University of Science andTechnology

2

Yuan DING(P.R. CHINA)

Researcher, Tongji University,
National Historic Cities ResearchCenter3

Ramesh THAPALIYA(NEPAL)

Architect, World Heritage
Conservation Section/Ministry of
Culture and State Restructuring,
Department of Archaeology

4

Suresh Suras
SHRESTHA(NEPAL)

Archaeological Officer, Ministry of
Culture and state Restructuring,
Department of Archaeology

5Pauline BROWN(JAMAICA)

Senior Director, Office of Disaster
Preparedness and Emergency
Management

6

Audene BROOKS(JAMAICA)

Senior Archaeologist,
Jamaica National Heritage Trust

7

Sergius CIOCANU(MOLDOVA)

Head Scientific Researcher,
Institute of Cultural Heritage of the
Academy of Science of Moldova

8

Valeria SURUCEANU(MOLDOVA)

Curator,National art Museum of Moldova

Appendix

Rong YU(P.R. CHINA)

1

Dujiangyan, WHS

Patan Durbar Square Monument
Zone in Kathmandu Valley, WHS

Port Royal City

National Museum of Fine Arts
(Buildings and Collection)

115

Observers from Nepal in the Kathmandu Part of the ITC 2009
Name

Work Position and Affiliation1

Keshab P. SHRESTHA

Chief, National History Museum

2

Punya Sagar MARAHATTA

Lecturer, IoE, Tribhuvan University

3

Ajay LAL CHANDRA

Assistant Professor, Department of Architecture and Urban
Planning, IoE

4

Gyanin RAI

Chief (Administration, Information & Public Relation Section),
Lumbini Development Trust

5

Inu PRADHAN SALIKE

6

Saubhagya PRADHNANGAHead of Culture and Archaeology Unit, Lalitpur Sub Metropolitan
City Office7

Chandra Shova SHAKYAHead of Heritage Section, Lalitpur Sub Metropolitan City Office8

Prabin SHRESTHAHead of Urban Development Division, Lalitpur Sub Metropolitan
City Office

9

Ashok SHRESTHAHead of Administration Division, Lalitpur Sub Metropolitan City
Office10

Sainik Raj SINGHHead of Earthquake Safety Section, Lalitpur Sub Metropolitan City
OfficeLecturer, Khwopa Engineering College

ITC 2010, the 5th year
Dechen TSHERING(BHUTAN)

Structural Engineer,
Division for Conservation of Heritage
Sites, Department of Culture,
Ministry of Home & Cultural Affairs,
Royal Government of Bhutan

2Junko MUKAI(BHUTAN)

Deputy Chief Conservation Architect,
Division for Conservation of Heritage
Sites, Department of Culture,
Ministry of Home and Cultural
Affairs, Royal Government of Bhutan

3Alexander G.
DWIGHT(PALAU)

Director, Historical Preservation
Officer,
Bureau of Arts & Culture, Ministry ofCommunity & Cultural Affairs

1

4

116

Sunny NGIRMANG(PALAU)

Palau National Registrar,
Bureau of Arts & Culture, Palau
Historic Preservation Office

Wangduephodrang Dzong

Bai: Traditional Meeting Houses

5

Teresa VILCAPOMAHUAPAYA(PERU)

6

Olga Keiko
MENDOZASHIMADA(PERU)

7

Marilene TERRONESDIAZ(PERU)

Professor, Sagrado Corazon
University

8

Milica GROZDANIC(SERBIA)

Director,
Cultural Heritage Preservation
Institute of Belgrade

9

Svetlana Dimitrijevic
MARKOVIC(SERBIA)

Architect - Conservator - Senior
Associate,
Cultural Heritage Preservation
Institute of Belgrade

10

Zeynep GUL UNAL(TURKEY)

Assistant Professor, Dr.
Yildiz Technical University, Faculty ofArchitecture, Restoration
Department

11

Meltem VATANKAPTAN(TURKEY)

Research Assistant, PhD Student,
Yildiz Technical University, Faculty ofArchitecture, Structural Systems
Division

Professor, Sagrado Corazon
University
JSPS Research Fellow, Graduate
School of Science & Engineering,
Ritsumeikan University

City of Cuzco, WHS

Kosancicev Venac, Belgrade

Eskigediz Heritage Site

Appendix

ITC 2011, the 6th year
1

Celina RINCON(COLOMBIA)

Assessor for the Heritage Director
Office,Ministry of Culture

History Center of Santa Cruz deMompox, WHS

2Cheryl NICHOLS(JAMAICA)

Training Manager,
Office of Disaster Preparedness andEmergency Management

The Holy Trinity Cathedral

3

Jose Ramon PEREZOCEJO(MEXICO)Part-time Teacher,
Universidad de las Américas (Puebla,
MEXICO)

Colonial City Centre of Puebla, WHS

4

Julius MWAHUNGA(KENYA)

Senior Cultural Officer,
Ministry of State for National
Heritage and Culture, Department ofCultureLamu Old Town, WHS

5

Remigius KIGONGO(UGANDA)

Conservator Sites and Monuments/
Site Manager, Department ofMuseums and Monuments

Kasubi Tombs, WHS

6Janhwij SHARMA(INDIA)

Director (Conservation and World
Heritage), Archaeological Survey ofIndia, Ministry of Culture

Taj Mahal, WHS

117

7

Md. Aamir Hussain
SHIKDER(BANGLADESH)

Urban Local Body Coordinator,
Bangladesh Municipal Development
Fund (BMDF)

Historic Mosque City of Bagerhat,
WHS

8Qing WEI(P.R. CHINA)

Deputy Director,
Cultural Heritage Conservation
Center, THAD

Kulangsu

Yu WANG(P.R. CHINA)PhD Candidate,
Urban Design and Planning
Department, Norwegian Universityof Science and Technology (NTNU)

9

Taoping Qiang Village

ITC 2012, the 7th year

118

1

Suzie YEE SHOW
(FIJI)

Secretary General,
ICOMOS PASIFIKA

Levuka Town, WHS

2Vikas LAKHANI(INDIA)

Sector Manager,
Gujarat State Disaster Management
Authority

Champaner - Pavagadh
Archaeological Park, Panchamahal
District, Gujarat, WHS

3Sang sun JO(SOUTH KOREA)

Research Associate and Curator,
Heritage Repair Division, Cultural
Heritage Administration of KOREA

Jongmyo Shrine, WHS

4Rosli BIN HAJI NOR(MALAYSIA)Head of Melaka World Heritage
Office,Melaka World Heritage Office

Historic City of Melaka, WHS

5

Ni LEI WIN(MYANMAR)

Communications Officer at World
Concern Myanmar,
Relief, Recovery and Development
Project in Myanmar

Bagan located in Manadalay Division,
Myanmar6

Helen McCRACKEN(NEW ZEALAND)

Policy Adviser - Heritage,
Ministry for Culture and Heritage

Cuba Street Historic Area, Wellington

7

Usman SHAMIM(PAKISTAN)

Programme Officer,
Kuchlak Welfare Society (KWS)

Mehrgarh, lies on the "Kachi plain" ofnow Balochistan, Pakistan

8

PoornaYAHAMPATH(SRI LANKA)

Consultant- External Resource Person,
Disaster Risk Management & Climate
Change for GIZ

Sacred City of Kandy,
Sri Lanka, WHS

9Sibel YILDIRIM ESEN(TURKEY)

Conservation Architect,
Ministry of Culture and Tourism

Agora Archeological Sitein the Historic City of Izmir

Observers

NameWork Position and Affiliation

1

Dong Seok KANG
(SOUTH KOREA)

A Section Chief of GIS, Cultural Heritage Administration

2

Thi My Thi TONG(VIET NAM)

PhD Student, International Environmental and Disaster
Management Laboratory, Graduate School of Global Environmental
Studies, Kyoto University

ITC 2013, the 8th year
National Manager,
Community Development
Programme, Aga Khan FoundationAfghanistan

Cultural Landscape andArchaeological Remains of the
Bamiyan Valley, WHS

2Dian LAKSHMIPRATIWI(INDONESIA)Head of Archaeological Section,
Division of History, Archaeologicaland Museum, Cultural Service Office,
Government of Yogyakarta Special
Territory

Kotagede Heritage Area, Yogyakarta
Historic City

3

Kambod AMINIHOSSEINI(IRAN)

Director,
Risk Management Research Center(Associate Professor), Risk
Management Research Center,
International Institute of Earthquake
Engineering and Seismology

Golestan Palace, Tehran Bazaar andtheir surrounding old urban fabrics,
Tehran4

Barbara CARANZA(ITALY)MEC srl, Italian Army “LIGURIA” ARMYMILITARY COMMAND

Monumental Cemetery of Staglieno,
Genoa

5

Paola MUSSINI(ITALY)

Researcher,
SiTI-Instituto Superiore sui Sistemi
Territoriali per l’Innovazione

Portovenere, Cinque Terre, and thelslands (Palmaria,Tino and Tinetto),
WHS

6Zaha AHMED(MALDIVES)

Assistant Architect,
Heritage Department,
Male' Republic of Maldives

Laamu atoll Isdhoo Old Friday
mosque in Maldives

7

Arjun KOIRALA(NEPAL)

Advisor,
Urban Planning and Infrastructure
Development, GFA Consulting Group(Nepal Office), on behalf of GIZ/
Nepal
Municipal Support Team, Ministry of
Urban Development, Department of
Urban Development and Building
Construction

The city core area of Tansen
Municipality

8

Kenechukwu Chudi
ONUKWUBE(NIGERIA)

Director of Programs, Development
Education and Advocacy, Resources
Initiative for Africa (DEAR Africa)

Sukur Cultural Landscape, WHS

9

Muhammad Juma
MUHAMMAD(TANZANIA)

Director, Urban and Rural Planning,
Department of Urban and Rural
Planning

Stone Town of Zanzibar, WHS

Appendix

1

Saleh Mohammad
SAMIT(AFGHANISTAN)

119

10

Hatthaya
SIRIPHATTHANAKUN(THAILAND)

Landscape Architect
Ministry of Culture, Fine Arts
Department, Office of Architecture

Historic City of Ayutthaya, WHS

ITC 2014, the 9th year
1

Elena MAMANI(ALBANIA)

Project Manager, Deputy Head of
Office, Cultural Heritage without
Borders(CHwB)

2

Catherine FORBES(AUSTRALIA)

Built Heritage Advisor, GML Heritage;
Australia Institute of Architects,
The Rocks Historic Urban Precinct
Australia ICOMOS

3

Sasa TKALEC(CROATIA)

4120

Head of Office of Director,
Croatian Conservation Institute

Juan Diego BADILLO Architect Conservator freelance,
REYES
Volunteer South America(ECUADOR)
Coordinator

Gjirokastra, WHS

Castle Batthany in Ludbreg
San Antonio del Cerro Rico deZaruma5

Abdelhamid SAYED(EGYPT)

Chairman, Conservator in the
Ministry of Antiquities, Egyptian
Heritage Rescue Foundation (EHRF);
Training & Capacity Building UnitManager, Egyptian Earth
Construction Association (EECA)

6

Anaseini
KALOUGATA(FIJI)

Senior Project Officer Levuka,
Department of National Heritage,
Culture and Arts

Historical Port Town of Levuka, WHS

7

Cinthia CABALLERO(HONDURAS)

Urban control and planification unit,
Alcaldia Municipal Del Distrito
Central (Gerencia Del Centro
Historico)Central District Historic Area

8

Jyoti PANDEYSHARMA(INDIA)

Professor, Department ofArchitecture, Deenbandhu Chhotu
Ram University of Science &Technology

Fatehpur Sikri, Agra District, Uttar
Pradesh, WHS

9Saut SAGALA(INDONESIA)

Senior Fellow, Resilience
Development Initiative

Gedung Sate Building, Governor
office of West Java Province

10

Alaa HAMDON(IRAQ)

University Lecturer, Researcher andEarthquake Expert, Remote Sensing
Center, Mosul University

Al-Hadba Minaret and Nirgal Gate /Mosul City

11

Richard NESTER(NEW ZEALAND)

Technical Advisor – Historic,
Department of Conservation

Government Buildings Historic
Reserve

12

Zafar SHAH
(PAKISTAN)

Regional Emergency Officer (South
Punjab), Punjab Emergency Service(rescue1122), Emergency Services
AcademyLahore Fort, WHS

Bab El-Wazir, El-Darb Al-Ahmar
District, Historic Cairo, WHS

13

Hussain SALEH(SYRIA)

Head of the scientific researchcommissions department, Higher
Commission for Scientific Research

Crac des Chevaliers (in Arabic: Castle
Alhsn), WHS

14

Kaichard
RUTTANAWONGCHAI(THAILAND)

Captain assistant, Klongtoey firestation, second operation, fire
department, Bangkok metropolitan

Vimanmek Palace, WHS

ITC 2015, the 10th year
Assistant professor,
Departamento de Arquitectura,
Universidad Técnica Federico Santa
María

Historic Centre of Valparaíso

2

Benjamin Kofi
AFAGBEGEE(GHANA)

Assistant Conservator ofMonuments,
Ghana Museums and Monuments
Board

Asante Traditional Buildings

3

Stephan DONA
(HAITI)

Disaster Risk Reduction Advisor,
Plan Consult

Citadelle, Sans Souci, Ramiers

4

Mohamad Faruk
MUSTHAFA(INDIA)

Chief Executive Officer,
RAPID RESPONSE

Mahabalipuram

Bam and its Cultural landscape5

Mohammad
RAVANKHAH(IRAN)

Teaching/research assistant in
Department of Environmental
Planning, Ph.D. Candidate inInternational Graduate School:
Heritage Studies, Brandenburg
University of Technology Cottbus

6

Aurelio DUGONI(ITALY)

Regional Director of ANPAS Sicily
Committee, National Association for
Public Assistance (ANPAS)

Archaeological Area of Agrigento

7

Hisila MANANDHAR(NEPAL)

Urban planner, Kathmandu Valley
Development Authority

Patan Durbar Square

8

Sonam LAMA
(NEPAL)

Assistant professor, Nepal
Enginnering College

Boudhanath Stupa and surroundingarea

9Ilse Anne Elisabeth
DE VENT(NETHERLANDS)

Senior inspector, Geo-Engineering,the Dutch State Supervision of Mines

Hogeland, Groningen,the Netherlands

10

Bashar Ibrahim
HUSSEINI(PALESTINE)

Senior Project Architect & Fast Track
Coordinator, Welfare Association– Old City of Jerusalem Revitalization
Program “OCJRP”

Old City of Jerusalem

11

Gerald Vallo
PARAGAS(PHILIPPINES)

Urban and Environmental Planner(Licensed), City Government of
Tacloban

The Sto. Niño Shrine and Heritage
Museum, and the People’s Centerand Library

12

Marko ALEKSIĆ(SERBIA)

Associate, Central Institute forConservation in Belgrade

Serbian Orthodox Monastery ŽičaAppendix

1

Marcela HURTADOSALDIAS(CHILE)121

13

Pamela Jane MAC
QUILKAN(SOUTH AFRICA)

Programme Officer,
The African World Heritage Fund(AWHF)

Robben Island

14

WitiyaPITTUNGNAPOO(THAILAND)

Lecturer, Faculty of Architecture,
Naresuan University

Ban Pak Klong Village, Bangrakham,
Phitsanulok Province, Thailand

15

Ngoc Phu PHAM
(VIETNAM)

Vice Director, Hoi An center for
Cultural Heritage Management andConservation

Hoi An Ancient Town, Vietnam

ObserverName

1Work Position and Affiliation
Satoko TOYODA(JAPAN)

Student,
Stuttgart State Academy of Art and Design, Germany

ITC 2016, the 11th year

122

1Maria Cristina Vereza
LODI(BRAZIL)

Architect Preservationist,
Rio de Janeiro Municipal
Government / Rio World Heritage
Institute

Carioca Landscapes Between the
Mountain and the Sea

2Fatma Saidi TWAHIR(KENYA)

Architect,Sites and Monuments; & Mombasa
Old Town Conservation Office,National Museums of Kenya

Mombasa Old Town Conservation
Area

3

Muhammad Fathi
Hasan AL-ABSI(JORDAN)

Associate conservator Architect,Engineering and conservation
department/ Department of
Antiquities (DOA)

Petra or Karak castle

4

Dulce MariaGRIMALDI SIERRA(MEXICO)

Senior conservator for conservation
and research of decorative elements
at archaeological sites, Coordinación
Nacional de Conservación delPatrimonio Cultural (CNCPC),
Instituto Nacional de Antropología eHistoria (INAH)

Zona Arqueológica de El Tajín,
Veracruz (Tajín Archaeological Site)

5

Barbara MINGUEZGARCIA(SPAIN)

Consultant,
The World Bank

Antigua Guatemala

6

Vanessa Anne
TANNER(NEW ZEALAND)

Senior Heritage Advisor,
Wellington City Council

Newtown Shopping Centre Heritage
Area

7

Nermina KATKIĆ
(BOSNIA AND
HERZEGOVINA)

Associate for archaeology,
Commission to Preserve National
Monuments of Bosnia andHerzegovina

Old Bridge Area of the Old City of
MostarLecturer, PhD Architect,‘Ion Mincu’ University of Architectureand Urbanism,
Faculty of Urbanism(Part of ) Delta Dunarii, Romania– Tulcea city and surroundings
proximity

9

Alberto Enrique
PASCUAL(PANAMA)

Director,
Fundation CoMunidad

Fortifications on the Caribbean Sideof Panama: Portobelo – San Lorenzo

10

Sherwynne
Bagaoisan AGUB
(PHILIPPINES)

Legislative Staff Officer IV,
Senate Economic Planning andPolicy Office, Senate of thePhilippines

Historic Town of Vigan

11

Mohamed ROUAI(MOROCCO)

Professor – researcher, Earth
Sciences Department, Faculty of
Sciences, University Moulay Ismail,Meknes, Morocco

Volubilis Archaeological Site
(Morocco)

12

Navneet YADAV(INDIA)

Associate Director,
Disaster Risk Management

Shimla City, Himachal Pradesh

13

Claudia CeciliaGONZÁLEZ MUZZIO(CHILE)

Partner at Ambito Consultores,
Ambito Consultores Ltda.

Qhapaq Ñan, Andean Road System

14

Amna SHUJA(PAKISTAN)

Assistant Director -Recovery &Rehabilitation,
National Disaster Management
Authority

Mohenjo-Daro archeological sites

15

Maria ElenaALMESTARURTEAGA(PERU)

Senior Auditor – Specialist in Culture
Management and Cultural Heritage,
Contraloria General de la Republica

Chan – Chan Archaeological Zone
(La Libertad, northern coast of Peru)

ObserverName

1

Appendix

8

MihaelaHĂRMĂNESCU(ROMANIA)Work Position and Affiliation
Sakiko OSHIBA(JAPAN)

Undergraduate Student,
Toyo Institute of Art and Design

123ITC 2017, the 12th year
1

Dorji WANGCHUK(BHUTAN)

Conservator,
National Museum of Bhutan

National Museum of Bhutan (TaDzong)

2

Abner Omaging
LAWANGEN(PHILIPPINES)

Local Disaster Risk Reduction andManagement Officer,
Local Government of Tublay,
Benguet, Philippines

Banaue Rice Terraces

3

Hamit BİRTANE(TURKEY)

Technical Expert,
Directorate of Gallipoli Historical Site

Gallipoli Historical Site

4Innocent Hudson
MANKHWALA(MALAWI)

Archivist (Conservation Section),
Department of Culture, National
Archives of Malawi

Museum of Malawi

5

Ming Chee ANG(MALAYSIA)General Manager,
George Town World Heritage
Incorporated

George Town UNESCO World
Heritage Site

6

Victor MARCHEZINI(BRAZIL)

Researcher,
National Centre for Monitoring and
Early Warning of Natural Disasters(CEMADEN)

São Luiz do Paraitinga town, state of
Sao Paulo, Brazil

7

Virasith SithPHOMSOUVANH(LAO PDR)

Acting Deputy Director of Remote
Sensing Center,
Ministry of Natural Resource andEnvironment (MONRE)

The Town of Luang Pra Bang

8

Sayma IQBAL(INDIA)

Lead Conservation Consultant,
INTACH, Kashmir Chapter

Shri Pratap Singh Museum

9

Bertrand Pascal
LAVEDRINE(FRANCE)

Director of the Centre de recherche
sur la Conservation,
National Museum of Natural History

National Museum of Natural History

10

Domenico GRECO(ITALY)

Civil Engineer - Young Researcher atUniversity of Salerno, ICOMOS/ICORP
Italy

Cilento National Park and Vallo di
Diano with The Archeological Sites
of Paestum and Velia

11

Khin Aye YEE(MYANMAR)Operation Officer,
Social, Urban, Rural and Resilience
Global Practice, World Bank Group,
World Bank, Myanmar

Yangon or Bagan (tbd)

Observers

Name

124

Work Position and Affiliation

1

Chan Min PARK(SOUTH KOREA)

Curator, National Research Institute of Cultural Heritage

2

Sophie ABRAHAM(SWITZERLAND)

Junior Professional Officer, Disaster Risk Reduction, Emergency
Preparedness & Response Unit, Culture Sector, UNESCO

ITC 2018, the 13th year
Marcia Furriel Ramos
GALVEZ(BRAZIL)

2

Jamyang Singye
NAMGYEL(BHUTAN)

Architect,
Division for Conservation of Heritage
Sites, Department of Culture,
Ministry of Home and Cultural
Affairs, Royal Government of Bhutan

Trashigang Dzong

3

Kundishora
Tungamirai
CHIPUNZA(ZIMBABWE)

Chief Curator,
National Musuems and Monumentsof Zimbabwe

Great Zimbabwe World Heritage Site

4

Abel Assefa GIRMAY(ETHIOPIA)

Heritage Conservator,
Authority for Research andConservation of Cultural Heritage

Taitu Hotel

Ex Dominican Convent of Santo
Domingo de Guzmán, Tehuantepec,
MexicoMuseu Casa de Rui Barbosa (RuiBarbosa's Historic House Museum)

5

David Antonio
TORRES CASTRO(MEXICO)

Full Time Conservator,
National Bureau for Cultural Heritage
Conservation part of National
Institute of Anthropology andHistory (Coordinacion Nacional deConservacion del Patrimonio
Cultural, Instituto Nacional deAntropologia e Historia)

6

Sumeru TRIPATHEE(NEPAL)Country-Humanitarian Preparedness& Response Coordinator, Oxfam GB(Oxfam in Nepal)

Pashupatinath Temple Area,
Kathmandu, Nepal

7

Irakli KOBULIA(GEORGIA)

Independent Consultant

Upper Svaneti

8

Vikas Namdeo
KURNE(INDIA)

Disaster Management Coordinator,
Indian Red Cross Society

Chhatrapati Shivaji Maharaj Vastu
Sangrahalaya

9

Idrees JEHAN(PAKISTAN)

Disaster Risk Reduction Officer(DRRO), FATA Disaster Management
Authority (FDMA)

Peshawar Museum

10

Farhad BANIZAMANLARI(IRAN)

Appendix1

Architect, Architectural preservationgroup - associated to the Memory
and Information Center, FUNDACAOCASA DE RUI BARBOSA - MINISTERIODA CULTURA (House of Rui Barbosa
Foundation - Ministry of Culture)

Project manager, Tarh e-No
Andishan Consulting Engineers
Co.(Thinking New Approach(TNA))/
Bazar Qaisary, located in the city of
Lecturer at University of AppliedLar(my home town), south of Fars
Science and Technology (RedState, southern IranCrescent Organization/Tehran
Disaster Mitigation and Management
Organization(TDMO)

125

11

Grace DE SMET
(BELGIUM)

Autonomous researcher on endangered Cultural Heritage; student
Master after Master in Urban Studies
The city-center of Brugge
at Vrije Universiteit Brussel (Belgium);Intern at UNESCO Culture Emergency
Preparedness and Response Unit

12

Catalin Andrei
NEAGOE(ROMANIA)

Architect at the National Institute of
Heritage, Romania,
Visiting Lecturer at "Ion Mincu"
University of Architecture and
Urbanism, Bucharest, Romania

Historic Centre of Sighişoara

13

Rosa Grazia DE
PAOLI(ITALY)OFFICIAL, Calabrian regional Council

Historical Center of Reggio Calabria

14

Enrica DI MICELI(ITALY)

Post-doctoral researcher,
Sapienza University

The Archeological Area in the ancient city-center of Rome, Palatinum
Hill, with a special focus on the“Gallery of the Collapsed Vaults”

Ph.D student,
Civil Engineering at the Departmentof Engineering of Energy, Systems,
Territory and Construction, School ofEngineering, University of Pisa
(Senior Member of the Italian Youth
Association for UNESCO)

Historic Centre of San Gimignano(Italy)15

Francesca GIULIANI(ITALY)

Observers

NameWork Position and Affiliation

1

Aditia Rahma Putra(INDONESIA)

2

Kasaqa Temoinunia Tora
(FIJI)

3

Sehyun KIM(SOUTH KOREA)

Spatial Planning Division, Municipal Government Of Semarang
Project Manager, The National Trust of Fiji
Research Assosiate, National Research Institute of Cultural Heritage

ITC 2019, the 14th year

126

1

Virginia FernandaGONZÁLEZ(ARGENTINA)

Museum Director,
Museum Director Cultural Secretaryof National Government

Historical Museo of Sarmiento2

Angela Maria MICELI(ITALY)

Individual Professional,
AIAPP Professional Association ofLandscape Architects

Lungotevere Tor di Quinto (Quinto's
Tower/Tiber_Riverfront Park)

3

Monia DEL PINTO(ITALY)PhD researcher,
Loughborough University

MuNDA -Museo Nazionale
D’Abruzzo (National Museum of
Abruzzo)Chief Curator,
National Museum of Egyptian
Civilization, Nubia Fund, Ministry of
Antiquities

National Museum of Egyptian
Civilization, Nubia Fund, Ministry of
Antiquities

5

Enrique RODRIGUEZLEON(COSTA RICA)

Preparedness and Response chief /Risk and Emergency Management
Unit,
GAD - decentralized autonomous
municipal government of Canton
Duran (city of Duran)Museum and archeological site of
The Lovers of Sumpa and Museum
and archeological site of the Venus
of Valdivia

6

Clinton Dean
JACKSON(SOUTH AFRICA)Manager: National Inventory,
South African Heritage Resources
AgencyDal Josafat Cultural Landscape7

Roy GIAMPORCARO(ITALY)

Junior Professional Officer, Cultural
Heritage, Culture Sector, UNESCO
Amman Office

The Historic Centre of Naples, ITALY8

Alessia STROZZI(ITALY)

Officer,
Ministry of Cultural Heritage, Marche
Region’s branch

The Lazzaretto of Ancona,(Mole Vanvitelliana)

9

Samson Lukabya
NABBIMBA(UGANDA)Clan Leader-Red Ant (Kinyomo),
Kabaka’s Trail Coordinator,
Kabaka Foundation

Wamala Tombs

10

Ameneh KARIMIAN(IRAN)DRR Advisor & Project Coordinator at
Iranian Relief Association (IRA) NGO
Researcher & Scientific Coordinator
at Tamadon Karizi Consulting Eng.
(TKCE)

Qasem-Abad Qanat and Akbar-Abad
Qanat (twin qanats) part of the
Persian Qanats (WH serial property)

11

Shah Zahidur
Rahman Zahidur
ZAHID(BANGLADESH)

Shelter Specialist,
Early Recovery Facility, Resilience &Inclusive, Grouth Cluster,
UNDP Bangladesh

Somapura Mahavihara in Paharpur,
Badalgachhi Upazila, Naogaon
District, Bangladesh

12

Lilit GEVORGYAN(ARMENIA)

Researcher,
Institute of Geological Sciences of
National Academy of Sciences ofArmenia

Geology Museum after H.
Karapetyan of Institute of Geological
Sciences of National Academy of
Sciences

4

Appendix

Mahrous Eid
Moustafa
ELSANADIDY(EGYPT)

127

ITC 2020 Alternative Programmes

Due to COVID-19, ITC training course was not conducted in the year 2020. Alternative to our regular programmes, webinars and workshops by selected former participants were conducted.

“Capacity Building for Disaster Risk Management of Cultural Heritage: Challenges and Opportunities in
Post-COVID Times”
Webinar 1 “Rethinking disaster mitigation and preparedness”, 27 June 2020
Name

Work Position and Affiliation

Ksenia CHMUTINA

Senior Lecturer in Sustainable andResilient Urbanism, Loughborough
University

Considering multiple risks and inequalities in COVID-19 times andbeyondProfessor of Disaster Risk
Management, Loughborough
University

Considering multiple risks and inequalities in COVID-19 times andbeyondTakeyuki OKUBO

Professor, College of Science andEngineering, Ritsumeikan University

Community based DRM workshopswith digital network for post-COVID
times

Yoshifumi SATOFUKA

Professor, College of Science andEngineering, Ritsumeikan University

Consideration of Climate Change for
DRM

Joseph KING

Director of Partnership andCommunication, Partnership andCommunication Unit, ICCROM

How should international organizations working in the field of cultural
heritage sector rethink on theiractivities in the light of COVID-19?

Lee BOSHER

Topic

Webinar 2 “Rethinking disaster response and recovery”, 4 July 2020
Name

Work Position and Affiliation

Aparna TANDON

Senior Programme Leader, First Aid
and Resilience for Cultural Heritage |Sustaining Digital Heritage,
Programme Unit, ICCROM

What can we learn from COVID-19
response cultural heritage?

Wesley CHEEKJSPS Fellow, Visiting Researcher,
Ritsumeikan University

How can we address sustainable andresilient recovery by mainstreaming
cultural heritage

Elke SELTER

Doctoral Researcher, SOAS, Universityof London

Reflecting on PDNA methodology
based on COVID-19 experience

General Manager, George Town
World Heritage Incorporated

The Disaster Risk Management
Implementation during COVID-19 in
George Town, Malaysia

Ming Chee ANG

128

Topic

“Good Practices for Disaster Risk Management of Cultural Heritage” Workshop

From 8 to 10 October 2020, the following participants joined the online workshop.
Name

Country(ITC participated year)

Topic

1

Elena MAMANI(The Best Practicewinner)Albania/Greek(ITC 2014)“Utilisation of traditional water cisterns as water
source in case of fire in Gijokastra, Albania”

2

Dulce María
GRIMALDI(The Best Practicewinner)Mexico(ITC 2016)“Mapping risks for cultural heritage in Mexico”

3

Ming Chee ANG(Exemplary PracticeAward winner)

Malaysia(ITC 2017)“George Town world heritage city, Malaysia”

4

Abdelhamid Salah
Abdelhamid SAYED

Egypt(ITC 2014)“Fire risk mitigation strategies for urban heritagesite in Cairo, Egypt”

5Junko MUKAI and
Dechen TSHERING

Japan/Bhutan(ITC 2010)

6

Marcela HURTADO

Chile(ITC 2015)“Disaster risk management plan for Humberstone
and Santa Laura altpeter works, Pozo Almonte,
Chile”

7

Vanessa Anne
TANNERNew Zealand(ITC 2016)“Heritage New Zealand Pouhere Taonga (HNZPT)
draft guidance for preparing heritage risk management plans”“Disaster risk management plan for Punakha
Dzong, Bhutan”

Appendix

ITC 2021, the 15th year

Alexandre A. COSTA(PORTUGAL)Founder and partner and head ofresearch and development/Invitedprofessor; NCREP-Consultancy on
Rehabilitation of Built Heritage, Ltd./
Polytechnic Institute of Porto, Schoolof Engineering

National Palace of Sintra, Portugal,
belonging to Sintra World Heritage
Cultural Landscape, and National
Monument.

2

Ana GóMEZ URIBE(COLOMBIA)

Advisor on conservation and collections management, Strengthening
Museums Program /Colombia
National Museum / Ministry of
CultureRafael Núñez House
Museum3

Artnet HASKUKA(KOSOVO)

Chairperson,
Council of Cultural Heritage – Prizren
Historic Center

Prizren HistoricCenter/ Kosovo

4

Aya MIYAZAKI(JAPAN)

Doctorate Student
University of Tokyo (Until 3 May
2021, UNESCO Office in Lima)

Historic Center of Lima, Peru

5

Flavio HAENER(SWITZERLAND)

Cultural Property Protection
Responsible,
Canton Basel-Stadt, Government

Cultural Property of Basel-Stadt

1

129

ITC 2021, the 15th year
6

Jennifer LANG
(USA)

Adjunct Associate Professor,
Director of MSc (Conservation),
The University of Hong Kong

Fung Ping Shan Building, University
Museum and Art
Gallery, The University of Hong Kong

7

Katrīna KUKAINE(LATVIA)

Director, Development Department
The National Library of Latvia

The National Library of Latvia

8

Luana
ALESSANDRINI(ITALY)

Head for the UNESCO World
Heritage, Urban Decorum, Urban
Hygiene and Communitarian Policies
Sector, Municipality of Urbino

Municipality of Urbino

9

Mikael GARTNER(USA)

Infrastructure Design Reviewer,
United Nations Office for Project
Services

Nan Madol: Ceremonial Centre ofEastern Micronesia

10Raphael IGOMBO(KENYA)

Head of education and Public
programs Department, National
Museums of Kenya

Fort Jesus Museum

11

Richard BAULA(PHILIPPINES)

Conservator, National Historical
Commission of the Philippines

Taal Heritage Town, Taal, Batangas,
Philippines

12

Veronica
PIACENTINI(ITALY)

Officer,
Italian Civil Protection Department

Villa Torlonia in Rome (Italy)

13

Vinka MARINKOVIć(CROATIA)

Conservator restorer,
Croatian Conservation Institute

Diocletian’s Palace,
Split, Croatia

Observers

NameWork Position and Affiliation

1

Mohamed SOLIMAN(EGYPT)

JSPS International Researcher
DMUCH-Ritsumeikan University

2

Suzana KASOVSKAGEORGIEVA(NORTH MACEDONIA)

Deputy director and trainer,
Institute for Research in Environment, Civil Engineering and Energy

ITC 2022, the 16th year

130

1

Amalija PAVLIĆ
(CROATIA)

2

Amanda Emma OHS(NEW ZEALAND)

3

Birsen INCEL(TURKEY)

Senior Advisor,
Institute for the Restoration of
Dubrovnik

Old City of Dubrovnik(WHS)

Senior Heritage Advisor,
Christchurch City Council

Canterbury Provincial Council
Buildings and Grounds

Technical Expert (MSc ArchitectRestoration Specialist),
Directorate of Gallipoli Historic Site

Kilitbahir Castle Museum

Associate Researcher & Adjunct
Assistant Professor,
Cultural Properties Research Center /Development of Interior Design,
China University of Technology

Tamsui Old Street
in New Taipei City

5

Chris Soliz(USA)

Adjunct Instructor,
Emergency & Disaster Management,
Western Carolina University

Kauffman Center for Performing Arts

Evan OXLAND(CANADA)

Built Heritage Advisor,
Parks Canada Agency, Indigenous
Affairs
and Cultural Heritage Directorate,
Built Heritage Unit – National Office

Canadian Rocky Mountains Parks
(WHS)

7

Federico ZAINA(ITALY)

Research Fellow,
Department of Architecture, Built
Environment, Construction
Engineering, Politecnico di Milano
Adjunct Professor,
Department of History and Culture,
University of Bologna

Craco Town

8

Jean Francois
LAFLEUR(Republic of
Mauritius)

Site Manager,
Le Morne Heritage Trust FundLe Morne Cultural Landscape

9

Martin NicolásFERNÁNDEZORDÓÑEZ(GUATEMALA)

Curator of Casa Popenoe,
Francisco Marroquin University

Casa Popenoe / Francisco Marroquin
University(WHS)

Persepolis
(WHS)

6

10

Masoud NAKHAEI(IRAN)

Earthen Structures Conservation &Climate Change Risk Management
Consultant,
Pasargadae and Persepolis World
Heritage Sites

11

Michel Louis
DE L’HERBE(CHILE)

Consultant in Emergency
Management and Public Safety,
Michel De L’Herbe Emergency
Management Consulting MGMT

Natural History Museum of
Valparaíso

12

Natalie Ann DE LA
TORRE SALAS(PUERTO RICO)

Public Archaeology Outreach
Coordinator,
Southwest Region,
Florida Public Archaeology Network,
Florida Atlantic University

Pineland Archaeological Site

13

Raghda Nasr
EL. NEZORY(EGYPT)

Inspector,
The Ministry of Tourism andAntiquities

City of the Dead
(WHS)

14

Rana Nadim
DUBEISSY(LEBANON)

Project Coordinator,
BILADI NGO

Beiteddine Palace

Appendix4Chao-Shiang LI(Taiwan
ROC)

131

15

Suraj GAUTAM(NEPAL)

Executive Director,
Institute of Himalayan Risk
Reduction

Observers

132

Changu Narayan Temple
(WHS)

Name

1

Arkebe Negash KIBATU(ETHIOPIA)Work Position and Affiliation

2

Hernandez Oroza ALBERTO(CUBA)

Head of Department,
Department of Diagnosis and Surveying,
Historic Center of Havana

3Mara POPESCU(ROMANIA)

4

Ana Teresa Teves REIS(PORTUGAL)

5David Robert MASON(UK (AUSTRALIAN-BRITISH))

Senior Heritage Specialist,
Public Works Advisory

6

Priyanka Dhiraj PANJWANI(INDIA)

1. Conservation Architect (Freelance)
2. Co-ordinator, National Scientific Committee on Risk
Preparedness, ICOMOS India

Heritage Conservator,
Authority for research and conservation of cultural heritage

Lecturer, George Emil Palade University of Medicine,
Pharmacy, Science and Technology of Târgu Mureș
Researcher (Cultural Heritage),
University of Évora, City UniMacau Chair on sustainable Heritage;
HERCULES Laboratory

Exercise of Hiwadabuki roof installment at the Kyoto City Cultural Property Building Conservation Technology Training Center