Iberian-American Mayors Forum: Living Heritage

IDB Cities Network

IV

IBEROAMERICAN MAYORS FORUM:

Living

Heritage SEPTEMBER 16-18, 2019 SEVILLE, SPAIN

Ibero-American Mayors Forum The Ibero-American Mayors Forum initiative came about four years ago with the objective to strengthen ties and promote exchanges between Ibero-American cities that share cultural and historical characteristics and share common ideas about the quality of life that cities should provide for their residents.

Each forum is focused on urban environmental, economic, and social, sustainable development.

To date, there have been forums in 2015, 2017, and 2018 in Madrid and Santander, Spain, and Mendoza, Argentina. This fourth forum will be held in Seville, Spain.

Urban Heritage in Latin America and the Caribbean The Latin American and Caribbean region has a wide variety of tangible and intangible cultural assets that make up its heritage and development potential, the 183 UNESCO World Heritage sites in the region are evidence of this. However, rapid urbanization across the region has resulted in the culture and local identity of the cities of the region being harmed.

This has led to the deterioration and abandonment of heritage sites, the separation of the population from their own heritage, a lag in the traditional and cultural industries, and the depopulation of heritage and historical areas.

The regeneration and enhancement of the value of cultural heritage presents a unique opportunity in the movement towards urban sustainability. Adequate management of historical centers would allow cities to not only preserve cultural heritage but also to renew and revitalize the city's infrastructure, improving its environment, and generating positive effects for local economic development, urban mobility, equity and social cohesion.

Living Heritage Program Living Heritage is a multi-sectoral program of the IDB Group, which counts on the support of the Spanish Government, with the aim of strengthening the capacities of cities in Latin America and the Caribbean (LAC) to promote the conservation and enhancement of heritage as a means to achieve sustainable urban development.

The program seeks to: 1. Provide cities of the region with the planning, management, and financing tools to safeguard and enhance their heritage, prioritizing integral actions leading to sustainable, resilient, and equitable urban development, and making its implementation feasible through the efficient use of public resources , private sector participation and support from external sources.

2. Create a community of practice on sustainable, resilient and equitable urban heritage in the region, encouraging the exchange of knowledge between cities in the region with heritage cities in Spain and other regions, and encouraging innovation and experimentation in the search for solutions to the challenges of the sector.

IDB Cities Network The IDB Cities Network was created, as part of the Climate Change and Sustainable Development Sector in the Housing and Urban Development Division, for cities to share experiences, lessons learned, and best practices in regards to environmental, economic, and social sustainability.

Currently, the Network encompasses more than 160 cities, with a combined population of 160 million residents, the majority of which are medium sized cities with accelerated growth rates. The Network offers support to its cities through various initiatives that promote innovation, the implementation of best practices, and the exchange of knowledge between its cities.

Seville has for centuries been the center of relations between America and Europe.

It was from Seville’s port that Magellan-Elcano circumnavigation expedition set sail in its efforts to complete the first circumnavigation of the world 500 years ago this year, an event which led to multiple notable scientific, technological, and commercial advances and, most importantly, allowed humanity to contemplate its globality and open itself towards the future.

The city of Seville is today a vibrant, active, and modern city, the largest city in the south of Europe, open to innovation, development, coexistence, and cooperation.

Seville’s Living Heritage program is one of the city’s greatest assets and a key axis for its potential transformation.

With the celebration of the IV Ibero-American Mayors Forum in our city, sponsored and organized by the Inter-American Development Bank, the Government of Spain, and the City of Seville, the city once again acquires a central position on the global stage and opens up to the world as a space for meeting, reflecting, and exchanging ideas and proposals for the social and economic development of our cities and commitment to our fellow citizens.

We’d like to welcome you to Seville, open your eyes to meet and know its people, culture, heritage, and enjoy its day to day life. Let us all work together to benefit our communities.

Take advantage of the time and space created by this Forum to promote and strengthen the understanding, commitment, and cooperation of our institutions and people.

Juan Espadas Cejas Mayor of Seville

Agenda

SUNDAY SEPTEMBER 15 WELCOME 19:00-20:00

20:00-22:00

Tour of Seville

Mayor’s Tapas – Ice breaker activity

Hosted by the City of Seville

Location: Hotel Vincci la Rábida - Terrace Address: Calle Castelar, 24, 41001 Seville, Spain

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IV IBERO-AMERICAN MAYORS FORUM: LIVING HERITAGE

MONDAY SEPTEMBER 16 IV Ibero-American Mayor’s Forum Location: Seville City Hall –“Colón” Hall Address: Plaza Nueva, 1, 41001 Seville, Spain

9:00-10:00

10:15-10:45

11:50-13:45

Opening

“Sevilla Viva” Presentation

Mayors Working Tables

Ignacio Corlazzoli, Representative IDB Group Office in Europe

Juan Espadas Cejas, Mayor, City of Seville

Resilient Heritage

Ana de la Cueva Fernández, Minister of Economy and Business Support and Alternate Governor of Spain to the IDB Juan Espadas Cejas, Mayor, City of Seville

10:00-10:15 The Living Heritage Program Juan Pablo Bonilla, Manager of the Climate Change and Sustainable Development Division, IDB Alicia Montalvo, Executive Director for Austria, Denmark, Spain, Finland, France, Norway and Sweden, IDB

10:45-11:15 Official Event Photo

11:15-11:35 Coffee

MODERATOR

Juan Pablo Bonilla, Manager of Climate Change and Sustainable Development Sector, IDB Location: Seville City Hall – “Santo Tomas’’ Hall Address: Plaza Nueva, 1, 41001 Seville

Productive Heritage MODERATOR

Maria Camila Uribe, Coordinator of the IDB Cities Network, IDB - TBC

11:35-11:50 Spain’s Experience in Urban Heritage Management Aina Calvo Sastre, Director, Spanish Agency for International Development and Cooperation (AECID)

Location: Seville City Hall – “Capitular” Hall Address: Plaza Nueva, 1, 41001 Seville

Eco-efficient Heritage MODERATOR

Cesar Leyva, Senior Operations Specialist for the Climate Change and Sustainable Development Sector, IDB Location: Fundación Cajasol – “Embajadores” Hall Address: P. S. Francisco, 1, 41004, Seville

Patrimonio Colaborativo MODERATOR

Edgardo Mosqueira, Senior Sector Specialist in Public Management of the Institutional Capacity Division of the State, IDB – TBC Location Seville City Hall “Fieles Ejecutores” Hall Address: Plaza Nueva, 1, 41001 Seville

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IV

IDB Cities Network

IBERO AMERICAN MAYOR FORUM

13:45-14:15

15:00-16:30

17:30-19:45

Presentation of Working Table Conclusions

Urban Heritage and Development: The Keys for a National and Local Coordination Model

Field visits Polígono Sur

MODERATOR

Visit to Centro de Participación Activa de Mayores, a key element in local’s efforts to save the heritage of the neighborhood, build identity, and promote citizen participation.

It is also a municipal center, cofunded with the European Union and sustained by the regional government, in which a group of cooperatives and non-profits work together to develop a project promoting active aging.

Presentation by the elected speakers of each table Location: Fundación Cajasol – “Antonio Machado” Hall Address: P. S. Francisco, 1, 41004, Seville

Alicia Montalvo Santamaría, Executive Director for Austria, Denmark, Spain, Finland, France, Norway and Sweden, IDB

14:15-15:00

SPEAKERS

Lunch

Marko Marcelo Machicao Bankovic, Counselor for Bolivia, IDB

Location: Fundación Cajasol

José Guilherme Almeida dos Reis, Executive Director for Brazil and Suriname, IDB Alex Foxley, Executive Director for Chile and Ecuador, IDB Sergio Díaz Granados, Alternate Executive Director for Colombia, IDB Gerardo M. Corrochano, Executive Director for Colombia and Peru, IDB Fernando Ernesto de León de Alba, Alternate Executive Director for Panama, IDB

Visit to the Centro de Participación Activa de Mayores

Visit to the Factoría Cultural Housed in a modern, municipal building, built with the financial support of the EU, Factoría Cultural is a space built to promote the revitalization of the neighborhood through the use of culture. With this objective in mind, Factoria Cultural houses, promotes, and supports a wide range of cultural initiatives that not only maintain and bring attention to the flamenco culture, but also a variety of other musical, scenic, and plastic arts

20:30-22:00 Dinner at El Alcázar

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IV IBERO-AMERICAN MAYORS FORUM: LIVING HERITAGE

TUESDAY SEPTEMBER 17 LIVING HERITAGE SEMINAR Location: Fundación Cajasol – “Antonio Machado” Hall Address: Pl. de S. Francisco, 1, 41004 Sevilla, España

DIALOGUE 1 PRODUCTIVE HERITAGE

DIALOGUE 2 COLLABORATIVE HERITAGE

8:15-8:30

9:00-10:15

10:15-11:30

Seminar Opening

Keynote - Inclusive, productive development: the role of creative and cultural industries in the local economy

Keynote - Public-Private-Social Collaboration: Management and Best Practices for the Revitalization of Urban Heritage

Cultural heritage is a valuable asset in cities’ efforts to stimulate their local economic development in an inclusive manner. Among the options to stimulate productivity in cities, the cultural and creative industries (CCI) have been gaining relevance and importance. Effective asset management tends to stimulate these industries given their high potential to create jobs through small and medium-sized companies and boost the competitiveness of the private sector and businesses community.

Given this, the growth and development of CCIs has the potential to create opportunities for social cohesion and labor inclusion for cities’ and their economic productivity.

Cultural heritage governance requires collective, binding, and integrating agreements between diverse public, private, and civil society stakeholders. These agreements should promote coordinated actions for the sustainable management and financing of cultural heritage in the short and long term. For this, institutional clarity and public leadership in the management of cultural heritage is key to attract private investments and strategic public-private partnerships. These elements are essential to guarantee the financing of initiatives that are capable of sustaining themselves over time.

Juan Pablo Bonilla, Manager of the Climate Change and Sustainable Development Sector, IDB

8:30 -9:00 Living Heritage: Objective and Methodology Jesus Navarrete, Sector Lead Specialist, Housing and Urban Development Division, IDB

MODERATOR MODERATOR

Maria Camila Uribe, Coordinator of the IDB Cities Network

Edgardo Mosqueira, Public Management Lead Sector Specialist, Institutions for Development Sector, IDB – TBC

SPEAKER

SPEAKER

Nicola Schiess, President, Teatro del Lago Frutillar Foundation, Chile

Adrian Pandal, Director, Historic Center of Mexico City Foundation

PANELIST 1

LAC city experience

PANELIST 1

LAC city experience PANELIST 2

Spanish city experience

PANELIST 2

Spanish city experience

11:30-12:00 Coffee

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Living

IDB Cities Network

Heritage Seminar

DIALOGUE 3 ECO-EFFICIENT HERITAGE

DIALOGUE 4 RESILIENT HERITAGE

12:00-13:15

13:15-14:30

16:00-19:00

Keynote - Smart

Keynote - Resilient Heritage: Culture and the intangible elements as factors in the adaptation and response to natural disasters

Field visits

Heritage Cities: Technologies for ecoefficient development A smart city, in the context of cultural heritage, is one that places people at the center of its development, stimulating efficient urban management while incorporating information and communication technologies. Urban heritage areas can be an active part of smart cities, as long as the characteristics that distinguish them are acknowledged: their identity and heritage. Within ecoefficient heritage, digital technologies can contribute to the preservation of heritage and environmental assets, the reduction of the consumption of natural resources and improve the competitiveness, resilience, and efficient management of the city.

A resilient cultural heritage develops capacities and articulates effective strategies for disaster risk management and adaptation to climate change. The increase in natural and anthropogenic threats has emphasized the vulnerability of communities in LAC cities, as well as their cultural heritage. Resilient cultural heritage captures and strengthens local knowledge as capital in an effort to increase its response capacity and adaptiveness to external shocks, ensuring the preservation of ecological systems and the welfare of future generations and their cultural and natural heritage.

MODERATOR

and Urban Development Division

Cesar Leyva, Operations Senior Specialist, Climate Change and Sustainable Development Sector, IDB

SPEAKER

SPEAKER

Juan Carlos Prieto, General Director, Santa María la Real Foundation

Jared Genova, Former Manager of Resilience Planning and Strategy Management for the city of New Orleans

Martin Soulier, Sector Specialist, Housing

MODERATOR

PANELIST 1

LAC city experience

PANELIST 1

LAC city experience

PANELIST 2

Spanish city experience

PANELIST 2

Spanish city experience

14:30-15:30

EMASESA Headquarters EMASESA is a model for the development of IT as a key element in the search for increased efficiency in management and improvement of urban services.

The Control, Operations, and Planning center is the key point where realtime information from facilities and infrastructure operating capacity as well as supply and sanitation networks.

Rainwater Retention Deposit in Kansas City Inagurated in 2019, this rainwater retention deposit is the largest in Andalucia. Its “sustainable city” transformation model has created for EMASESA a unique opportunity to innovate new construction procedures that are environmentally friendly.

Pilot Project “Sustainable City” on El Greco Avenue Completed in June 2019, the “Sustainable Cities” pilot project’s renovations of Avenida el Greco, one of the key arteries that provides access to the center of the city, were part of a holistic intervention for the avenue, addressing the concerns of residents and businesspeople that have been involved throughout the project.

Monumental Ensemble ‘La Cartuja’ and HQ of the International University of Andalucía The Technological Park of La Cartuja is today the principal space for innovation in Seville, a Scientific and Technological Park in which 459 companies, startups, and research centers all converge to offer extensive cultural and leisure activities.

Lunch

20:00-21:00 Dinner at Torre Sevilla

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IV IBERO-AMERICAN MAYORS FORUM: LIVING HERITAGE

WEDNESDAY SEPTEMBER 18 LIVING HERITAGE SEMINAR Location: Fundación Cajasol – “Antonio Machado” Hall Address: Pl. de S. Francisco, 1, 41004 Sevilla, España

9:00 -9:20

9:20-10:35

10:55-12:10

The IDB Group’s Work in Cultural Heritage Tourism

DIALOGUE 5: TECHNOLOGY IN THE MANAGEMENT OF TOURISM AND URBAN HERITAGE RESOURCES

DIALOGUE 6: THE ROLE OF THE PRIVATE SECTOR IN CULTURAL HERITAGE TOURISM

MODERATOR

MODERATOR

Adela Moreda, Tourism Lead Specialist, Environment Rural Development and Disaster Risk Management Division, IDB

Gema Sacristán, Chief Investment Officer, IDB Invest

Tourism is recognized as one of the most dynamic industries as it expands and diversifies globally. Cultural tourism has created an increase in demand for cities that stand out for their tangible and intangible heritage. However, one of the greatest challenges for cultural tourism involves maintaining a balanced coexistence of residents and tourists while preserving the local lifestyle, overcoming a model of tourism based merely on the attraction of visitors and capital.

For the sustainable development of tourism based on local experiences and daily practices, new digital technologies have become valuable allies to coordinate efforts, facilitate local participation, and generate new narratives and diverse forms of tourism focused on the consumption of heritage in a sustainable manner.

Juan Pablo Bonilla, Manager of the Climate Change and Sustainable Development Sector, IDB

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SPEAKER SPEAKER

Eduardo Gutierrez Díaz, Director of Business Development and New Technology, SEGITTUR

Richard Katzman, Managing Director, HVS in Mexico City PANELIST 1

LAC city experience PANELIST 1

LAC city experience

PANELIST 2

Spanish city experience PANELIST 2

Spanish city experience

10:35-10:55 Coffee

Living

IDB Cities Network

Heritage Seminar

12:10-14:15

14:15-15:00

19:00-20:30

SESSION 7: “LIVING HERITAGE” PILOT CITIES’ ACTION PLAN AND RESULTS

Lunch

Award Ceremony: IDB Cities Lab, College Contest, San Telmo (Buenos Aires, Argentina)

Location: Fundación Cajasol – "Antonio Machado” Hall Address: P. S. Francisco, 1, 41004 Seville

15:30-18:00

INTRODUCTION: PILOT CITY METHODOLOGY AND OBJECTIVE

Jesús Navarrete, Lead Specialist, Housing and Urban Development Division, IDB 12:10-12:40 CITY OF PANAMA, PANAMA

Judy Meana Barrera, Vice-Mayor, Panamá City, Panamá 12:40-13:00 MONTEVIDEO, URUGUAY

Silvana Pissano, General Director of the Department of Urban Development of the Municipality of Montevideo, Uruguay 13:00-13:20 AYACUCHO, PERU

Yuri Alberto Gutiérrez Gutiérrez, Mayor of the Provincial Municipality of Huamanga, Ayacucho, Peru 13:20-13:40 SAN TELMO, ARGENTINA

Juan Vacas, General Director of Heritage, Museums, and Historic Center, Buenos Aires City Government, Argentina 13:40-14:00 QUESTION AND ANSWER SESSION

14:00-14:15 WORDS FROM THE IDB CITIES NETWORK

Maria Camila Uribe, Coordinator of the IDB Cities Network

Field visits Seville Tourism Office Presentation by: Antonio Muñoz Martínez, Deputy Mayor for Urban Habitat, Culture, and Tourism.

Presentation regarding the Seville City Council’s activities in the Tourism Office-Integral Visitor Assistance Center of Seville Centro de Interpretación del V Centenario de la Primera Vuelta al Mundo Presentation by: Manuel Alejandro Cardenete Flores, Deputy Minister of Tourism, Revitalization, Justice, and Local Administration, Andalucia Lab. Presentation regarding the Centro de Interpretación del V Centenario de la Primera vuelta al Mundo

18:00-19:00 Master Session – “A model of Andalusian Living Heritage: Flamenco” Presentation by Juan Manuel Suárez Japón, Professor of Human Geography, Pablo de Olavide University

The IDB CitiesLab 2019 is a competition amongst LAC and Spain’s students, university professors, and young professionals to find creative solutions and innovative ideas for urban problems in Latin America and the Caribbean. It aims to be an incubator for young talent in urban issues by creating a network of universities, offering real-world experience as a way to enhance plans and projects, and promoting a participatory space where paradigms of the discipline can be discussed.

This fifth international edition of the IDB CitiesLab university competition is organized by the IDB Housing and Urban Development Division’s Cities LAB, in partnership with the Government of the City of Buenos Aires and the Spanish Agency for International Development Cooperation (AECID).

The contest aims to find and develop a comprehensive urban development project, a programmatic proposal, and a sustainable management model, using a participatory, heritage, and innovative approach for the properties under the “25 de Mayo” Highway (AU1) and its immediate surroundings, in the famous, historic neighborhood of San Telmo in the City of Buenos Aires, Argentina.

Singer: Edu Hidalgo Guitarist: Eduardo Rebollar

20:30-21:00 Closing Session

Location: Seville Tourism Office Dirección: Paseo Alcalde Marqués del Contadero, s/n, 41001 Seville

* METHODOLOGICAL SUPERVISION AND COORDINATION OF ATTENDEES

Keisgner Alfaro, Consultant, Urban Development and Housing Sector

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IV IBERO-AMERICAN MAYORS FORUM: LIVING HERITAGE

Ignacio Corlazzoli

Juan Espadas Cejas

Representative IDB Group Office in Europe

Mayor of Seville, Spain

Ignacio Corlazzoli, an Italian and Uruguayan citizen, was appointed as Representative for Europe Israel for the IDB in May 2016.

Juan Espadas was born in Seville, where he graduated with a degree in Law at the University of Seville, and later, in 1990, he joined the Bar Association. During his professional career, he has held various public positions, mainly related to two of the areas in which he specialized: urban and land-use planning and the fight against climate change.

He has been president of the ANDANATURA Foundation and vice president of the DOÑANA 21 Foundation between 2004 and 2008, vice president of the Andalusian Council of Environment and of the Andalusian Council of Biodiversity between 2004 and 2008, Deputy Minister of Environment, President of the Planning Commission of the Territory and Urbanism of Andalusia and Minister of Housing and Territorial Planning of the Andalusian council between 2008 and 2010.

In 2012 he moved to Madrid to open the new Office in Europe where he held the position of Chief of Operations. The Office in Europe is responsible for establishing strategic alliances between the IDB and the 16 European member countries of the Bank and Israel.

He previously served as Advisor to the President of the IDB. During his career at the Bank, Mr. Corlazzoli has worked on issues related to Haiti and strengthening institutional capacity as well as on the IDB Board on behalf of Uruguay, Paraguay and Bolivia.

Mr. Corlazzoli has a Law Degree from the Catholic University of Leuven and Political Science from the London School of Economics and has a Masters Degree in Public Policy from the latter university.

Ana de la Cueva Fernández Minister of Economy and Business Support and Alternate Governor of Spain to the IDB Her career developed in the Ministry of Economic Affairs where she held different positions, amongst them being responsible for the Delegate Commission of Economic Affairs. She has been a member of the CESCE’s Administration Council and Exterior Expansion.

From July 2009 to June 2019, she held the positions of Advisor at the International Financier System’s General Sub-directorate. From April 2008 to June 2009, she was the Director of the Secretary of the State Economy’s cabinet. She has a degree in Economic and Managerial Sciences from Universidad Autónoma in Madrid, specialized in Quantitative Economics, in 1989.

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Between 2011 and 2015, he was part of the Municipal Corporation as a councilor. In 2015, he was elected mayor of the city of Seville and re-elected for a second term in 2019. He is also vice president of the Committee on the Environment and Climate Change, president of the Climate Cities Network and member of the Committee of the Regions of the European Union and the Euro-Mediterranean Regional and Local Assembly.

Juan Espadas has collaborated as a Professor for several years in various Masters in Environmental Law and Management at the Universities of Seville and Carlos III of Madrid, Business School of Andalusia, School of Industrial Organization, etc. and has participated in forums, courses and conferences on Climate Change, Sustainability and Land Management. In all these years he has defended the need to establish alliances between cities and regions both at state and European level.

IV IBERO-AMERICAN MAYORS FORUM: LIVING HERITAGE

Juan Pablo Bonilla

Alicia Montalvo

Manager of the Climate Change and Sustainable Development Division, IDB

Executive Director for Austria, Denmark, Spain, Finland, France, Norwey and Sweden, IDB

Dr. Bonilla was previously Chief of Staff to the Executive Vice President of the Inter-American Development Bank.

A Spanish Government Trade Technician and Economist, she joined the IDB in 2017. Previously, she served as General Director of Institutional Cooperation and Coordination of ICEX Spain Export and Investments, in the Spanish Ministry of Economy and Competitiveness. She was also Director of Infrastructure, Environment, Energy and ICT of this same entity. From 2008 to 2012, she was General Director of the Spanish Office of Climate Change in the Ministry of the Environment, where she was responsible for, among other things, the international negotiation process as a member of the Transition Committee responsible for the creation of the Green Fund.

He has worked on environmental sustainability, climate change and energy for more than 20 years. He led the IDB's Sustainable Energy and Climate Change Initiative, a major strategic step for integrating climate change and sustainability as a priority for the Bank. Before joining the IDB, Dr. Bonilla worked as Senior Specialist at the World Bank, and was a member of the United Nation's CDM Executive Board.

In Colombia, after serving as the Executive Director of a new think tank Fundesarrollo, and as National Environmental Manager of ANDI, Dr. Bonilla launched new initiatives such as the National Climate Change Policy and the National Biotechnology Policy as principal advisor to the country's Vice President. Dr. Bonilla served as Deputy Minister of Environment, and acting Minister of Environment, Housing and Territorial Development.

Dr. Bonilla obtained a B.A. in Civil Engineering from the Universidad Javeriana in Bogotรก, Colombia, and then received a M.Sc. in Engineering Management and Systems Engineering and a Ph.D. in Environmental and Energy Management from George Washington University.

Previously, she established her career at the Ministry of Economy and Finance of Spain as a member of the EU Economic Policy Committee for six years and serving as Director of Trade Policy and Foreign Investment.

She has a degree in Economics from the University of Valencia and a Masters in Public Administration from the KSG of Harvard University (1992) (Fullbright scholarship). She was as an associate professor at the Carlos III University of Madrid.

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IV IBERO-AMERICAN MAYORS FORUM: LIVING HERITAGE

Aina Calvo Sastre

Cesar Leyva

Director, Spanish Agency for International Development and Cooperation (AECID)

Operations Senior Specialist for the Climate Change and Sustainable Development Sector, IDB

Aina Calvo, with a degree in Philosophy and Letters and a PhD in Educational Sciences, takes over for Luis Tejada Chacón in directing and managing the Spanish Agency for International Development Cooperation (AECID), whose purpose is the promotion, management and execution of public policies for international development cooperation, aimed at the fight against poverty and achievement of sustainable human development in developing countries.

César Leyva is a Senior Operations Specialist in the Climate Change and Sustainable Development Sector at the IDB headquarters in Washington, DC, responsible for the supervision and coordination of the Sector’s portfolio of technical cooperations.

She is the co-author of the Strategy of Culture and Development of the Spanish Cooperation (2006) and of the Training Program for the Development of the Cultural Sector of the AECID. She was also a member of the Commission for Education and Communication of the International Union for the Conservation of Nature (IUCN).

In her political career, Calvo was a spokesperson for the Education and Culture for the Socialist parliamentary group in the Parliament of the Balearic Islands, Mayor of Palma de Mallorca, between 2007 and 2011, and spokesperson of the Socialist municipal group in the city council of Palma de Mallorca.

Previously, he was an Operations Specialist in the IDB Representation in Brazil where he coordinated the Strategy for Sport for Development and both led and supported several operations related to the social legacy of major sporting events.

During his time at the IDB Office in Europe he coordinated the Bank's relations with different International Organizations and with European Development and Cooperation Agencies. Before joining the IDB, he served as lawyer, Vice Consul of Colombia in Madrid, Spain, and Minister Counselor of the Colombian Embassy in France.

He is a lawyer, with a degree from the University of La Sabana in Bogotá, Colombia, and has a master's degree in Law (LLM) in Banking, Financial and Economic Law from the London School of Economics and Political Sciences (LSE).

Edgardo Mosqueira Maria Camila Uribe Coordinator, IDB Cities Network Maria Camila served as Representative for the IDB in Chile, and later worked in the coordination of the Institutional Strategy of the IDB Group. Additionally, she served as Head of the Services Section for the Committees and the Executive Directors in the IDB Secretariat.

Maria Camila is an economist from the Universidad de Los Andes in Colombia, where she has also completed a master’s degree in economics , and holds a master’s degree in Public Administration from Harvard University. She has over 18 years of experience in the Colombian public sector, having served as Secretary of Planning of Bogotá, Director of Cadaster, and Tax Director of the same city, as well as advisor to the Ministry of Finance of Colombia and to the National Planning Department. Local and urban fiscal matters stand out amongst her many specializations.

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Senior Sector Specialist in Public Management of the Institutional Capacity Division of the State, IDB Edgardo Mosqueira is an expert in governance and development. His academic and professional experience has centered on facilitating the consolidation of functional governments through approaches and interventions that integrate the management and administration of the public sector, the provision of services, decentralization, and competitiveness. He has worked for the Inter-American Development Bank since 2017 as Coordinator of the Public Sector Management Cluster.

Previously, he worked for the World Bank, from 2003 to 2017, in the Global Governance Practice as a Principal Specialist in Public Sector Management.

Between 1996 and 2000 he served as senior management officer of the Government of Peru and was a member of the Cabinet of Ministers as Minister of the Presidency and Minister of Labor and Social Promotion.

He has a Masters Degree in International Public Policy from the School of Advanced International Studies (SAIS) of Johns Hopkins University.

IV IBERO-AMERICAN MAYORS FORUM: LIVING HERITAGE

Marko Marcelo Machicao Bankovic

Alex Foxley

Counselor for Bolivia, IDB

Executive Director for Chile and Ecuador, IDB

Mr. Machicao, of Bolivian nationality, joined the IDB in 2017 as Alternate Executive Director and was Executive Director until July 2018. He was the Minister of Culture and Tourism of Bolivia from 2015-2017 and Vice Minister of Tourism from 2011-2015. During his tenure, it promoted and enacted a law that regulates the tourism sector in Bolivia, and drafted and approved, with the participation of 207 Municipalities and the nine governorates, the National Tourism Plan (2016-2020) overseeing its implementation.

A Chilean national, Mr. Foxley held the following positions before joining the IDB Group as Executive Director in 2017: Executive Director of Chile for Argentina, Bolivia, Chile, Paraguay, Peru and Uruguay ( World Bank Group) and Alternate Executive Director in that same office since July 2014; Executive Director for Chile and Ecuador and Alternate Executive Director for Chile and Peru at the IDB; Economic Advisor, Embassy of Chile; Special Advisor, Government of Chile; Senior Advisor to the Secretary General (OAS); Chief of Staff of the Campaign Director, Lagos for President Campaign (Chile); Advisor to the Executive Director (World Bank Group); Assistant to the Council of Presidents of Political Parties and Campaign Management (Chile); and Researcher, Latin American Institute of Transnational Studies (ILET – Chile). He has a degree in political science from the University of Notre Dame and has a master's degree in political science from Georgetown University.

During his tenure, a variety of promotional actions were undertaken, from the commercial consolidation and positioning of the country’s brand to the organization of a significant number of international events (visit of Pope Francis to Bolivia, Meetings of State leaders, Dakar, among others).

His professional experience has focused on International Finance, Tourism Management, Public Management, International Cooperation, Public Policies, and Micro and Medium Enterprises. He has a degree in Economics from Tecnológico de Monterrey, Mexico, with a Master's Degree in Tourism Management from the Catholic University of Bolivia .

Sergio Díaz Granados José Guilherme Almeida dos Reis Executive Director for Brazil and Suriname, IDB A Brazilian national, before joining the IDB in 2017 Mr. dos Reis worked for 14 years at the World Bank, where he held various positions, the most recent of which was the Global Trade Practice Manager in the Global Macroeconomics Practice, Commerce, and Investment. Before joining the World Bank in 2004, in Brazil he served as Secretary of Economic Policy of the Ministry of Finance (2001-2002) and Chief of Economic Advice of the Ministry of Planning, Budget and Management (1999-2001). He has also directed several studies on trade, competitiveness and growth in countries from different parts of the world, such as Latin America, Africa, South Asia, Europe and Central Asia.

He holds a master's degree in Economics and Public Finance from the Pontifical Catholic University of Rio de Janeiro.

Alternate Executive Director for Colombia, IDB Prior to joining the IDB in 2015 as Executive Director for Colombia and Peru, Mr. Diaz-Granados served as Councilor of Santa Marta, Deputy of the Department of Magdalena, and in the legislative branch as Congressman and Chairman of the commission of economic affairs of the Congress. In the National Government, he served as Advisor to the Minister of Finance and Public Credit, Vice Minister of Business Development, and Minister of Commerce, Industry and Tourism.

He was President of the Colombian Association of Travel and Tourism Agencies ANATO and has held the Presidency of the Boards of Directors of Bancoldex, National Guarantee Fund, and the FONTUR Tourism Development Fund.

Mr. Díaz-Granados is a lawyer with a degree from the University Externado of Colombia, with postgraduate studies in Public Management for social development carried out at INAPUniversidad de Alcalá (Spain). He also has higher education degrees in Constitutional Law, taught by the University of Salamanca (Spain).

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IV IBERO-AMERICAN MAYORS FORUM: LIVING HERITAGE

Gerardo M. Corrochano

Juan Manuel Flores Cordero

Executive Director for Colombia and Peru, IDB

Deputy Mayor Delegate of Social Welfare, managing the visit to the Senior Participation Center

Prior to joining the IDB in 2018, Mr. Corrochano held several managerial positions at the World Bank over his more than 28 years of service.

From November 2017 onwards, he was been Director of Strategy, Risk and Results in the Vice Presidency of Operations and Services Policies for World Bank Countries. Between 2014 and 2017 he held the position of Director of the World Bank for Colombia and Mexico in Mexico City. Before that, he was Sector Director in the Europe and Central Asia region (2011 to 2014).

Additionally, he has participated in important reform programs in many countries and integrated the macro-financial team that supported the first transition initiatives in Poland. Subsequently, he led the World Bank operational teams that undertook banking and business reforms in Kosovo, Croatia, Ukraine and Serbia.

Juan Manuel Flores Cordero has held different positions related to medicine, all of them in his hometown, Seville. Among them, in the Medical Subdirectorate of Rocío Virgen Hospital. His dedication to the field is reflected in his training: he is a specialist in Intensive Medicine and Community Family Medicine, a university expert in Clinical Trials by the Hispanic and Master in Medical Management and Clinical Management from the U.N.E.D.

Mr. Corrochano, a Peruvian national, has a master's degree in Business Administration from the George Washington University, Washington D.C., and is also a bachelor's degree and a degree in Economics from the Universidad del Pacífico, in Lima, Peru.

Jesus Navarrete Lead Specialist, Housing and Urban Development Division, IDB

Fernando Ernesto de León de Alba Alternate Executive Director for Panama, IDB A Panamanian national, Mr. de León joined the IDB in 2015. He was Deputy Minister of the Tourism Authority of Panama, a position he held from July 2009 to August 2011. He also has 28 years of work experience in the private sector, holding positions management in sales, marketing, purchasing, and operations in sectors such as the automotive industry, the metallurgical industry and in the energy, water, gas and fuel sectors. His responsibilities focused on managing, leading teams and collaborators, planning strategies, motivating, defining responsibilities, exploring market opportunities, making projections of new products and implementing operational efficiencies.

Mr. de León is an Industrial Administrative Engineer graduated from the Santa María la Antigua Catholic University.

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Dr. Jesús Navarrete is the IDB's Leading Sector Specialist in the Housing and Urban Development Sector. He is currently in the Bank Country Office in Panama, where he directs the Bank's sector operations and maintains the sectoral policy dialogue with its national counterparts.

He also acts as General Coordinator of the IDB’s Living Heritage Program, a regional program that supports LAC governments in the preservation and valorization of urban heritage. Dr. Navarrete has an Architectural Degree from the National Autonomous University of Mexico, a master’s degree from McGill University, and a PhD from the University College of London.

Prior to joining the IDB, he was a professor at the McGill School of Architecture in Montreal and an associate researcher with the McGill Minimum Cost Housing Group and taught at the Development Planning Unit at University College London. He has research and professional experience in several countries in Latin America and the Caribbean as well as in China and India.

IV IBERO-AMERICAN MAYORS FORUM: LIVING HERITAGE

Nicola Schiess

Miguel Zarzuela

Frutillar Lake Theater Foundation, Chile

Coordinator for EBRÓPOLIS, The Association for the Strategic Development of Zaragoza and its Surroundings

Nicola Schiess is the President of the Teatro del Lago Foundation, a unique organization that, through the arts, generates creative ecosystems that promote educational, social, and economic development in Chile for Latin America.

With the aim of deepening regional development through Teatro del Lago, the public-private PLADES foundation created in 2012, together with the Mustakis Foundation and 15 other stakeholders, is recognized today as a national model for sustainable development and urban planning.

Nicola is also a businesswoman (Wild Patagonia Chile) and founder of the first Jenaplan-School & LAB in America (Kopernikus), and a member of the board of her family business (Empresas Tánica), of the family business association in Chile (AEF) .

She studied business administration and hospitality-tourism in Germany.

Miguel Zarzuela holds a Degree in Philosophy and Letters from the University of Zaragoza, specializing in Contemporary History and a Postgraduate in Cultural Policies and Master in Cultural Management from the University of Barcelona. With great knowledge and experience in local politics, he been responsible for the Culture Area in the city of Zaragoza for many years. Since 2013, he is the General Coordinator of Ebrópolis, the Office of the Strategic Plan of Zaragoza, from where the Iberian subnet of CIDEU, the Ibero-American Center for Urban Strategic Development, entity of which Zaragoza currently holds the Vice Presidency, is also coordinated.

In the Ibero-American field, he leads, within the IUC program of the European Union, the collaboration between Chihuahua and Zaragoza, as well as the execution of the Higher Course of Local Public Management for Ibero-American Managers, the next edition will take place in Mérida, Yucatán.

In Chile, she has been recognized as one of the leading "100 women leaders", and a "Woman of Impact", and received several awards, including the "Innovation Award" and the "Energy Award" for her work with the communities.

Martin Soulier Sector Specialist, Housing and Urban Development Division, IDB

Victor Adrian Pandal Director, CDMX Historical Center Foundation Victor Adrian Pandal has decades of real estate experience. Since 2002 he is the Director of the CDMX Historical Center Foundation, a non-profit organization dedicated to improving the quality of life of the inhabitants of the historic center of Mexico City working on art, culture, health, sports, employment, economics, social relations and the environment. He is also a founding partner of HAN Capital Managment, an investment fund dedicated to the buying and development of real estate. He was previously Deputy Director of new projects at Inmuebles Carso where he was responsible for identifying and valuing investment opportunities. He has a degree in business administration from University Iberoamericana.

Martín Soulier Faure is a Housing and Urban Development Specialist in the IDB office in Buenos Aires, in charge of the preparation and execution of programs in the portfolio of Argentina, Chile and Uruguay, mainly related to the integration of informal neighborhoods, municipal investments, development metropolitan, and multisectoral urban planning. Martin begun at the IDB in 2009, when he began supporting the preparation of potable water, sanitation and solid waste projects in Nicaragua, Bolivia, Peru and Argentina as an economic and financial specialist. At the same time, he participated in the development of the Emerging and Sustainable Cities Initiative (ICES), coordinating since 2012 its implementation in 20 cities (60 municipalities) of the Southern Cone (Argentina, Bolivia, Chile, Paraguay and Uruguay). Until 2009, Martin worked in Argentina on the design, preparation and implementation of projects with external financing, at the level of national, sub-national government, project executing units and international organizations.

Martín has a Bachelor's degree in Economics from the University of Buenos Aires and a Master's Degree in Project Evaluation from the CEMA University and the Technological Institute of Buenos Aires.

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IV IBERO-AMERICAN MAYORS FORUM: LIVING HERITAGE

Juan Carlos Prieto Vielba

Adela Moreda

General Director of the Santa María Real Foundation of Historical Heritage, Palencia, Spain

Tourism Lead Specialist, Environment Rural Development and Disaster Risk Management Division, IDB

Juan Carlos Prieto Vielba, is an architect and since 1994 is the General Director of the Santa María Real Foundation of Historical Heritage. He is also the Director General in the Conservation and Restoration Plan of the Romanesque churches of the Meridad de Campo, Conservation Plan of Romanesque North, Plan of the Romanesque of Guadalajara, and Plan of Romanesque Atlantic. Since 2010 he is the Director the International Congress of the AR&PA Biennial and since 2013 he chairs the Association of Cultural Heritage Entities (AEPC).

Adela has been working for 14 years at the Inter-American Development Bank (IDB), responsible for the technical dialogue with the countries of the Latin American and Caribbean region and leading the preparation and supervision of tourism operations with sovereign guarantees. Previously, Ms. Moreda held various positions in different tourism consulting companies, including the Manager of the Tourism Consulting Division, in Mazars Consulting, an international company with presence in 58 countries. Ms. Moreda has worked as an external advisor for the World Tourism Organization (UNWTO) and has taught in the Tourism Degree program in the Carlos III University (Madrid) and the SEK University (Segovia). She has a Law degree and has a MSc in Tourism Management and Planning from the University of Surrey (UK).

Jared Genova Former Planning and Resilience Strategy Manager, New Orleans Jared Genova is an urban development and strategy advisor based in New Orleans. He previously served as the Planning and Resilience Strategy Manager for the City of New Orleans, managing the development and implementation of the city's first comprehensive resilience strategy, Resilient New Orleans, as part of the City's partnership with 100 Resilient Cities . He was also co-designer and author of the City's winning entry for the US HUD National Disaster Resistance Competition, which produced more than $ 140 million for the City of New Orleans, and co-author and editor of the city's first climate action strategy, Climate Action for a Resilient New Orleans.

Jared has also consulted on urban design, physical and cultural planning and disaster risk reduction projects in the United States, the Caribbean, Latin America and Southeast Asia. Jared has a degree in Metropolitan Studies and Urban Design + Architecture from the University of New York (NYU) and a Master of Science in Community and Regional Planning from the University of Texas at the Austin School of Architecture.

Eduardo Gutierrez Díaz Director of Business Development and New Technologies, SEGITTUR Among his main occupations, the most notable being in charge of the Office of Monitoring of the National Plan of Smart Cities, and of the National Plan of Smart Territories of the Ministry of Energy, Tourism and Digital Agenda. He is also president of Subcommittee 6, "Government and Public Services 4.0" and director of GT1, Smart Rural Territories: Definition, attributes and requirements, of CTN 178 "Smart Cities."

In the private sector world, he has served as General Director of European Communications, Director of R&D of Sitre; Director of Operations of Philips CyP; Director of Operations of Origin and General Director of MB Sistemes Informatics.

In the academic field, he is a professor in the Department of Political Science and Administration of the Complutense University of Madrid, Director of the Executive Program of Digital Transformation of the Public Administration of the EOI, Director of the Master in Territories Smart of the European University Miguel de Cervantes.

He holds a degree in Political Science and Sociology, in the fields of Public Administration and International Relations, as well as a Doctorate in International Relations.

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IV IBERO-AMERICAN MAYORS FORUM: LIVING HERITAGE

Gema Sacristรกn

Richard Katzman

Chief Investment Officer, IDB Invest

Managing Director for HVS in Mexico City, HVS

Gema, a Spaniard, has almost 25 years of experience in the international financial industry with specific experience in emerging markets, Latin America and the Caribbean. Gema is the General Business Director of IDB Invest and is part of the senior management team of IDB Invest, the private sector arm of the IDB Group.

Richard Katzman is the Managing Director of HVS in Mexico City, established in 2007. He has been active in hotel and real estate consulting services in Mexico and other Latin American countries since 1992. Richard founded the Inova Real Estate Group, a consulting boutique merged into 2001 to Insignia / ESG, at that time one of the most important real estate services companies in the world.

She joined the IDB Group in 2008. From 2012 to 2015, she managed the Financial Markets Division of the Department of Structured and Corporate Finance, responsible for the development of capital markets, trade financing and financial intermediaries, which mainly includes banks and investment funds Previously, Gema was Chief Investment Officer at the IDB, where she directed the Division's investments in structured commercial financing and social impact funds. She also developed and managed the 'beyondBanking: betting on global sustainability' program that aimed to promote sustainable principles of environmental, social and corporate governance in the financial sector.

Richard's previous professional experience includes positions at Laventhol & Horwath (renowned Horwath Consulting) in which he prepared feasibility studies for hotel projects in the United States, Latin America and the Caribbean, and with Fischer-Macleod Associates, developer of regional shopping centers based in New York.

Subsequently, Richard joined The Yarmouth Group (subsequently part of Morgan Stanley). In addition, Richard established the presence of this company in continental Europe, opening its offices in Paris overseeing investment programs and institutional administration in Germany, Spain and the United Kingdom.

Richard is originally from Mexico City. He studied at Cornell University, School of Hotel Administration and earned a master's degree in administration (MBA) from The Wharton School.

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IV IBERO-AMERICAN MAYORS FORUM: LIVING HERITAGE

Judy Meana

Yuri Alberto Gutierrez Gutierrez

Vice Mayor of Panama City, Panama

Mayor of the Provincial Municipality of Huamanga, Ayacucho, Peru

The vice-mayor of Panama City is a recognized communications professional with experience in the public and private sectors.

She began her career at 19 years of age as a reporter and news anchor on Telemetro Reporta (Channel 13) in 1994.

For this journalistic work she has been awarded several times, including the national journalism award granted by the College of Journalists of Panama and a grant from the Spanish Agency for International Cooperation AECI, to pursue studies in the production of news and documentaries at the Spanish Institute Radio and Television Officer, SIRTO in Madrid, Spain.

Meana has been Director of Information in Panamanian State institutions in two presidential periods. She was responsible for communications in the Ministry of the Presidency, Ministry of Government and Justice, and the Land Transit and Transportation Authority.

Huamanguino; Architect and Urbanist from the University of Ricardo Palma del Perú, a grant receiver from UNESCO and the Government of Belgium to pursue specializations in “Restoration of Monuments and Rehabilitation of Historic Cities in Context with the Environment” at the Federal University of Bahia - Brazil and in the Central University of Ecuador. He was Director of the Regional Directorate of Foreign Trade and Tourism of Ayacucho and of the National Institute of Civil Defense Ayacucho-Huancavelica; University Professor, alderman and now Mayor of the Province of Huamanga, whose core principle is to guarantee the quality of life of people, based on the urban development and sustainable rural development.

Within the private sector, she worked as Communications Manager of the transnational Union Fenosa and vice president of the Panama Diamond Exchange.

Juan Vacas General Director of Culture, Museums, and Historical Center of the Autonomous City of Buenos Aires

Silvana Pissano General Director of the Department of Urban Development of the Municipality of Montevideo Silvana is a politician and feminist, General Director of the Department of Urban Development of the Municipality of Montevideo. She has been involved in Public Management from 2005 on the "Irregular Settlement Integration Program" and the "National Relocation Plan" - MVOTMA. Degrees: Architect from the University of the Oriental Republic of Uruguay, expert in "Cooperation for Development and Basic Habitability for Third World Countries", by the Higher Technical School of Architecture of Madrid, graduated in Advanced Studies on "Territorial Dynamics and Development Strategies ”by the Complutense University of Madrid.

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Juan Vacas is an architect, graduating from the University of Buenos Aires, where he currently teaches Architecture III. He obtained a master’s in history and Culture of Architecture and the City at the Torcuato Di Tella University, published articles in specialized magazines, and completed the General History of Art Degree.

He has developed regulations referring to urban planning and heritage protection for the Legislature of the City of Buenos Aires. As Director of Urban Regeneration, he was responsible for urban landscape recovery programs in various fields such as the Microcenter, Courts or Avenida de Mayo.

He is currently Director of Heritage, Museums and Historic Center of the Ministry of Culture of Buenos Aires and a member of the Commission of Works of Art in public areas. Since 2016, he is a member of the National Commission of Monuments, Places and Historic Property of Argentina.

IV IBERO-AMERICAN MAYORS FORUM: LIVING HERITAGE

Juan Manuel Suarez Japón

Antonio Muñoz Martínez

Professor of Human Geography, Pablo de Olavide University

Deputy Mayor of the Area of Urban Habitat, Culture and Tourism, Seville City Council, Spain

Juan Manuel Suarez Japan is a Professor of Human Geography at the Pablo de Olavide University. He was Rector of the International University of Andalusia, Minister of Culture and Environment of the Government of Andalusia. He is a Flamenco scholar, author of several books and numerous publications in specialized magazines.

Born in Seville, Antonio has a degree in Economics and Business Administration from the University of Malaga, and an MBA from the San Telmo International Institute (Seville). He is an expert in Local Development in the International Labor Organization and the United Nations.

In 2004 he was appointed General Director of Tourism Planning in the Junta de Andalucía, a position he held for seven years. He had previously been Director of Tourism of the Province of Seville, Director of the Area of Economy and Tourism of the City Council of Seville (1999-2002), and Director of the Department of Finance of the Provincial Council of Seville.

In 2015 he was appointed Deputy Mayor Delegate of the Area of Urban Habitat, Culture and Tourism of the City of Seville, he was re-appointed to the role in 2019. Antonio Muñoz has led the strategy of international promotion and capture of large events in the city of Seville with large successes such as the world tourism Summit. He has developed a powerful cultural program with new equipment and festivals, and from the point of view of urban management

Alberto Escovar Wilson-White

has achieved the unlocking of large investment projects for the city.

Director de Heritage, Ministry of Culture, Republic of Colombia Since 2005, he serves as the Director of Heritage and Memory of the Ministry of Culture of Colombia and Technical Secretary of the National Council of Cultural Heritage of Colombia. He is an architect by training, graduating from Universidad de los Andes in 1991. He was the screenwriter, with Jimena Montaña, of the Herencia television series, which won the first prize in the audiovisual area at the II IberoAmerican Architecture Biennial (Mexico, 2000) and the Simón Bolívar Journalism Award (Bogotá, 2001). He was part of the curation of the exhibition "Bogotá: The Proud Revival of a City", which was presented at the X International Architecture Exhibition of the Venice Biennale in 2006, where the city of Bogotá won the Golden Lion Award. He was Director of the Fundación Escuela Taller de Bogotá from 2006 to 2014. He has participated in the writing of several books, such as the Historical Atlas of Bogotá (1538-1910) (2004), which won first prize in the category of publications in the VI Iberoamerican Architecture Biennial, in Lisbon (2008).

Arístides Aguilar Mayor of the Municipality of Trinidad, Paraguay Arístides Aguilar, a Paraguayan, is a Lawyer and Public Notary.

He started his work in government at age 19, as an official of the Municipality of Hohenau and began his political career when he was elected Municipal Mayor of the District of Trinidad at age 27.

Subsequently, in 2010, he was elected Mayor of Trinidad again and is currently in his third municipal period year.

As Municipal Mayor, he also serves as administrator of the Itapuá Road Management Agency, which administers funds from a loan from the IDB (Improvement Program in the Eastern Region).

Among his greatest achievements as Municipal Mayor, is the success of a bill that benefits the municipality of Trinidad’s Jesuit Mission of the Holy Trinity of the Paraná for its status as Headquarters of the Universal Heritage of Humanity, achieving the passing of this law in 2014.

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IV IBERO-AMERICAN MAYORS FORUM: LIVING HERITAGE

Carmen Elena Calderón Sol de Escalón

Esther Rodriguez Fernandez

Mayor of Santa Ana, El Salvador

Operations Specialist, Office of Outreach and Partnerships, IDB

Carmen Elena Calderón Sol de Escalón, is a successful Salvadorian Coffee and Textile Politics and Entrepreneur, where she has been given the opportunity to support 300 female heads of households in the western part of the country and is currently mayor of the Municipality of Santa Ana Period 2018 -2021.

She was the Deputy Leader of the honorable Legislative Assembly of El Salvador from 1991 to 2015, and was also a delegate of El Salvador to the Inter-American Commission of Women (CIM) of the Organization of American States (OAS), and President of the Coordinating Committee of the Women Parliamentary Group 2013-2014.

Esther Rodríguez Fernández began her professional career in Southeast Asia where she worked in the Commercial Office of Spain in Bangkok (Thailand) advising small and medium enterprises interested in entering the markets of Southeast Asia. She continued his career at the World Bank at the regional office in Bangkok where he developed and implemented strategic projects in Cambodia, Laos and Thailand. Two years later, he joined the Business Strategy Group at the World Bank headquarters in Washington, DC. In 2012 he joined the Office of the Inter-American Development Bank (IDB) in Europe. Specifically, it joined the Office of Strategic Alliances to develop and maintain alliances with key European partners, including governments, co-financing agencies, foundations and companies in areas such as cities, digitalization, agriculture and global integration through trade. She has a degree in Business Administration and Law from the Pontificia Comillas University (Spain) and has an MBA from Harvard Business School (USA).

Carmen Fuentes Medrano Delegate of Municipal and Artistic Historical Heritage of the City Council of Sevilla, as well as Delegate of the Bellavista District - La Palmera.

She has been Delegate of Distrito Fuente del Rey of the Municipality of Dos Hermanas (Sevilla). She has served as Coordinator in the Government Delegation of the Junta de Andalucía in Sevilla. She has worked in the Provincial Council of Sevilla in the Areas of Social Services and Finance. She has been Coordinator of Activities and Singular Events of the Public Foundation Center of Andalusian Studies.

She graduated in Senior Management of Social Institutions (SMSI) at the San Telmo International Institute. University Expert in Business Administration and Management, from the National University of Distance Education (NUED). University Marketing Expert. She studied Social Education Degree at the Pablo de Olavide University

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Federico Sauri Director of Urban Development, Mérida, Mexico Architect Federico José Sauri Molina was born in Mexico City, Federal District. He obtained a degree in architecture from the Autonomous University of Yucatan since September 1995. He has worked in the field of architecture, both in design and in construction. Subject teacher of the School of Architecture and Design of the Marist University of Mérida from 1997 to date. In 2001 became deputy director of strategic projects of the Land Use Planning Commission of the State of Yucatán.

In 2004 he was appointed deputy director of Urban Management and Control, of the Urban Development Department, of the Municipality of Mérida, Yucatán, administration 2004-2007. Appointed Director of Urban Development, Municipality of Mérida, Yucatán, administration 2012-2015. Acquired a master’s degree in Business Administration from Valle de México University, Merida campus in April 2016.

Currently, since September 2018 he is Director of Urban Development, of the Municipality of Merida, Yucatán, administration 2018-2021 and as Executive Secretary of the Municipal Council of Urban Development of the City of Merida, for the same period.

IV IBERO-AMERICAN MAYORS FORUM: LIVING HERITAGE

Heather Pinnock

Joel Martinez

General Manager of the Urban Development, Commission, Kingston, Jamaica

Mayor of Port of Spain, Trinidad and Tobago

Ms Heather Pinnock is the General Manager of the Urban Development Corporation (UDC). Her professional experience includes Chief Technical Director, Consultant and Senior Project Manager, with the Government of Trinidad and Tobago and Jamaica.

Ms Pinnock has garnered experience working with the United Nations Development Programme (UNDP), the Institute for Sustainable Development, University of the West Indies, University of Technology (UTech) and Kingston Restoration Company.

Ms. Pinnock is a graduate of the University College London, where she completed a MSc. in Development, Planning and Urban Design in Development. She also holds a BA in Architectural Studies from the University of Technology and a Postgraduate Certificate in Green Economy (Climate) from Technische Universität Dresden in Germany.

For more than two decades, Joel Martínez has served his community as a representative of the local government. He began his political career in 1996, where he served as a counselor for the Paramin / Maraval constituency in Trinidad. His solid experience in Finance helped him in his role as Chairman of the Board for 14 years. In 2016, after a brief break from politics, Martínez returned to his election as the 46th mayor of the capital of Trinidad, Port of Spain.

Currently, his adoration of the mayor, Joel Martínez, leads a Council that focuses on several initiatives, such as building bonds with new and existing international partners; helping the socially displaced people within the city; Oversee a recently established recycling program and create green spaces while improving historical and commercial sites within the city. On his role as a mayor, he says: "I am the principal servant of all the people who cross the city at all times."

She is a Chevening Scholar and also serves as a Justice of the Peace in the parish of St. Andrew.

Jorge Camargo Tovar Isabela Restrepo Executive Director, Historical Center Foundation of Cartagena de Indias A historian, with an undergraduate degree in Finance and International Relations, she has lived in Cartagena for 5 years, specifically as a resident of the historic center. In Cartagena she is a consultant in cultural and communications issues for the Gabo Foundation, the Museum of Modern Art, and the Heredia Theater. She is also a columnist for the newspaper ‘El Universal’.

In Bogotá she founded the Center for Historical Studies at the Externado University of Colombia, dedicated to the investigation of Latin American political history. Director of the history book collection "Bicentenario", in co-edition with the Santillana publishing house. She is also a consultant for the creation of the educational program of the Teatro Mayor Julio Mario Santo Domingo.

Office of the Vice President of the Republic of Colombia Jorge serves as Advisor for the Vice Presidency of the Republic of Colombia. He is a graduate in Political Science, with an emphasis in Public Management, from the Pontificia Javeriana University; Postgraduate in Public Policies and Development of the Interdisciplinary Center for Development Studies of the Andes University; with studies in International Relations and a fellow of the Sergio Arboleda University in the area of communication and political strategy.

He has experience in research and analysis of public policies, project formulation, urban developments, urban legalization and public services, as well as in peace and conflict resolution; he is a volunteer in community work with vulnerable populations.

He is also a columnist and political analyst in multiple mediums of media.

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IV IBERO-AMERICAN MAYORS FORUM: LIVING HERITAGE

Jose Ramon Bello Rodrigo

Julio Millán Muñoz

Councilor of Town Planning and Cáceres City Council Heritage, Spain

Mayor of Jaén, Spain

Jose Ramon holds a degree in History, Master in "Education", "Cultural Heritage" and in "GIS and Remote Sensing". He is an archaeologist specializing in GIS and remote sensing, and since 2004 has worked as an Archaeologist in the General Directorate of Museums and Cultural Heritage Libraries. He has participated in several Spanish and international R&D projects highlighting the co-direction of the European Creative Handpas project (2015 to 2018). During his career, he has directed more than 50 archaeological interventions, always focusing on the technical support in the project as a way recover the historical and democratic memory of Extremadura; he has also published several scientific articles. He is currently Councilor for Urban Planning and Heritage of the City of Cáceres.

Born in Jaén 42 years ago, he holds a law degree from the University of Jaén and foreigner expert from Granada. His career has run through different areas. His link to the youth associative movement led to his appointment as provincial coordinator of the Volunteer Agency and the Andalusian Youth Institute.

He has been a delegate of the Andalusian Board on Housing and Environment and Andalusian parliamentarian closely linked to issues such as sustainability and climate change, an area in which he has also worked in private enterprise. He has been mayor of Jaén, Spain, since June of 2019.

Junia Regrello Juan Camilo Pardo Castro Chief of the Cultural Heritage Policy Division, Ministry of Culture, Arts and Heritage of Chile Juan Camilo Pardo Castro graduated as an Architect from the Pilot University of Colombia (1999) and has a Master in Urban Development of the Pontifical Catholic University of Chile (2005). He is currently Head of the Cultural Heritage Division of the Undersecretariat of Cultural Heritage of the Ministry of Cultures, Arts and Heritage, and Master Professor in Cultural Heritage UC. He was Deputy Director of the UC Cultural Heritage Center as well as an architect of the Department of Urban Planning and Standards of the Urban Development Division of the Ministry of Housing and Urban Development. He has participated in research projects on architectural and urban heritage, publications and public tenders in this area, as well as being an expert in heritage in public architecture competitions. He has been an Expert Advisor of the National Monuments Council of Chile, as well as a member of the Cultural Interest Assets protection group of the Heritage Directorate of the Ministry of Culture in Colombia.

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Mayor of San Fernando, Trinidad and Tobago Appointed in December 2016, Mr. Junia Regrello is serving his first three-year term as mayor of San Fernando. The civic leadership of Mayor Regrello was recognized during his previous service as a member of the Parliament of San Fernando West, Minister of Arts and Culture and former Deputy Mayor of San Fernando. He is the manager of CAL Skiffle, one of Trinidad's main steel orchestras and also received a national award, the gold medal of Chaconia in 2007.

Mr. Regrello has implemented an ideology of grassroots interaction driven by a philosophy of public consultation, in addition, he has defended the cause of the restoration of historical landmarks and the recognition of exemplary citizens of San Fernando through multiple disciples.

IV IBERO-AMERICAN MAYORS FORUM: LIVING HERITAGE

Karina Noboa Serrano

Luis Hernán Sáenz

Restorer, Direction of Execution of Patrimonial Projects of the Metropolitan Institute of Heritage, Ecuador

Coordinator of Living Heritage Program, Panamá City

Karina Noboa Serrano, from Quito, has a degree in restoration, granted by the Equinoctial Technological University and holds the position of Restorer in the Direction of Execution of Heritage Projects of the Metropolitan Heritage Institute, since 2012, participating in the evaluation, preparation, coordination, technical advice and execution of projects in the Metropolitan District of Quito. He has collaborated with UNESCO in the “Sustainable Rehabilitation of the San Francisco Convent” project. She is currently working on the development of projects for the restoration of the chapels of the San Francisco church and coordinates the conservation of mural painting in projects of sanitation of humidity in domes of the religious monumental architecture of the historic center.

An architect with a specialty in Geography from the University of the Andes, he graduated with top honors from the Master’s in Urban Development Planning from the University of London (UCL) and winner of the Chevening grant from the Government of the United Kingdom.

He is a specialist in sustainable urban development with experience in the coordination and formulation of projects and public policies related to social housing, mobility, public space, urban sustainability, climate change and territorial planning, working for organizations in the public, private, academic and public sectors. Between 2014 and 2016, he worked as a consultant specialist for the Housing and Urban Development Division of the Inter-American Development Bank (IDB).

He is currently the National Coordinator of the Colombian Network of Cities How We Go, is an advisor on climate change and sustainable development for the District Planning Secretariat of Bogotá in the preparation of the Territorial Planning Plan (POT) and serves as Coordinator of the Living Heritage program in City of Panama.

Luciano Agustín Córdoba Secretary of Planning, Development and Modernization, San Salvador de Jujuy, Argentina Luciano has a degree in Political Science from the Catholic University of Córdoba (ARGENTINA) and a postgraduate degree in Public Policy Management organized by the Faculty of Political Science of the Catholic University of Córdoba and Georgetown University. In 2012 he was a fellow of the Governance and Development Program of the University of San Andrés (DP-USA) He currently serves as Secretary of Planning, Development and Modernization of the Municipality of San Salvador de Jujuy, having among its responsibilities the design and execution of projects and programs on Local Development and Citizen Participation. Likewise, he coordinated for the Inter-American Development Bank and the Ministry of Interior of the Nation the “Emerging and Sustainable Cities” initiative.

He is currently responsible for the Strategic Plan for the Greater Jujuy Metropolitan Area, and the design of the “urban resilience” strategy for the city of San Salvador de Jujuy.

María Rosa Sánchez Jiménez Deputy Mayor Delegate of the Tourism, City Promotion and Investment Collection Department of the City of Malaga María Rosa is the director of the project to create and implement the Tourist Community of Andalusia, Electronic Commerce projects and Digital Communication strategy in the Tourism Council of the Andalusian council.

She has worked in companies such as Siemens, working on the implementation of the mobile phone project for Amena and El Corte Inglés’ Customer Service.

Collaborating as a professor with Universities and business schools in Marketing, Interactive Communication, Digital Marketing or entrepreneurial strategy (Mondragón Unibersitatea, Mondragón Business School (MONE), University of Malaga (UMA). Spanish teacher and examiner for Foreigners (ELE).

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IV IBERO-AMERICAN MAYORS FORUM: LIVING HERITAGE

Martin Llaryora

Miguel Eugenio Romero Sotelo

Elected Mayor, Municipality of Córdoba

Deputy Mayor of Lima, Peru

Martín Llaryora on May 12, 2019 was elected Mayor of the City of Córdoba Capital. On December 10, 2017 he assumed his position as National Deputy elected by the Province of Córdoba. He has a degree in Public Management and a law degree at the National University of Córdoba. In the public sphere he served as Employment and Training Coordinator of the Government of the Province of Córdoba, was Councilor of the city of San Francisco for 4 years, and was president of the Peronist Youth. He was elected Mayor of the City of San Francisco in 2007 for a period of 4 years and re-elected for the period 2011/2015. In April 2011 he was elected President of the PJ of the city of San Francisco. On December 11, 2013, he assumed his position as Minister of Industry, Commerce, Mining and Technological Development of the province of Córdoba. On July 5, 2015 he was elected as vice-governor of Córdoba, taking office on December 10 of that year. He is a member of the Coordinating table of the Córdoba Provincial Council of the Justicialist Party.

Architect of the National Engineering University - UNI Lima Peru, with a Master's Degree in Urban Planning at the Center for Urban Studies of Administration -Madrid, Spain. National Dean of the College of Architects (2000-2002) and Metropolitan councilor de Lima (19992002). He served as Vice Minister of Housing and Urban Planning (2002-2003), where he created, developed and conducted the vision and conceptualization of the guidelines of the National Housing Policy, ensuring that the housing, construction and sanitation sector is positioned as a leader among others sectors. Executive President of the Institute of the Territory and Cities-ITC (2004-2005), has received important national and international awards, among which are: First prize in the urban design of the City of Villa el Salvador awarded by the VII Biennial of Architecture and Urbanism (1998); Honorable mention "Architect of America", awarded by the Pan American Federation of Architects Associations, Mexico - 2002; First international social housing award, awarded by the Rafael Leoz Foundation of Spain, Guatemala - 1989; First Prize in the “El Pinar” Citadel contest, awarded by Antamina, Huaraz - 2002.

Mercedes Rosón Ferreiro First Deputy Mayor and Councilor for Urban Planning, Housing, Historic City Center, and Cultural Activity of Santiago de Compostela, Spain

Oscar López Agueda

Prior to this position, she served as Deputy Director of the Culture Department of the Vice-Rectorate for Communication, Culture and Services of the USC, and has been responsible for the University Fonoteca since the late eighties.

Graduated with a Political Sciences degree, and a double specialty in International Studies and Public Administration from the Complutense University of Madrid. He is the author of the "Del 15M al Procés: la gran transformación de la política española". Affiliated with PSOE since 1996, he was an advisor to the Socialist parliament group in the European Parliament between 1997 and 2000, as an expert in International Relationships. The new secretary of the Organization appointed him coordinator of the Secretariat of the Organization and Electoral Action, two positions he occupied between September 2000 and June 2008. Additionally, he was a member of the Congress of Segovia in the VIII and IX legislatures and spokesman for the Commission of Parliamentary Control of the RTVE. On September 20, 2008, he was designated General Secretary of the PSOE de Castilla y León, leaving his internal functions within the party. He remained at this position until April 14, 2012, when he renounces to in order to concentrate himself on the Secretariat of the PSOE organization.

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President – CEO, Paradores

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Pedro Palacios Ullauri

Tania Maria Scofield De Souza Almeida

Mayor of Cuenca, Ecuador

President, Fundação Mario Leal Ferreira, Salvador, Brazil

Mayor-elect of Cuenca for 2019-2023. Industrial Engineer from the Catholic University of Cuenca, Ecuador (2002). Master in Business Administration with Specialization in Industrial and Technology from INCAE Business School, Costa Rica (2002). Master in International Commerce from IEB attached to the Complutense University of Madrid, Spain (2007). Master Practitioner in Neurolinguistic Programming with Triadic Brain by PNL-TRIADICA, (Ecuador 2015). Diploma in Corporate Finance from the Peruvian University of Applied Sciences (UPC), Peru (2012). Diploma in Business Coaching from the Pacific University, Peru (2012). His professional career includes positions as National Chief of Credit of the Cartopel Group, a company belonging to the Mesalles Group (Costa Rica), with presence in 10 countries in the region, and consolidated as one of the best companies in the country, Ecuador (2002-2005). He also worked as a Consultant for ECSA-Embotelladora Centroamericana S.A., industrial belonging to the Eljuri Group, one of the main economic groups in the country, Costa Rica (2002).

Tania Maria Scofield De Souza Almeida has been the President of the Mario Leal Ferreira Foundation, a Brazilian municipal government foundation responsible for urban planning in the city of Salvador, since 2013. She is also Coordinator of the Salvador 500 Plan and of projects in the public areas program in the historic center of the city of Salvador.

She has a degree in Architecture and Urbanism, UFBA, and also has a Master in Urban Planning, Faculty of Architecture and Urbanism from the Federal University of Bahia and a Postgraduate in Urban Development from Cendec / IPEA / IDE, Institute of Applied Economics and Research / Ministry of Planning - Brasilia.

Ximena Paz Auza Morales Directora de Patrimonio del Gobierno Autónomo Municipal de La Paz, Bolivia

Rudylynn De Four Roberts Principal, Rudylynn Roberts Architects Ltd Rudylynn has worked in the field of restoration for 44 years both internationally and locally, and was Head of the Ministry of Works Historical Restoration unit for 12 years where she was project architect on several government projects eg White Hall in 1998 and The rehabilitation of The Treasury Building. She also monitored preservation projects like Queens Royal College, The Old Fire Brigade Building, and Old Police Headquarters.

Arquitecto de profesión, titulada en la Universidad Mayor de San Andrés La Paz- Bolivia, Maestría en Arquitectura con la especialidad en Restauración de Monumentos de la Escuela Nacional de Conservación y Restauración (ENCREM).

Desde el 2006 trabajo en temas relacionados con la protección del patrimonio arquitectónico de La Paz. En la actualidad trabajo en la Unidad de Administración y Control Territorial dependiente de la Dirección de Administración Territorial donde soy Coordinadora de la Comisión del Centro Histórico y Áreas Patrimoniales, que es un equipo de arquitectos, que analizamos los proyectos de intervención, realizamos inspecciones y emitimos la normativa para las edificaciones patrimoniales en la ciudad así como edificaciones no patrimoniales que estén dentro de conjuntos patrimoniales.

Now in Private Practice Rudylynn is presently a specialist consultant on the Red House and The President’s house and over the years was the project architect for several churches including The Cathedral of the Immaculate Conception. Other projects include The Restoration of Knowsley and partnering with Canadian consultants to do Stollmeyer’s Castle.

Rudylynn has worked in advocacy for almost forty years lobbying for preservation of Trinidad and Tobago’s built Heritage.

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Living

Heritage

TECHNICAL NOTES Latin America and the Caribbean (LAC) is home to a wide variety of cultures and unique historical and natural places, which both contribute to the region’s unique heritage and are valuable assets for its development. The region has more than 140 UNESCO World Heritage sites, including 42 historic centers recognized for their cultural, tangible, and intangible cultural value. In addition to this international recognition, more than 600 LAC historic centers and heritage areas have been declared assets of cultural and heritage interest at the local level, under national laws. However, the phenomenon of rapid urbanization and globalization in LAC has resulted in erosion of the heritage assets of the region, cultural identity of its inhabitants, and the environmental sustainability of their cities.

For this reason there is an urgent need to revitalize LAC's urban, cultural, and natural heritage to protect the roots of Latin American culture. This challenge also presents an opportunity to harness the economic and social potential of urban heritage, contributing to the sustainable, resilient, and equitable development of cities in the region.

The opportunity to revitalize LAC’s urban heritage lies in reaching “Living Heritage” status. We understand living heritage to be the set of expressions and cultural and natural assets that represent the history, traditions, and identity of a city. These expressions are recognized as historical, cultural, and natural valuable by international organizations, by local and national legislatures, or by the valuation and appropriation of its own inhabitants, and their protection and enhancement has the ability to contribute to the sustainable development of the urban area where they are located.

Given this criteria, we believe that a Living Heritage is compromised of four defining pillars: it is a Productive Heritage in its offering of better economic opportunities to its diverse citizens, protecting the most vulnerable; It is a Resilient Heritage by developing capacities for disaster risk management and protection against the effects of climate change, as well as reducing environmental, social, and economic vulnerability; It is an Ecoefficient Heritage that promotes an optimized and intelligent management of natural resources, promoting better conditions for its own preservation and the functioning of the city; and it is a Collaborative Heritage by opening new and better channels of participation and governance that allow for coordinated action amongst various social actors in the management and financing of heritage. With this, a Living Heritage not only guarantees its own selfsustainability over time, but also brings significant benefits to the city and to its communities.

* These notes have not been approved to be cited.

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IDB Cities Network

Collaborative Heritage

Cultural heritage promotes shared responsibility in the efforts for its preservation and the equitable sharing of its benefits. Collaborative heritage is a collective, binding, and integrated community of various social actors that promotes their coordinated action, through structures and mechanisms that involve both the public and private and civil society sectors, allowing management and financing that contributes to sustainability and effective equitable governance. Collaborative heritage is based on public-private institutional arrangements, as well as partnerships between civil society and institutions. The governance of heritage also needs coordination at and between different government levels and decision-making spaces, thereby avoiding institutional tensions and encouraging synergies.

A collaborative heritage is supported by integrated, flexible, and transparent planning instruments, where heritage is configured as a structural component of historical and natural areas, especially when defining urban regeneration strategies. Wealth management is based on efficient and sustainable financing models where both public and private investment, managed in a transparent manner, is aimed at initiatives capable of guaranteeing their own self-sustainability over time.

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Collaborative governance: Institutions for the management and sustainability of collaborative urban heritage Introduction: What is Collaborative Heritage?

Collaborative Heritage is a collective construction that brings together various social actors for the use, protection, and development of that heritage.

Collaborative heritage promotes the coordinated action of these actors, through structures and mechanisms that involve the public and private sectors, facilitating the management and collaborative financing of heritage, which contributes to its sustainability and effective governance in the short (intervention) and long term (maintenance).

Collaborative Governance is the set of institutional, organizational, and management arrangements, promoted by the public sector to facilitate the participation of the private sector, academia, nongovernmental organizations, and the philanthropic sector, in the design, implementation, and monitoring of policies, programs, and projects.

One of the most important manifestations of Collaborative Governance is presented in the case of Collaborative Heritage (CH), which consists of the set of institutions that facilitate the coordinated participation of all the actors mentioned in the design, implementation, and monitoring of policies aimed at adding value to a city’s assets and making them sustainable. The essential feature of CH arrangements is that they invest in the city by adding public value to the quality of life and well-being of residents and visitors as well as to the city’s environment.

The assets of cities that may be the subject of CH include physical ones such as public buildings, museums, parks; intangibles such as demonstrations of culture and tradition; and public services such as those that contribute to the prestige, business environment, identity, or brand of a city. Assets are those which contribute to making the city attractive to its residents and investors through good management. CH assets are inseparably meant for city use; in this sense, they are assets that can be used by all, and persons both natural or legal can access the assets and its benefits, without the exclusion produced by market prices.

The assets of CH are shaped and maintained through public-private partnerships or agreements. The private interest in the creation, restoration, or maintenance of the asset is similar to that of “shared value” in which a company invests in the exercise of corporate social responsibility.1 The public interest stems from the fact that municipality or district budget resources are not sufficient to meet citizens’ demands and expectations of services and investment. For this reason, the creation,

1. Cf. Porter, M. and Kramer, M. (2011). Strategy and Society: The link between competitive advantage and corporate social responsibility; Porter, M. (2010). Shared Value; Crane, A. and Valente, M. (2010). Public responsibility and private enterprise in developing countries.

For example, Empresas Públicas de Medellín, EPM, which are generally governed by a private law regime, contribute to urban heritage protection of the city, not as an act of generosity or liberality but as part of their ordinary business and their corporate service model. Also, urban developers contribute to CH as part of their corporate responsibility through works of art, air quality protection, or reduction of noise pollution caused by vehicular traffic.

See 2014 and 2015 notes on the EPM website: https://www.epm.com.co/ site/home/sala-de-prensa/noticias-y-novedades 30 Oct. 2014. Protecting the city’s cultural heritage (2015) https://www.epm.com.co - News.

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restoration, or maintenance of these assets is never financed or managed 100 percent with tax resources.2 The city government promotes alliances in which individuals contribute in money, in kind, or with their working time, including, importantly, influential ideas or information and analysis that justify the creation of the asset or service.3 Those who finance the assets of CH do not make an investment in the economic sense because their contribution is not primarily motivated by the economic return of the good or service, but by a contribution to the city that may not have economic value for them as individuals. What’s more, those who contribute to CH often incur an accounting and equity loss; their compensation is primarily the satisfaction with the contribution they make.

Access to CH assets is not determined by market prices, although it is possible to set eligibility and access requirements and even charge fees for access to CH assets or services, as is usually the case with theatres, fairs, or some museums or amusement parks.

2. This paper excludes from collaborative heritage the assets that are financed by betterment levies or land value capture schemes, as used

by Ibero-American cities, and others such as Osaka or Chicago to build assets that enrich the city’s heritage, including historical heritage assets, as has been done in Fort Worth, Texas (USA) with its Public Improvement Districts, PID, No. 1, Downtown and No. 7, called “Heritage”.

These assets are excluded because the motivation and justification of the investment is the expectation of the increase in the value of the individual property.

It also excludes developments that are different because of their tertiarization or outsourcing, which is the global trend of delegating or transferring generic processes, not essential to the mission, to the public sector.

3. The concepts of investment and assets are used very broadly in this document. They may represent tangible or intangible assets, of a more or less permanent nature. For example, the authorities’ efforts to attract knowledge from the private sector and philanthropy for the establishment of assets ingrained in the city, which raise the value of the city, are included here. In 2011 Michael Bloomberg, Mayor of New York, launched the Applied Sciences Competition to expand engineering programs for the development of the city. New York University, one of the winners, created the Center for Urban Science and Progress (CUSP) by agreement between the city government and academia. CUSP develops activities that support the management of the city, in particular the management and analysis of data. The Urban Intelligence Lab at CUSP analyzes information on traffic, air quality, energy, and population that serves to manage the territory of the city, including the identification of green areas and services. One of the more ambitious results of this collaborative governance agreement between the city and academia has been Hudson Yards with 16 new skyscrapers and 750,000 square feet of commercial space. See also Annex 6, the case of Detroit.

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In short, CH may consist in the most diverse assets and services of public interest, tangible (such as a statue) or intangible (such as the brand and reputation of the city). The components of its property, the use or tenure, the legal rights, possession and the domain itself, can be divided in a thousand ways. It can also have a variety of financial arrangements and different governance modalities. Such diversity indicates that there is no “one size fits all model” of CH governance or financing. Rather, each city develops its own models and the suitability of these is judged by the results achieved. Therefore, this paper describes this diversity and highlights the factors that seem to most often explain the success or failure of these initiatives.

This paper presents the dominant features in the governance of CH, distinguishing it from more traditional forms of urban governance. The advantages and benefits of this type of governance, the characteristics of its management, and the risks and lessons from the analysis of case studies are also presented.

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2. The proper governance and institutional environment for CH Collaborative heritage develops when the institutional environment is conducive to it and when the sum of public and private resources is sufficient to cover its costs.4

necessary for residents to identify their value and treat it as their own, with respect for its conservation and with expectations of improvement;5 •

The determining factors of a ripe environment for the emergence of CH are: •

Individuals’ roots in their city make their quality of life, and the assurance and potential of their business, improve with this asset;

•

Accumulated social capital creates the confidence

4. For this reason, it will be necessary to take into account transfers from the central and regional government to the city, which frequently supplement the city’s resources for these public-private agreements.

And, of course, each source of funding brings with it its own rules of allocation, management, and accountability.

The city government recognizes and approves the value of the asset to the city, trusts that it needs collaborative governance – whether to create it, maintain it, or enrich it – and is willing to creatively shape its agreements. It is willing to make the contribution required by each asset, and to institutionalize the arrangements necessary to ensure its sustainability, including the formation of cross-sectoral chains within local government and coordination with other jurisdictions and levels of government.6

5. Cf. Putnam, R.D. (2000) Bowling alone: The collapse and revival of American Community. Simon and Schuster, New York.

6. It is also convenient, for the enabling environment, that the city has a legal framework that empowers the government in a general way to undertake Collaborative Heritage programs, without prejudice to each initiative having to be subject to individual evaluation and approval.

WHEN THE CITY EXPANDS ITS MISSION AND SERVICES, NEW ELEMENTS EMERGE FOR ITS GOVERNANCE CITY’S RESPONSIBILITY AND SERVICE

TYPE OF GOVERNANCE/TOOLS

DOMINANT FUNDING METHOD

Basic Local Services

Hierarchical / Regulated / Non-mission essential tasks can be outsourced Based on the Weberian theory of bureaucracy

Tax or levy

Social Services: Policy and implementation Ex: Health, Education, Social Protection

Multi-level governance: Local government acts hierarchically but opens room for user participation

Co-financing: Intergovernmental Tax Transfers + Own Resources

Great investment in infrastructure and operation. E.g. Mass Transportation

Initially multilevel governance; then it is returned to the local government with central gov oversight

Co-financing: own resources + transfers

Participation in sub-regional development. Ex: municipal association

Multi-government governance, in network or value chains; inter-administrative contracts

Public funds are pooled in real or virtual common funds

Collaboration in the development and protection of markets for income raising

Multi-government concurrence to respond to the public needs of sellers and buyers

Co-financing between levels of government or in public-private partnership

Collaborative heritage

Governance in network, founded on mutual trust and co-optation, based on complete and shared information, with identification of the individual win-win for the sake of collective use.

Public-private co-financing, in unregulated proportions. The financial contribution of the city is residual: what the private sector cannot do.7

7. See Annexes. For example: the public contribution to the recovery of the Historic Center of Mexico City covered what the entrepreneurs or their companies did not cover.

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3. Advantages and benefits of collaborative governance for the best management of urban heritage and for the SDG 2030 Initiative8

activities to maintain public parks, as well as to allow them to carry out private activities in them. These mechanisms did not affect the right of all citizens – including non-participants – to use the parks nor the public character of them. In the case of the New York Public Parks Agency, the innovation consisted in actions that went beyond changes in the internal organization of the public agency to involve citizens, the private sector, and charities in the management and maintenance of public goods.

What complex problems are best solved with the new CH governance?9 •

•

Problems that require common vision and strategy.

The arrangements for collaborative governance of CH are valuable in their characteristic alignment of the public sector interests with those of the private companies to solve together complex problems where the traditional public management tools stumble – the need for multi-sectoral participation where sectors are fragmented and have diverse interests; a lack of coordination; and the inability to make decisions within the government.

Example: decision-making on the improvement of Amsterdam’s Schipbol Airport was paralyzed in the 1990s by the clash between economic development interests and those of environmental protection.

Collaborative Governance arrangements in which the private sector played a decisive role and supported implementation enabled agreements that reconciled interests.10 Problems requiring consensus of stakeholders.

Hierarchical organization, with structures in silos, and closed and vertical processes guided by the head of public agencies negatively impact the ability to coordinate the interventions necessary to meet multisectoral challenges. In 1960 the New York City Parks Department put into operation mechanisms for the voluntary contribution of citizens and private organizations – with money, material resources, participation in activities and even ideas – in

8. The Sustainable Development Goals (SDGs), defined in September 2015 to be reached by 2030, as part of the UN General Assembly Resolution 70/1 on Agenda 2030.

9. Moore, M. and Hartley, J. (2008). Innovations in Governance, Public Management Review, 10.

10. Huys, M. and Koppenjan, J. (2010). Policy Networks in Practice: the debate on the future of Amsterdam Airport Schipol in The New Public Governance edited by Stephen P. Osborne.

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•

Problems that demand the user’s perspective and the creativity of the manager closest to the problem. Collaborative governance shifts the center of responsibility to conceptualize and implement the solution and expands the funding model. It moves from internal organizational reform to production chain management of the service that includes public and private agents. Whether private input is in money, material resources, participation in activities, or ideas, Collaborative Governance attracts resources that were not previously used to produce public assets and services. User proximity is an essential feature of CH. As the annexes show, it is advisable to divide the city into zones or districts that will appreciate the asset more than others.

•

Issues that are best addressed when users can choose between options. Private agents provide a market culture that inclines them to propose design alternatives suitable to users’ tastes and subject to their satisfaction. This expands the number of users potentially interested in the service – who were previously not because they did not see their preference reflected or had no voice to shape the public asset offered by the administration.

•

Initiatives that need additional resources. The subnational Fiscal Rule calls on mayors to seek additional sources of financing for their city initiatives, without reducing the quality of basic public services. Collaborative Governance is an alternative to channeling fresh resources. For example, the scale of the investment required for the restoration of the Historic Center of Mexico City would not have been achieved without the more than MX$ 1 billion that the private sector contributed, not to mention the ideas and financing of new sustainable businesses in that area. Additionally, citizen perception often criticizes the allocation of

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public resources to new services or ways of providing them, which is why the government is inhibited from inventing new practices. Collaborative Governance allows the private sector to test innovations without jeopardizing the reputation of public agencies.11 •

The challenges faced by the Sustainable Development Goals (SDG) include all the above features of the problems that tend to be best solved by the collaborative governance of CH. CH management offers comparative advantages to push the UN-proposed MAPS management modality to move from theory to practice in the SDGs. First, because it is an ideal way to position city issues; secondly, because SDG management, like that of CH, drives and at the same time is an enabling vehicle for city public policy campaigns; third, because CH management guides the city to find entry points to collective management and city achievements.

•

The collaborative governance of CH contributes to building trust between public and private actors and reconciling diverse interests.12 Collaborative governance networks facilitate the convergence of values and interests among its members. Complex public policy issues affect a variety of stakeholders, put competing priorities from different stakeholders in conflict, address various perceptions about the relevance of the problem or possible solutions, and convene actors with asymmetrical or insufficient information. Example: road infrastructure policies often confront people who want to expand roads to facilitate traffic, who want to preserve homes in historic centers, or who want to improve the environment by taking care of environmental heritage (prevent the elimination of green areas).

Collaborative Governance is only possible and only achieves the expected results when stakeholders share information and pool resources for new solutions. Trust between them is a sine qua non element in negotiating and balancing conflicting interests and achieving collective action. Each of

them must contribute their own knowledge or expertise to make the collaborative network a hub of learning and innovation.

•

The CH’s organizational architecture elevates citizen participation and appropriation of urban heritage.13 Participation stimulates the appropriation and care of urban heritage. Communities’ involvement in urban heritage decisions raises their voices and prevents the emergence of coalitions to block such policies. In fact, planning urban development areas to improve basic infrastructure (roads, water networks, and sanitation), security conditions, or incentives to open new businesses becomes much more attractive to private investors when it includes capacity building of participating communities. For example, the Empowerment Zones (EZ) Initiative created by the U.S. Federal Government in the 1990s to promote comprehensive approaches to job creation and opportunities in impoverished communities adopted a model that gave communities an important role in planning for the improvement of selected areas.

However, it did not include the strengthening of the capabilities of communities engaged in the operation, nor the alignment of tasks and objectives with delivery and compliance strategies and with decision-making. Under a collaborative governance model, the initiative would have included community training for new targeted skills, as well as civic and leadership training that would have improved collaboration between communities and increased the impact of transformation in their neighborhoods.

•

The collaborative governance of CH reinforces transparent accountability.

Collaborative Governance can either positively impact or generate perceptions of weakness in the accountability relationship between public agencies and citizens, as well as in the relationship between service providers and public agencies assigning or contracting that role. The impact will be positive when Collaborative Governance requires incorporating mutual accountability mechanisms with the private actors involved in the provision of assets and services, and between them and the responsible public agencies.

11. Bommert, B. (2010). Collaborative Innovation in The Public Sector.

Policy Adviser, Prime Minister’s Strategy Unit, H. M. Government, London, UK International Public Management Review. Volume 11, Issue 1.

Electronic Journal at http://www.ipmr.net 12. Klijn, E. Trust in governance networks: looking for conditions for innovative solutions and outcomes.

13. Rich, M.J. and Stoker, R.P. (2014). Collaborative Governance for Urban Revitalization: Lessons from Empowerment Zones. Cornell University Press.

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4. Network governance Several experiences tell us that the greatest value for the city occurs when the city government or private sector leaders promote the identification, registration, and mutual knowledge of initiatives that support each other through the exchange of management know-how. They operate in a network where committed actors participate on a level playing field, and each makes the specific contribution that it is in the best position to make, either in money or in kind.

INDIVIDUAL INITIATIVE ARISES SPONTANEOUSLY; BUT IT NEEDS AN ENABLING ENVIRONMENT, WHICH INCLUDES CONFIDENCE IN THE GOVERNMENT’S INTEREST IN EVERYTHING THAT ADDS VALUE TO THE CITY

PUBLIC CREATION OF AN ENABLING ENVIRONMENT AND PROMOTION OF INITIATIVES, OFFERING RECOGNITION TO INDIVIDUALS AND WITH THE EXPECTATION OF POLITICALMANAGERIAL CREDITS FOR THE LEADER WHO PROMOTES, OBTAINS, OR MAINTAINS THE PRIVATE INITIATIVE

THE CREATIVE UNIT OF THE GOVERNMENT REGISTERS INITIATIVES, HELPS TO MATURE THEM, IDENTIFIES ADDITIONAL NEEDS AND CAN INCLUDE OTHER ACTORS, AND ITERATIVELY NEGOTIATES OPPORTUNITIES FOR THE PRIVATE SECTOR AND FOR LOCAL GOVERNMENT. ESTABLISHES COMMITMENTS OF EACH PARTY AND RESULTS TO BE ACHIEVED.

PUBLIC-PRIVATE UNIT OF GOVERNMENT, SPECIFYING THE ROLE OF EACH SECTOR IN DECISION MAKING. THIS UNIT MONITORS THE CONSTRUCTION OF THE PHYSICAL OR INTANGIBLE ASSET, AND CONVENES A MONITORING GROUP THAT SHARES INFORMATION, ANALYTICAL MONITORING, EVALUATION, AND NEW GOALS FOR THIS INDIVIDUAL ASSET.

WHICH CITY MANAGEMENT MODEL SERVES THE GROWTH OF CH? LOCAL GOVERNMENT MANAGEMENT AREA

MANAGEMENT FOCUS

MANAGEMENT FUNCTIONS

Management of a favorable institutional environment: initiatives arise spontaneously from individuals; but the favorable environment creates anonymous opportunities for all. Ex: the city has an enabling tradition (see Curitiba in annexes).

Creating the favorable environment usually includes: general facilitator framework (Fort Worth, Texas), role assignment to local government innovation unit (Curitiba), demonstration of host initiative (Quito in annexes), communication to citizens (Bogotá, beautification program), stimuli of recognition to public and private leaders who conceived, promoted, or implemented the initiatives.

Example: placards with names on Bogota monuments (see annexes).

The government unit responsible for CH:

Innovation and creativity for identification of opportunity and its individual added value (see Mexico DF in annexes).

(i) partners with universities, foundations, think-tanks, and private companies to explore and identify initiatives and to invite individuals to join them; (ii) Leads the work in network; (iii) Develops Internal and External Communication Strategy and reports publicly; (iv) Is linked to other government units for a comprehensive strategy (Curitiba in annexes); v) Seeks other public resources and puts together costsharing/pooled funding

Results Planning: Planning is not restricted to government resources. It is a visualization of interests and private sector resources to balance contributions from each side and added value. Primarily strategic planning To do this, the city develops criteria and selects special indicators, of relevance, impact, feasibility, efficiency, and sustainability.

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Focus on zones of the city, with census of nearby beneficiaries and list of potential contributors. It is not intended to achieve universal coverage of all citizens. It can be primarily confined to a community (e.g., autistic) or an area of the city. The important thing is to add value of collective interest, which in itself will stimulate the expansion of aggregation economies provided by the city. (Cf. Glaeser, E. (2011). Triumph of the city. How our greatest invention makes us richer, smarter, greener, healthier and happier. Penguin, New.)

Local government innovation and planning units develop evaluation criteria and make them public. They also make public the assessment of each CH training initiative and the reasons why it deserves the support and commitment of the city – or not.

Public managers agree, annually or semi-annually, with private sector shared goals of management, vision of position, and sustainability of the asset in 3-4 years, for each individual good and for the bulk of collaborative heritage.

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WHICH CITY MANAGEMENT MODEL SERVES THE GROWTH OF CH? LOCAL GOVERNMENT MANAGEMENT AREA

MANAGEMENT FOCUS

MANAGEMENT FUNCTIONS

Tax planning

Application of the profit principle to the assessment of private contribution and the increase in the well-being of the city as effects of the CH created

Unit responsible for CH commits annual budget management to ensure annual allocations and insertion into medium-term fiscal framework priorities

Urban space planning. The zoning or delimitation of the area of greatest influence of the CH is a critical factor in private collaboration with the construction of the asset and its continued use.

The zoning for the CH follows slightly different criteria and patterns from those used for the contribution of betterments. See the case of the Fort Worth, TX, PIDs in the Annexes.

In the case of CH, the focus in groups or territories points to the use by direct beneficiaries rather than their individual heritage interest.

Record of initiatives in process, complete, in service, or decommissioned; with broad criteria of registration and classification, as if there were infinite possibilities of expansion of collaboration to ensure results.

Management must overcome the difficulties of asset diversity or dispersion of uses and users. In practice, cities focus on CH’s flagship programs. See, for example, the emblematic use of the restoration of the Historic Center of Quito (annexes).

Carried out by the unit responsible for the initiatives.

Implementation trajectories of the asset management

Indicates the sequence of actions and public or private managers to maintain, restore, or enrich the good.

The implementation trajectory is developed and agreed upon at the collective governance table and results in a control board shared with private actors.

Risk Management

Based on the risk milestones identified in the implementation trajectories (see Table below)

The government units that agree with the implementation trajectory confront this trajectory with the risk map characteristic of CH’s initiatives, select the risks applicable to each case, and propose strategies and actions to mitigate each risk. When it comes to high frequency risks, which cover several of the assets of the active heritage, it is appropriate to develop standard mitigation methods and processes.

Change Management: Municipal officials, starting with their leadership level, develop an attitude of shared values, common problem analysis, mutual trust, consensus, loyalty, reciprocity, reputation, and strategic leadership with respect to collaborative heritage

Building and increasing existing social capital from the opportunities of Collaborative Heritage initiatives.

It would be appropriate to develop a common change management program for cities in a country, which allows variations, among cities it is potentially applicable to small municipalities. t may be desirable that private capital leaders, civic or community leaders and local academics participate in the execution of the program.

Analytical monitoring

Measurement of advances and identification of confounding factors, in working groups shared with private sector. Creative application of corrective measures.

In a working group made up of the asset’s mixed governance team. With a methodology conducive to problem identification and resolution, and a commitment on the part of those responsible for monitoring.

Evaluation. Development of specific evaluation criteria and methods, appropriate to the management of collaborative heritage.

Management and results assessment.

CH planning should identify the result indicators.

Example of criteria that differentiate it from the ordinary assessment of expenditure: indicators will not necessarily assess universal coverage since the benefits of these goods can be limited to a community or a zone of the city. The important thing is that you add value to the city. Instead, criteria and indicators of access by primary users of the asset or service will be widely used.

When the asset justifies it, external expert evaluation should be commissioned. To do this, it is necessary to provide for evaluation resources since the formation of the CH.

Information on the initiatives available to citizens; information on the cost-benefit analysis performed by the city government; information on the evaluation of CH results.

Communication that is transparent, accessible, and via methods known to beneficiaries and stakeholders.

Information management and transparency

A good local ruler will know when to apply the hierarchical authority model, when to use the exclusionary competition model, and when to apply the network model for collaborative heritage.

It is not a record that is part of the city’s financial accounting. It is para-accounting, similar to how environmental or adaptation to climate change cost accounting are carried out.

In the case of assets of lower economic value, it is convenient to use rapid quality assessment techniques, such as automatically processed user perception surveys.

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5. Usual risks to identify and control in CH management COMMON RISK

MITIGATION STRATEGY

Risk of reduction of opportunities due to rigidity in the treatment of CH initiatives, as if it were an ordinary asset of the public heritage of the city.

Change management program and internal and external communication strategy. Example: successive phases of strategic training of Curitiba’s leadership and business sector (see Annexes).

Risk of dispersion. The high number of CH assets makes it difficult to comprehensively register, continuously update, and evaluate.

Local government gets one-time investment assets to create a central unit responsible for the CH and initially develop systems for registration, funding of city commitments, management, monitoring, analytical monitoring and evaluation (see Curitiba in the Annexes).

Once the initial investment has been made, the system can be run at a very low cost.

Particularly noticeable risk when there is no central management unit of the CH, but the assets are distributed sectorally within the city government.

Risks of raising costs of creating or maintaining CH assets that could create mistrust between the parties, smearing of CH initiatives, or fiscal contingencies in the city budget.

Elevate quality of implementation trajectories; adjust CH number, coverage, and quality targets to achievable ones with greater certainty of fiscal resources; link forecasts of financial costs of the CH with medium-term fiscal framework. Consider the establishment of a reasonable contingency reserve, together with private initiative.

Risk of administrative disconnect. The various This is an internal risk of city administration. It is often mitigated when sectors of local administration do not work the mayor reaffirms his leadership in the sectors and credits each of effectively with the unit responsible for them for its contribution to the CH management chain. collaborative heritage.

Risk of negligence or corruption in cases of CH funding sources that are not adequately monitored. It occurs frequently in cases of fiscal transfers from the national government for the formation of the CH or, more generically for investment in the city.14

It usually occurs because central or federal government funds, unlike other contributions to the formation of the CH, do not have stakeholders to monitor the costs of the asset and the uses of their contributions with the same zeal and competence with which they monitor their own contributions.15 It is often controlled by intensifying knowledge and vigilance of stakeholders and beneficiaries about the sources and uses of the entire common fund.

Risk of stakeholder fatigue. Threat to CH sustainability.16

It is often controlled with continuous flows of fresh initiatives, encouraged by public and private leaders. Also adjusting the scale of CH initiatives to the assets that the city can maintain and operate.

14. For example, for mass transit projects.

15. A contemporary example is the public controversy over the federal contribution to Fort Worth, TX, for the CH development of Trinity River.

16. Reported in conversations with the authors by public sector leaders resident in Quito regarding the conservation and expansion of the rich historical heritage of this city (see Annexes). July 22-25, 2019. It is similar to what was observed by experts in “citizen summits” on commitment to public issues.

See Michels, A. (2019). “Participation in citizens’ summits and public engagement”, in International Review of Administrative Sciences, vol. 85(2) 211-227.

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6. Conclusions

private sector is often willing to move the property itself to the municipality or district, provided that public legal right is guaranteed, and that private investors are part of the asset’s collective governance and receive regular information on it.

This is demonstrated, among others, by the case of the Teatro Mayor Julio Mario Santo Domingo in the city of Bogotá. Communication is essential to ensure acceptance, appropriation, and citizen satisfaction with the CH. When communication focuses on CH access and benefits, residents’ perceptions often forget the private connotations that these city assets might have.

“Heritage governance involves collective, binding, and inclusive agreements of various public, private, and civil society actors that promote coordinated action towards the management and financing of sustainable heritage in the short and long-term.

Institutional clarity and public leadership regarding the role of cultural heritage is key to the attraction of private investments and strategic public-private partnerships, which under a prism of sustainability ensure the funding of initiatives that are able to support themselves over time."

•

CH management is often more successful when the asset’s establishment begins with private initiative of multiple private stakeholders who monitor the formation and uses of the common fund and appropriate the added value from the CH. This beginning will help to separate the program from party politics.

•

Generic government bids, which do not specify assets, locality, or potential direct beneficiaries, often have little impact and limited sustainability (see Bogotá Chamber of Commerce program in annexes)

•

The city administration should form a specialized government agency or unit that registers and evaluates initiatives and communicates them to direct beneficiaries; promotes CH expansion, monitoring, and sustainability; and communicates and is accountable in a transparent manner. This is demonstrated by the case of Curitiba, and in other cities not included in the annexes like Fort Worth in the United States. On a not so positive note, the example of the relative underperformance of the Adopt a Monument Program (from the City of Bogotá and its Chamber of Commerce) gives an account of the weak strategic competence and lack of commitment of the managers of this initiative

•

The legal ownership of the asset is not usually a determining factor in the impact of the CH.17 The

17. Cf. Lehavi, A. (2004). “Property Rights and Local Public Goods – Towards a better future for urban communities, In The Urban Lawyer, vol 36, No. 1 (Winter), pp 1-98. Published by American Bar Association.

•

Funding itself is not the main obstacle and is not the greatest risk in shaping and growing CH. In large cities with valuable capital committed to the fortunes of the city and a wide range of citizens eager to contribute time and initiatives, it is always possible to contact and stimulate private agents to build or rebuild assets of CH. In addition, evidence indicates that the use and satisfaction of citizens with the asset is independent of the source of funding.

•

A determining factor is often the lack of novel, attractive, and credible initiatives because of the governance model used.

•

An important negative factor is the lack of trust between local and outsider businessmen and the weakness of social capital of the latter, as in the case of Cali (cited in the Annexes).18 It is not uncommon in Latin America that large companies in a city have family roots, with people who have faced each other for reasons of market control or with people of different political currents than their ancestors. In these cases, the union representation of businessmen is usually divided between separate associations. Or, when this situation did not exist at the time of the construction of the city’s asset but subsequently occurs, it usually affects the sustainability of CH. The city of Manizales, in Colombia, is an example

18. The references in this paragraph to the Colombian cities of Cali and Manizales come from the work carried out by Fernando Rojas with prominent entrepreneurs and/or business associations in both cities between 2012 and 2018. These are observations generally corroborated by the employers themselves.

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of the gradual weakening of what was, until two or three decades ago, a bastion of social capital and business unity. In these cases, the right thing to do is to start on a small scale, developing clouds of trusted networks19 between the same entrepreneurs and with the city government. To this end, it will be appropriate to develop practical leadership capacity in the management of groups and in the orchestration of public, private, or mixed networks.

19. The term seems to have been created by Tim Campbell in his analysis of the critical importance of trusted networks in learning and innovation in cities. Campbell, T. (2012) Beyond Smart Cities – How Cities network, learn and innovate. Routledge (version exists in Spanish)

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•

It is recommended to continue work with international cooperation, academia, think-tanks, and the city’s communication and outreach agents so that the magnitude and quality of CH is a key indicator of city cohesion and an indicator of the private investment climate.

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It is also appropriate to continue the preparation of case studies of CH, with horizontal analysis between cities and longitudinal studies of the same city over time.20

20. See, among many of the case studies on leadership for collaborative management, Campbell, T. and Fuhr, H. (2004). Leadership, and Innovation in subnational government: Case studies from Latin America (WBI Development Series), World Bank Institute, Washington, D.C.

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7. ANNEXES: CH CASES

ANNEX 1 – BOGOTA CH initiatives with diversity of results The city of Bogotá has developed multiple collaborative heritage initiatives throughout its history. The initiatives cover a wide range of urban heritage, including historical, artistic, culture and entertainment, environmental and sporting. Some initiatives come from the private sector, such as those proposed from time to time by the city’s Chamber of Commerce to the Bogota administration; others come from companies or foundations, such as the Santo Domingo Foundation or the Corona Foundation; and others from industry/trade associations or universities. Some demand considerable investment; others operate through the voluntary participation of individual citizens.

Probogotá, a business association that has a broad mission of promoting the development of the city, seeks to strengthen the policy of heritage real estate conservation in Bogotá. For this purpose, it has taken account of the district’s heritage real estate located in the city and has estimated the number of unregistered properties. It has noted some of the many inconsistencies in official figures and has praised the Ecuadorian Cultural Heritage Information System (SIPCE, for its acronym in Spanish) for its coverage and its constant updating. It has also documented the state of conservation of the properties and called for centralization, coordination, and complementarity among the multiple entities currently responsible, in the manner of the Ministry of Culture in France or through dispersed agents like in Spain. It has looked deep into the lack of management of urban heritage by the city government, both for its performance and for its weak capacity. It has also made numerous proposals for the improvement of policy, its implementation, and the improvement of its results and impact. See Probogotá, (2017). “Towards a More Efficient Scheme of Real Estate Protection”. Presentation at Museo del Chicó, Bogotá, Sept 12, 2017.

Bogotá, like other Ibero-American cities, offers a collection of cases to analyze and from which to derive lessons on Collaborative Heritage. Few experiences were properly planned and governed, had enough resources, or forever enriched the city’s heritage. In recent years, the case of the Teatro Mayor Julio Mario Santo Domingo stands out. Others were not as successful; the specific factors of its underperformance should be analyzed in greater depth. Certain cases are managed by trustees or public-private councils, with a variety of decisionmaking arrangements, oversight, and accountability.

In some cases, private entities that finance the work or restoration have ceded all their property rights to the city; in other cases, they retain them while the city subsidizes their operation and maintenance provided that the asset or service remains accessible to citizens.

Unfortunately, neither the city administration nor the trade unions or academic entities seem to keep track of collaborative heritage cases, let alone information on those that did and did not achieve results.

Three experiences were examined in greater detail for this study and that feed into some of the conclusions in the final section of the study.

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THREE INTERRELATED PROGRAMS FOR SIMPLE DIMENSIONS OF COLLABORATIVE HERITAGE

PROGRAM

COLLABORATIVE HERITAGE MANAGEMENT

“Adopt a Monument -

•

26th Street: An Open-Air Museum”,

Object: preventive conservation, restoration, maintenance, protection, dissemination, research, and pedagogy focused on monuments in public space.

•

Through: development of the city, private enterprise, and the community

Bogotá Chamber of Commerce (CCB; private, with some public functions) in alliance with the City of Bogotá – Bogotá District Institute of Cultural Heritage (IDPC) (public) - It did not achieve expected coverage results: in some individual monuments it did.21 (From decree 628/2016)

•

Modus operandi: (i) the CCB and IDPC took inventory of eligible monuments; (ii) individuals expressed their interest in adopting one or more monuments; (iii) CCB/IDPC provided specific information about the chosen monument.

Special focus: monuments in the corridor of 26th Street (especially visible).

“Heritage Shines”: Program of beautification of facades in heritage contexts

• •

• •

Guiding concept: corporate social responsibility by private companies of the city where it can develop its business and on which the success of its company depends.

•

Participating companies will benefit from:

- - - - - - -

City of Bogotá – District Institute of Cultural Heritage (IDPC).22

• •

•

• •

“Adopt a Monument”, Program of the City of Bogotá – District Institute of Cultural Heritage (IDPC).

•

• •

•

Social recognition: thank you placard in a visible place near/on the restored work.

Image Enhancement: IDPC Communications Office support (City Government) Tax discount: Certificate of donation of resources for recovery of the work Strengthening the appreciation and public appropriation of urban heritage Learning about incentives to engage private companies with heritage preservation Raising trust of private businesses and ordinary citizens in the city Strengthening the image, the brand, the identity of the city, which influences the investment climate, promoted by entities such as “Invest in Bogotá” The facades, especially those of the Historic Centre, are part of the cultural heritage.

“Heritage Shines” advances interventions on large facades of some of the most important sectors and buildings of the city, in order to generate achievements on a larger scale in favor of the preservation of the memory and heritage of Bogotanos. For this, partnerships are generated with public and private entities that promote the union of economic, human, and technical efforts and resources.

The program invites interested stakeholders or social actors to participate voluntarily.

It is hoped that this program will encourage the active linkage of owners, residents, citizens, and public and private entities in the actions promoted by the program, seeking to ensure the sustainability of interventions, and with this the appropriation of Bogota’s cultural heritage.

In addition to the restoration of facades, the program seeks to recover public space. The campaigns are playful and emotional, working with those who live in the heritage properties of the city. These activities are carried out with the support of private, public, or individual entities.

The Program keeps a register with locations of the recovered facades in the historic center of Bogotá. It offers a menu of interventions on the facades, according to the regulatory, technical, conservation, and color needs of the facades.

The program provides recognition of the actors and their interest, maintains constant dialogue with them, and celebrates agreements and commitments that ensure the social management of the program.

Bogotá has more than 560 inventoried heritage assets, of which 350 correspond to sculptures and monuments located in public space. These are part of the history and memory of Bogotá, and give an account of authors, artists, techniques and ideas of a political, aesthetic, commemorative, sacred, or functional nature.

The program supports preventive conservation, restoration, maintenance, protection, dissemination, research, and pedagogy focused on monuments in public space.

Those who participate in the program will be recognized for their contributions in media and social networks related to IDPC. Citizens, companies, organizations, and entities will have their corporate image shared within the framework of the conservation of the city’s monuments and assets. By participating in the program, adopters will be recognized as benefactors of heritage and the recovery of historical memory.

Who can be part of the program? In “Adopt a Monument”, public or private entities, natural or legal persons, both national or foreign, with a sensitivity to the importance of supporting restoration activities, preservation and protection of memorial heritage, sculptures and other cultural and historical assets, can participate.

21. The monument Gonzalo Jiménez de Quesada restored and adopted by the Universidad del Rosario; Américo Vespucio restored and adopted by AsoSantaClara; and the seven monuments adopted by AsoSanDiego, among them Rebecca and José de San Martín.

22. It is relevant to compare the funding, governance, and results of this program with a similar program that was developed in the iconic Siloé neighborhood in the city of Cali. There a prominent entrepreneur, a producer of steel and sugar and at the same time a civic leader, led the beautification of facades as a boost for the neighborhood brand, for the self-esteem of its inhabitants, and for the linkage with tourists, buyers, sellers. Although he did not have enough support from the city government or other entrepreneurs, his campaign was influential and found a foothold among the inhabitants of the traditional Caleño neighborhood, who mobilized to achieve the beautification of a high percentage of facades. Years later the promoter and facilitator of that campaign, Maurice Armitage, would be elected mayor of the city, 2016-2019.

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ANNEX 2 - CURITIBA

ANNEX 3 - HISTORIC CENTRE RESTORATION MODELS

Institutionalization of the responsible agency

Comparative analyses to derive lessons for future programs

Curitiba is a notable case in innovation and learning in transformative urban development. The analysts agree that the Institute of Research and Urban Planning of Curitiba (IPPUC, for its acronym in Portuguese) created in 1965 to implement the city’s Master Plan was the determining institutional factor of the city’s innovation and international prestige from 1965 to 2005. The private sector had a seat on its board and participated in the generation and co-financing of initiatives, many of which were financed not by taxes but by market rates. The Institute intensified public participation and links between local government and ordinary citizens to revitalize the historic area and protect the city’s historic assets. One of the nine executive-level offices of the Institute was made up by the “Heritage Executive”. With this, Collaborative Heritage had a secure place within the machinery of urban development and historical heritage was understood and treated as an essential element of the efforts to strengthen the city.

Cf. Rabinovitch, J. and Leitmann, J. (1996). “Urban planning in Curitiba, a Brazilian city challenges conventional wisdom and relies on low technology to improve the quality of life”, in Scientific American,274, pp 26-49. Lowry, J. S. (2002).

Municipal development in Paraná. Policies and Programs, 1981-2001, Paranacidade, Curitiba.

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The policies and restoration programs of Historic Centers are some of the most notable examples of Collaborative Heritage in Latin America. Cases range from Mexico City and Guadalajara in Mexico, to Guatemala City, Panama City, Bogota, and Popayán; Quito and Cuenca; Arequipa, Ayacucho, Lima, and Trujillo. These cases are a colorful mosaic of various tones that have to be studied, both longitudinally (the historical heritage of the same city over time) and horizontally (comparative analysis between cities, of the same country, of different countries, of different sizes, with unequal worldwide recognition of the importance of its Historic Center, etc.).

The main variables to be documented and analyzed are the same ones used in this study: who took the initiative; what is its scope, and what its main objectives are; governance; participation; risk management and control; follow-up; measurement; and evaluation of results.

By preliminary example, the following is a summary of information that could be further explored and analyzed in the case of the Mexico City and Quito programs.

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PROGRAM MANAGEMENT FACTORS

MEXICO CITY

QUITO23

Name with which the Coordination Agreement for the Rescue of this area of Program was announced Mexico City.

Heritage Program for Development P-D

Origin of the Initiative

Mixed: AMLO and Fox agreement with private investment support

Quito is a UNESCO World Heritage Site since 1978

Scope

Comprehensive approach: combat insecurity, effective cleanliness, rebuild neighborhoods and old buildings of historical value, buildings, recover beauty in the Center, new business environment, quality of life in the area, sacred music in churches, organization of street vendors.

Emblematic program of the Spanish Cooperation (AECID), with a history of more than 25 years.

AECID invested 3.6 million Euros in Quito.

Private sector contributed at least MX$1 billion.

Initially confined to the historic center area, it then extended to the Plaza de Santo Domingo and the recovery of the convents and churches of San Francisco and San Agustín

It goes beyond any administration; it is the permanent task of the city.

Objectives

Protection and restoration of the Historic Center

Value of historical heritage and poverty reduction: use of cultural heritage aimed at improving habitability conditions and raising management capacity, as a generator of income for the communities that are custodians of such heritage.

Protect identity, cultural legacy, and collective memory.

Responsible unit in the city government

Secretary of Tourism; Urban Development director, director of the Institute of Culture, and Secretariat for Economic Development.

Governance and Participation

Advisory Council of the Historic Center, composed of 125 representatives of civil society (academics, journalists, religious and cultural leaders, writers). With an Executive Committee chaired by businessman Carlos Slim Helú and backed by a commercial company headed by the Grupo Carso. Made up of three civil society representatives, three from the federal government, and three from Mexico City.

Risk Management and Control

Coordinated management between City Government and Federal Government.

Commercial company acquires real estate and finances some business initiatives in the area.

Actions range from vehicle traffic measurement, regulation, and security cameras, to supporting new businesses.

Objectives are managed separately: (i) property restoration is the responsibility of the owners; (ii) acquisition of real estate, stimulus, and support for financing individual initiatives: Grupo Carso.

Program with goals and outcome indicators.

Financial stimulus for those who contribute.

Monitoring, measuring, and evaluating results

Quito began with a census of inventoried properties of historical value in the city center. A total of 4,286 properties, of which 130 are classified as monumental.

The essential feature of management: it must be sustainable.

The central concept is that of Workshop Schools: They offer free Professional Technical Education, promoting social inclusion; they combine theoretical and practical training with an emphasis on real work (on site); education is taught with an excellent student-teacher ratio (maximum 15:1); They offer students social benefits (medical and accident insurance, and in some cases a scholarship, food, transportation, etc.) that help to mitigate their vulnerability situation.

Program with goals and outcome indicators

23. A similar program was developed in the city of Cuenca.

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ANNEX 4 – THE URBAN IMPROVEMENT DISTRICTS OF THE CITY OF FORT WORTH, TEXAS, UNITED STATES. Zoning lessons for the creation, maintenance, and use of CH and its primary users As noted in the initial definitions of this document, the planning and financing criteria of CH are different from those of the valuation contribution for financing projects of interest in the city that particularly benefit certain areas. But, the two avenues of formation of urban heritage are related to each other, especially when it comes to zoning.

A very successful case of zoning is the one developed by the city of Fort Worth, Texas, in the United States, in what is known as Public Improvement Districts (PID).The city has used PID zoning to define areas of influence for important and imaginative development projects and to distribute the contribution of beneficiaries based on the increase that the projects cause on the market value of the root property. They are developments that have spread to the artistic or historical districts of the city, that have been sustainable over time, and that have led to position the city among the first in perception of satisfaction and quality of life in the United States.

Public districts for the improvement of the city, PID A Public Improvement District is a defined geographical area established to provide specific types of improvements or maintenance which are financed by assessments against the property owners within the area. PIDs provide a development tool that allocates costs according to the benefits received. A PID can provide a means to fund supplemental services and improvements to meet community needs which could not otherwise be constructed or provided.

The owners of the properties in the defined area can request the City to form a PID through a petition, which may include the establishment of an Advisory Body. With the establishment of an advisory body, the property owners within the PID have control over the types of improvements, level of maintenance, and amount of assessments to be levied against the property owners. By now Fort Worth has established, 20 districts, including PID 1, Downtown, and PID 7, Heritage, each one supported by a district development corporation and multiple voluntary contributions from interested parties in the construction, financing or maintenance of planned public works.

Operating Public Improvement Districts (“Operating PIDs” or “O-PIDs”) are development financing tools which allow for the costs of certain public improvements and supplemental services in a designated area to be allocated to and paid by the owners of the parcels that actually benefit from such improvements and services with such improvements and services paid for solely out of current assessment revenues or accumulated balance from past assessments and with debtobligation financing being unavailable as a funding option. O-PIDs: - must be financially self-sufficient and not adversely impact the ordinary service delivery of the City - must be established carefully and only when related to a public purpose to avoid a proliferation of special districts - O-PID petition signatures should reflect that a reasonable attempt was made to obtain full support of the O-PID by all property owners.

- Priority consideration will be given to O-PIDs for: a. Improvements in the public right-of-way (e.g., entryways, landscaping installation and maintenance, fountains, specialty lighting, and streets and sidewalks); b. Improvements that meet community needs (e.g., drainage improvements, parks and off-street parking facilities); and c. Improvements related to operations and maintenance expense (e.g., sidewalk and street cleaning).

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ANNEX 5 - THE DESIGN OF THE DETROIT FRAMEWORK, CITY OF THE FUTURE In 2010, for a period of 24 months, the Kresge, Ford, Kellog, and Knight Foundations financially supported the preparation of a plan for the future development of Detroit, led by their own communities. More than 50 community advocates carried out 163,000 communication and discussion actions with Detroit residents to create a citizen view of the city’s future.

Residents’ ideas formed the basis for the preparation of the Detroit Future City Framework, led by a group of experts on topics ranging from economic development to architecture, who developed evidence-based strategies to turn the ideas collected from residents into concrete actions. This collaborative governance action not only allowed the development of plans related to the economic development and infrastructure of the city, but also addressed politically complex issues such as job losses, the innovative use of public spaces and territory, and the adjustment of public services to respond to the city’s transformation plans. See Goldsmith, S. and Kleiman, N. (2017) A New City O/S.

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ANNEX 6 – THE CITY OF ZARAGOZA: THE GOVERNANCE AND MANAGEMENT PRINCIPLES OF CH ARE A CRITICAL PART OF THE CITY STRATEGY. STRATEGIC PLANNING UNDER AN INDEPENDENT, TECHNICAL-PROFESSIONAL LEADERSHIP The management of the city of Zaragoza is distinguished by the participation of firms and communities in the urban policy sectors and services. This collaborative management permeates the entire City Strategy, to the point that within the strategy fits any action that serves as an example for all and that improves the quality of life of residents, whether it is actions in the social, environmental, business, educational, or neighborhood sphere. In Zaragoza, open government and citizen participation are intimately linked and characterize the management of the city. The management of CH in Zaragoza is an integral part of the city strategy. In fact, this management of the CH is considered a public policy of equal transformative importance as other public policies.

The advantage of the hierarchy that CH management has, compared to the other public policies of the city strategy, is that it is not marginalized or considered residual or of secondary importance in the face of other public or private initiatives. In broad terms, management and governance of CH in Zaragoza differ, depending on if it is historic urban heritage, like museums or traditional monuments of the city, or new urban heritage initiatives.

The former has been and continues to be managed by the city government; the latter come most often from private initiatives and individuals actively participate in their management.

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Creativity in the identification and promotion of CH’s potential in Zaragoza is especially evident in new initiatives, which collect ideas and preferences linked to the daily life of current residents. Examples of this are the origami museum and the municipal film library dedicated to the film archive. The latter reflects the commitment of artists and intellectuals to their city, since the same directors or artists from the city have ceded their rights to it so that film documentation can be consulted by interested citizens. We remember that great directors, like Luis Buñuel, are emblematic characters of the city and are part of everything that enhances the contributions of the city to art and culture. The creative management of CH is also seen in the recognition and brand seal that has been given to certain popular traditions, which in turn serve as the basis for promoting more traditional components of the city’s historical heritage and integrating the new with the old in attractive diversified tourist packages, with the seal and brand of Zaragoza. Such is the case of the “Festival Asalto”, traditionally prepared by communities throughout the year with support from private businesses, it lasts fifteen days, during which the Festival moves from one area of the city to another.

The Festival traditionally showed genuine expressions of communities, such as graffiti or mural painting; more recently the Festival tour was used to build a tourist map highlighting symbolic churches, the Basilica, and the Arab Palace. This expands a popular expression of CH to the field of historical heritage and facilitates access to tourists through a map that combines them.

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The management of CH is one of the proposal areas of Ebrópolis, an autonomous entity that receives input from governments and individuals but does not represent any of its contributors nor is it politically dependent on a government or party. This technical independence ensures continuity of management and the possibility of evaluating and improving public decisions and is achieved through the management body including representatives of universities, communities, associations, and other permanent living forces of the city that ensure stability over time. In addition, technical independence is anchored in the evidence collected by the Urban Observatory of the City and its extensive panel of indicators. The managers themselves are specialized professionals and the entity already has 25 years of transparent and noble management.

Thanks to the technical independence of the managing body, the city promotes initiatives that do not respond to the preferred interest of any stakeholder; on the contrary, one of the objectives of the management of CH is to increase overall participation. In addition, technical independence has allowed certain inherent risks to CH management to be identified, such as when the common perception was noted – and it is being corrected – that CH formation was reduced to the most influential groups of the city; as it was commonly said, “the same people and in the same places.” In this regard, participatory processes are being carried out with different models depending on the degree of co-responsibility of the administration and citizens, which will allow us to proceed with their systematization.

In addition, technical independence is anchored in objective evidence, outside of individual interests, collected by the Observatory of the City Strategy. Based on their analysis of evidence, managers identify and promote new initiatives, agree on agendas, set targets, and develop annual programs. These are novel programs that aim to realize the brand potential of an otherwise neglected city, as is now recognized to have happened with the underutilization of the name of Goya, native to the neighborhood of Zaragoza, to promote the city with the universal renown of the genius painter. Also, managers are now more aware of the need to register CH, assess benefits and costs of each asset or service, and more fully systematize their own management experience. The vision of CH management is that of a process of continuous improvement: the guiding criterion of management does not include the promotion of an ingenious idea or a punctual asset; rather, management points to a medium and long-term vision, with continuous analysis of achievements or setbacks, and forward-looking. Neither the management nor the presentation is a matter of mere makeup. Another notable dimension of CH management in Zaragoza is the regulatory development of ownership of rights over the assets or services that are part of the CH, its transfer, compensation, etc. It is a framework that produces transparency while guaranteeing the protection of goods, public access to them, and the possibility of multiplying their uses and their users.

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Living

Heritage

TECHNICAL NOTES Latin America and the Caribbean (LAC) is home to a wide variety of cultures and unique historical and natural places, which both contribute to the region’s unique heritage and are valuable assets for its development. The region has more than 140 UNESCO World Heritage sites, including 42 historic centers recognized for their cultural, tangible, and intangible cultural value. In addition to this international recognition, more than 600 LAC historic centers and heritage areas have been declared assets of cultural and heritage interest at the local level, under national laws. However, the phenomenon of rapid urbanization and globalization in LAC has resulted in erosion of the heritage assets of the region, cultural identity of its inhabitants, and the environmental sustainability of their cities.

For this reason there is an urgent need to revitalize LAC's urban, cultural, and natural heritage to protect the roots of Latin American culture. This challenge also presents an opportunity to harness the economic and social potential of urban heritage, contributing to the sustainable, resilient, and equitable development of cities in the region.

The opportunity to revitalize LAC’s urban heritage lies in reaching “Living Heritage” status. We understand living heritage to be the set of expressions and cultural and natural assets that represent the history, traditions, and identity of a city. These expressions are recognized as historical, cultural, and natural valuable by international organizations, by local and national legislatures, or by the valuation and appropriation of its own inhabitants, and their protection and enhancement has the ability to contribute to the sustainable development of the urban area where they are located.

Given this criteria, we believe that a Living Heritage is compromised of four defining pillars: it is a Productive Heritage in its offering of better economic opportunities to its diverse citizens, protecting the most vulnerable; It is a Resilient Heritage by developing capacities for disaster risk management and protection against the effects of climate change, as well as reducing environmental, social, and economic vulnerability; It is an Ecoefficient Heritage that promotes an optimized and intelligent management of natural resources, promoting better conditions for its own preservation and the functioning of the city; and it is a Collaborative Heritage by opening new and better channels of participation and governance that allow for coordinated action amongst various social actors in the management and financing of heritage. With this, a Living Heritage not only guarantees its own selfsustainability over time, but also brings significant benefits to the city and to its communities.

* These notes have not been approved to be cited.

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IDB Cities Network

Productive Heritage

A productive heritage generates opportunities for its use and exploitation to various groups of citizens while protecting the most vulnerable. A productive heritage promotes accessibility to cultural and natural heritage

both to visit and inhabit it safely, as well as to take advantage of its benefits and services, while eliminating physical and economic barriers. Along with the advantages of promoting local economic development and generating new jobs, productive heritage opens spaces for social cohesion and inclusion of low-income segments of economic productivity in labor markets. The strengthening of common and diverse identities under a prism of social inclusion also contributes to the participation and permanence of vulnerable communities or excluded economic groups in their neighborhoods, through the creation of affordable housing alternatives and universal accessibility conditions, fostering an inclusive urban fabric. On the other hand, the recovery of public spaces in heritage cities allows for the interaction of various groups, which enhances the social and functional mixture inherent in historical centers, and serves as a platform for a diverse set of cultural activities and values to live together and adapt to new uses, as well as innovating in the face of new dynamics of use, consumption, and promotion of heritage and its environment.

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The role of heritage in inclusive local economic development

By Roberto Gómez de la Iglesia, Director of Conexiones Improbables (Spain, 2019).

1. An economic perspective for cultural heritage In practice, can culture be the backbone of a city’s development policies? And more specifically, can cultural heritage, both tangible and intangible, serve as this backbone? Is the process of urban revitalization sustainable without the effective management of cultural heritage? Is it possible to generate stable and growing economic activity around a city’s cultural heritage?

The key to this document is in answering the question of how to link heritage-based policies to local development strategies. For that reason, we share some experiences and reflections on the precise approach to develop actions that combine different local policies in a coherent way, making possible: • The proper management, governance, and socialization of the heritage in the city.

• The improvement in the living conditions of residents in heritage areas.

• The multiplication of possibilities of economic activity for these residents as well as the city as a whole.

• The improvement of the heritage city’s image and external projection of it.

As pointed out by the “Living Heritage” report (Navarrete, Sáenz, Larraín, Caimanque, Irazábal, 2019), “cultural heritage is understood to encompass the tangible and intangible, serving as container and expression of a vast set of key social and cultural practices for the construction of local identity and the social and economic functioning of the city, determinants that provide well-being for the population”. It forms and is formed by a community’s dynamic identity, and it must serve as a cultural foundation for the creation of future ones (Antón and Gómez de la Iglesia, 2019).

This puts us in a classic dilemma on the uses of heritage. On the one hand, there is the tendency to maximum protectionism and an intense “museumization” of heritage for solely scientific and cultural purposes. On the other hand, there is economic exploitation as a priority, which in its best expression is rehabilitation of real estate and urban spaces or in the attraction of high tourist flows, through heritage “theming” and the generation of environments and contexts that end up pushing residents out.

Basically “cultural heritage acts in three ways in local economic development: as a source of activities, as a lever for creativity, and as a factor of attraction” (Greffe, 2015).

• As a source of activity, it is estimated that the cultural heritage sector produces up to 26.7 indirect jobs for each direct job (the automotive industry has a coefficient of 6.3). And according to the World Bank, for every million dollars invested in the rehabilitation of buildings, 31.3 jobs are created (21.3 jobs are created in the consumer and industrial goods sectors).

•

As a lever for creativity and innovation, heritage acts from different fronts: on the one hand, from technological innovation directly applied to heritage (especially in its rehabilitation and conservation), which is transferable to other productive sectors; on the other, from new organizational or governance models, new methodologies of mediation or socialization, etc.; and, of course, from the generation of contexts for the development of other creative sectors within the so-called Orange Economy, of which cultural heritage is a part. Let’s take Valencia (Spain) as an example, a city with about 800,000 inhabitants that in 2017 had around 1,870 companies in the socalled Creative Economy, with 20,700 employed (5.6% of the total employment of the city) and a turnover of 2.16 billion US dollars (Boix, Rausell, Calderón, Tubillejas, 2019).

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• As an attraction factor, cultural heritage facilitates the generation of unique stories from distinctive elements of identity, which help to position the destination from a communications perspective and to reinforce the destination’s brand for tourists and for local and foreign investors. The key is doing this in a way that anchors the local population and improves their living conditions.

KEY IDEA Cultural heritage can generate elements of unique identity that help position a place in its development strategy and in its process of competition and cooperation between cities.

Its implicit cultural value is also a nutrient for innovation, a factor of attraction, and a source of direct and indirect economic activity.

2. Heritage in creative development strategies The Living Heritage program, developed by the IDB with the Government of Spain, seeks, from its multisectoral nature, to strengthen the capacities of cities in Latin America and the Caribbean (LAC) to promote conservation and value enhancement of urban heritage as a catalyst for environmental and social economic progress, and as a means of strengthening cultural identity and sustainable urban development.

In this report we will address the productive aspects of urban heritage from a cross-sectoral perspective of diverse policies that promote inclusive development. Although development and growth are not synonymous concepts, we welcome here the idea of Thangavel Palanivel (2015), current deputy director of the United Nations Development Program (UNDP), that “economic growth is not only the expansion of national economies, but it also ensures that it reaches the most vulnerable people”. For the Sustainable Development Goals Fund (SDGF), “equal opportunities and everyone’s participation in growth are the real foundations of inclusive growth”.

Culture, and specifically cultural heritage, can contribute to this inclusive growth in a decisive way, not only as an area of activity but also as a field of value and meaning generation. The relationship between economy and culture goes beyond direct and indirect impact in terms of GDP or job creation; there are other dimensions of this relationship, and perhaps most importantly it has to do with culture as a breeding ground for generating innovative attitudes and values, but also with this new reality in which culture and the arts are presented to us as a new means of incorporating value into very diverse social and economic activities (Gómez de la Iglesia, 2011). If culture creates, reinforces, and modifies values, cultural activity is central to the generation of a new model of economic and local development.

This development must be guided by the logic of sustainability, managing to incorporate, as John Hawkes (2001) pointed out, cultural policies alongside economic, social, and environmental policies.

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The purpose of this report is therefore to delve into the potential of productive and inclusive heritage in local development, from various perspectives: • From the framework of international agreements and guidelines affecting heritage and/or development, particularly on the Global Agenda 2030, the New Urban Agenda, the Ibero-American Charter of Culture of the Organization of Ibero-American States (OEI), and Agenda 21 of culture of United Cities and Local Governments (UCLG).

• From the opportunities offered by the rise of the Creative Economy in LAC, both for the consideration of cultural heritage as a central element of the cultural and creative ecosystem, and for the potential that other cultural and creative subsectors have of generating economic activity around cultural heritage throughout the entire value chain.

• From the trends towards a New Economy (NESI and Kaleidos.red, 2019): circular, collaborative, for the common good, open, social and supportive, conscious, creative, etc.

• From the capacity that urban heritage, including historic centers and other spaces of opportunity, has to generate attractive environments for economic activity and innovation. Also, its potential for digitalization processes.

• From the new demands of citizen participation, inclusion beyond access, and enforceable transparency in governance.

We will avoid going too deep into addressing the role that tourism plays, and can play, in the revaluation of cultural heritage since the IDB’s Living Heritage program already has a specific report on that topic.

In establishing a framework for reflection to help us develop strategies for cultural heritage from a productive and inclusive perspective, we have chosen to structure them around the following four ideas:

PRODUCTIVE AND INCLUSIVE HERITAGE IN THE CITY

1. THE CITY IS A CULTURAL PRODUCT

2. HYBRIDIZATION OF POLICIES AND PRODUCTIVE BOOST

3. CREATIVE DEVELOPMENT STRATEGIES IN THE CITY

4. PARTICIPATION AND DIVERSITY OF ACTORS

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1. The city is a cultural product Surely the city is the most genuine cultural product.

It is the fruit of the mix over time of residential uses, commerce, meeting and interaction places, spaces and cultural expressions. And when the mix is balanced, a city has life. And heritage management cannot ignore any of these components if it wants an inclusive and sustainably productive city (which in turn reinforces inclusion).

That’s why cultural heritage can not only have a cultural use. Regardless of its orientation, it is already cultural, and it is a common good (regardless of who owns it). Promoting a mix of urban uses that guarantees citizen vitality is critical to the preservation of heritage and the urban areas where it is located. There is nothing more complex than to recover the urban continuum once it has already been broken.

A city with heritage is not necessarily a creative city. Not all creative cities are innovative cities. And management of isolated heritage assets does not imply a heritage policy. Just like with a secluded cultural space, with no commerce and no residents, there is no city.

It is increasingly important to consider not only the what and the why, but also the how, of heritage and development plans. The incorporation of open and collaborative innovation methodologies, which make it possible to bring together a diversity of views and approaches, seems to present itself as a crucial element.

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To develop a mature market around heritage, with autonomous organizations not highly dependent on long-term public funds, it is vital to promote the generation of economic activity in all stages of the value chain (Antón and Gómez de la Iglesia, 2019) from protection, conservation, and restoration; documentation and archiving, educating and training; experimentation, research, and R&D&i; funding; administration and management; prototyping; outreach and programming; promotion and communication; and dissemination, socialization, and participation.

KEY IDEA Cultural heritage management should be done within the framework of a cultural city strategy. If we understand this as a cultural product resulting from the balanced mix of uses, we will understand that cultural policy must really go through the whole of municipal politics. Cultural policy, therefore, is not entertainment politics. It is the policy responsible for creating conditions of conscious and critical expression in personal and collective construction, for providing distinctive identity, cohesion and meaning to a community. In this respect, intangible heritage is crucial and must permeate the tangible heritage (historical, artistic, industrial), which should, beyond its cultural uses, be active, accessible, and involved in the local economic fabric.

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2. Hybridization of policies and productive promotion of cultural heritage

CULTURAL HERITAGE POLICITES

POLICIES FOR ECONOMIC, CREATIVE PROMOTION AND INNOVATION

LOCAL POLICIES: SOCIAL, GENDER, YOUTH, ELDERLY, HOUSING, EDUCATION...

URBAN PLANNING AND LAND MANAGEMENT POLICIES

TOURISM PROMOTION AND CITY MARKETING POLICIES

The development of the city must go through a new concept of local economic policy. This assumes the whole of the territory as a more relational framework among its various actors than strictly physical, in which the life of a community with growth potential takes place. It is based on a network concept and is the result of the interrelationship of four fundamental policy types (Gomez of the Church, 2013):

• Cultural policies, traditionally linked to the promotion of creation, cultural dissemination, and the protection and sharing of cultural heritage; increasingly linked to the development of cultural industries.

• Economic promotion policies for the city and specifically for creative sectors (often confused with entrepreneurship policies); local economic development policies, oriented to territorial development through the generation of enterprises and economic activity in general, the promotion of employment or the promotion of innovation and competitiveness.

• Tourism promotion policies oriented to the recruitment of visitors to the region in multiple ways. Urban tourism, linked to nature and gastronomy, together with cultural tourism, have noticeable development in our environments.

These policies often appear combined with

city marketing and external projection policies, linking values, products, activities, and spaces to a city or regional brand. This image enhancement is intended to influence the ability to attract investments, large events, highly qualified residents, etc.

• Urban and regional planning policies, linked to the design, not only spatial, of the territory; to internal and external mobility and connectivity; to liveability or sustainability. Urban planning processes (increasingly participatory) are essential when designing and facilitating the development of creative activities in an isolated or concentrated, centralized or dispersed way.

Policies, therefore, are informed with other local policies (e.g., gender, youth, housing) that affect the urban setting and the uses of heritage. It is a matter of balance. It is necessary to be clear about the objectives and main scope of each policy, clarifying when some actions contribute to others or when they limit their effectiveness, and in which points of intersection exist niches with growth potential.

The emphasis of each disciplinary action should be accounted for, but without forgetting that the overall scope is the citizenry and those that inhabit the city, a cultural space in which we can act from culturally based perspectives and methodologies.

And with local leadership and drive, we can face common and local challenges, so the city does not just simply function, but is part of a network of cities where there are more opportunities (Puig, 2009).

KEY IDEA Public space is a space for citizenship.

Its quality requires complex responses from urbanism and architecture, cultural management, tourism management, economic promotion, social policies and city marketing, among others. Combining policies, putting citizens at the center and using new methodologies of open innovation, is a fundamental starting point for sustainable and inclusive development. Cross-sectorality and multi-level collaboration between diverse public entities and with the private sector is necessary for sustainable development of and based on cultural values.

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3. Heritage and creative development strategies in the city

•

Creative Class. The second is linked to attracting creative classes, in line with the approach of Richard Florida (2002) that requires an environment of advanced services and technology, talent, and tolerance. Often this strategy is related to generation of neighborhoods or districts seeking a high density of knowledge, technology, and/or creativity, incentivizing hotspots that have pull capacity over the rest of the city. But there is often a risk of underestimating local talent, looking abroad for what is not seen inside, or denying local developmental actors access to opportunities that are provided to foreign organizations and professionals. This situation is familiar even in the attraction of investors to potential non-cultural uses for real cultural heritage.

•

Creative Crash. The third relates to the development of “genius loci” and “the hummingbird strategy” (Morace, 2009), promoting a high density of local creative initiatives, well connected to each other and with the world, concerned about the social impact of their work, and the generation of a collective debate. This is a cross-pollination strategy, based on local capacities, for the generation of collective construction processes to strengthen individualities; combine resources, including heritage, of different dimensions and tenures; and to construct shared meanings and stories.

This strategy also entails overcoming the limited conception of the Creative Economy in the Cultural and Creative Industries (CCI) to address the potential of the latter as creative catalysts in other sectors of activity: manufacturing industry, health sector, education, trade, etc.

The traditional factors that drove development until the end of the twentieth century remain a necessary but insufficient condition in a post-industrial society for a lasting and stable development. The distinctive elements of a region, when faced with a leadership role in the new networks of cities, are uniquely determined by four factors (Farto, 2001): creativity, sustainability, flexibility, and spirit of risk.

Intangibles are molded by other intangibles: trust, diversity, participation, proximity, openness, and distributed leadership.

We understand that a city wants to position itself as creative with three distinct, and often irregularly mixed, strategies (Gómez de la Iglesia, 2013):

CREATIVE CLAD

•

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CREATIVE CLASS

CREATIVE CRASH

Creative Clad. The first is linked to the great demonstrations of creativity that may influence the awakening of creative capacities of citizens, but above all, show off the city to the outside world. These cases are often linked to what has been called “miraculous architecture” (Moix, 2010), usually linked to heritage (on the continent and/or in content): museums, libraries, auditoriums, etc. This strategy sometimes revolves around great events that end up being hallmarks of their regions and that in some cases manage to preserve intangible heritage; revitalize tangible heritage, historical centers, and diverse urban spaces (especially declining industrial areas); ingrain themselves among the population and visitors; as well as serve as drivers of the local creative sectors. At other times it focuses on achieving international recognitions such as World Heritage, Capital of Culture, or Creative City, among others.

KEY IDEA It is the creative shock strategy that makes a city not only look creative, but really be creative. Blending it with iconic interventions and those that attract talent serves to prop up and project more organic, deep-rooted cross-pollination strategies for stakeholders, resources, and disciplines. Combining topdown and bottom-up strategies with a broad view of the Creative Economy, speaks to creative sectors and how to make other sectors of activity more productive, creative, and innovative.

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4. Participation and diversity of actors for a productive and inclusive heritage The definition of what we mean by cultural heritage is not without local, economic, political, and, of course cultural, conditioning. We must be aware of the different sensitivities to their identification as a common good (regardless of ownership) or to their collective significance, as well as to the fact that “heritage is no longer defined solely and principally from above, nor exclusively from the experts, but through cooperation and negotiation among a plurality of actors” (Ariño, 2019).

In this lies a crucial first element: the necessary public awareness (both inside and outside city administrations) about the social and economic value of heritage and the essential active listening to citizens and a variety of social actors (not just experts). Something considered heritage today does not imply that that perception is permanent or unalterable.

The city is a result of the relationships and interactions between its citizens. That’s why we’re rethinking it as the place to maximize the possibilities of relationships and exchanges between different people (Gomez of the Church, 2001), which promotes the rise of emerging phenomena that can lead to innovation (Sennett, 2012). And this is important not only in the definition of heritage, its primary uses, or in its accessibility (culture as right); but in leveraging collective intelligence for revealing hidden productive opportunities to the eyes of the political and technical decision-makers. On the one hand, there is the full potential of development of all the stages of the heritage value chain. On the

other, there is the full potential of linking heritage (tangible, intangible, cultural-natural, etc.) with the world of arts, applied arts and creative trades, cultural and creative industries stricto sensu, or related services and auxiliary cultural industries.

These creative sectors have not only a thematic/ functional link with heritage, but also a symbolic and emotional/experiential one, which makes them good advocates for a use of heritage that reinforce its significance. These sectors also work with certain values and expressions similar to the principles of the New Economy.

We must also promote dialogue with other economic sectors that can be linked to heritage from different perspectives: as patrons or sponsors of programs or actions on/from cultural heritage; as transfer agents (in both directions) of hard and soft technologies; as users/business public of heritage offerings; as investors in commercially exploitable heritage spaces; as auxiliary service operators; etc.

KEY IDEA We must identify individual talents and collective intelligence as well as the main social challenges; work with citizens to develop the heritage story and possible responses to its challenges from the cultural and productive areas; build from existing resources, identifying the barriers, limits, and fears of local actors; strengthen development processes with external capacities if necessary, but facilitate the transfer of knowledge, methodologies, and technologies to the local fabric; encourage the encounter and relationship between different groups, encouraging shared projects and helping them open up to the outside.

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3. Innovative responses Below we describe five illustrative cases from different cities and perspectives, all focused on productive and inclusive heritage: Matera (Italy), Nantes (France), Santa Fe (Argentina), Cochabamba (Bolivia), and Belo Horizonte (Brazil).

More recently, and after several years of intense cooperation between citizens, local and regional institutions, and the private sector, Matera was designated by the European Union as a 2019 European Capital of Culture. Under the slogan “Open Future”, the focus on this Capital is on the notion of “cultural citizenship” and the idea that art, culture, and creative expression are an essential part of everyday life, removing barriers to culture, especially through new technologies and learning.

The idea of inclusion is permanent and progressive, establishing the means to participation and codesign. To this end, it is important to strengthen the capacities of the cultural and creative sector and to train public administration staff in new and more open ways of working.

A cross-cutting idea in the Matera-Basilicata 2019 program is the recognition of the richness of the local heritage and its reinterpretation in the light of contemporary challenges. From a dynamic viewpoint, it has placed a special emphasis on connecting heritage with education and the community, putting the concept of heritage at the center of a new vision for a desirable future.

MATERA (ITALY) Matera is a small Italian town in the Basilicata region of southern Italy. It has a population of just over 60,000 inhabitants while the region has close to 600,000. It has an important tangible and intangible cultural heritage. It is widely recognized for the houses excavated in the rocks (Sassi) that have been inhabited since the Paleolithic era and extend along the foothills of the mountain where the historic center of the city is located. In the 1950s there were still 15,000 people there living in precarious conditions. At that time, Matera came to be considered a “national shame”.

In 1952, a national law was decreed for the eviction of all inhabitants of the Sassi and their relocation to newly built neighborhoods. In1968, a new law promoted rehabilitation of what had become Italy’s largest abandoned urban center. But the big change came in 1993 when UNESCO named the Sassi and the group of Matera rock churches a World Heritage Site.

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The Capitals of Culture program is based on two key projects: l’Istituto Demo-Etno-Antropologico (I-DEA) and the Open Design School (ODS).

The I-DEA Institute aims to be a digital metaarchive, oriented to debate and exploring the potential of archives as a source of inspiration for contemporary creativity. It acts as a central node, constituting a standardized system of accessible digital archiving and consultation. It also promotes the mapping of the region’s oral memory and documents the richness of tangible and intangible heritage.

The Open Design School aims to place Matera at the forefront of innovation in design and new craftsmanship. It is allowing the city to cultivate a new generation of designers. It aims to become a permanent incubator of new ideas and skills in the fields of art, design, and technology, and become an exponential development factor for innovation and job creation. Matera wants to position itself as a benchmark of open culture and the sharing economy.

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Matera explores a cultural strategy based on the potential of what already exists while minimizing the impact in terms of new and large projects. The new infrastructure envisaged is based on recycling, reduction, and reuse ethics; flexibility; social relevance; and equitable distribution between the center and the periphery. A special focus is placed on digital technology applied to heritage assets and cultural and creative activities.

The Capitals of Culture program is aligned with the Matera 2020 Strategic Plan and there is also a strategic framework agreement with the region.

In fact, the Matera 2019 program has funding from the municipal, regional, and national government and private sector. It also has support, in different aspects, from Potenza (the regional capital) and 131 municipalities of the region. In 2014 a Foundation was created with the different actors involved to ensure the remaining 70% of the total projected budget, which is 52 million euros.

In terms of results, the first one has been the creation of a climate of trust towards culture, understanding the potential of change, seeing the real possibilities of growth, and being more open and competitive. In the medium term, the Capitals of Culture program should ensure that people take care of their common heritage and their own city. In the long-term, it is necessary to develop formal relationships between the administration, community, and citizenry for the care and regeneration of urban heritage and common goods, in harmony with the concept of community heritage proposed in the Archaeological Convention. There is also a desire to create an integrated system for agents and to demonstrate an immediate return to the city’s heritage and commercial complex.

An increase in tourism from 200,000 to 600,000 visitors per year, with 50% from outside Italy, and an increase of 30% in the length of the average stay, are expected.

The proposed “soft” infrastructure, activities in the field of open design, culture based social innovation, and innovation in technologies applied to heritage, will involve 5,000 people between 2015 and 2020 who will give birth to 25 new economic organizations. In the few years leading up to the Capital of Culture designation, there has already been a slight increase in information and communication services; financial, insurance, and real estate services; tourism-related companies; artistic and entertainment activities; as well as cultural activities linked to heritage. In addition, the municipal public budget dedicated to culture, independent of the Capital program, has increased in recent years to 3%.

The Matera 2020 Strategic Plan wants to lay the groundwork for a new economic, social, and cultural positioning. To this end, it reaffirms the importance of cultural policies – focused on the Cultural and Creative Industries – developed with professional criteria and public-private agreements.

KEY IDEA Matera emerges from its legacy, from its rich cultural heritage, from its collective intelligence and its local capabilities, to approach a renaissance of the city; and build a new future from a contemporary understanding based on the arts, culture and creativity, with citizen involvement and cooperation between various actors, public and private, and at very different levels.

Note. This case has used the following sources: Note. This case has used the following sources: •

Baltà Portolés, J. (2018). Patrimonio Cultural y Ciudades Sostenibles. Temas clave y ejemplos de ciudades europeas, Informes de la Comisión de cultura de CGLU, no7.

•

Buj, Anna (2019). La pequeña Matera, de la miseria al cielo europeo, La Vanguardia.

•

Felicetti, Michela (2016). Cultural Innovation and Local development: Matera as a Cultural District, Procedia, Social and behavioral Sciences.

•

Medina, Pedro, (2019). Matera, Capital Europea de la Cultura en 2019, Artecontexto.

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VV.AA. (2014). Matera città candidata capitale europea della cultura 2019. Dossier de Candidatura.

•

VV.AA. (2014). Selection of the European Capital of Culture in 2019 in Italy. The Selection Panel’s Final Report, Creative Europe, European Union.

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UNESCO website.

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The development of the island maintains a holistic vision around four pillars: Cultural and Creative Industries, sustainability, social diversity, and promotion of education.

The idea of creating a cluster (Creative Factory) within the urban development agency of the Island of Nantes had few precedents (Hamburg) but proved to be an effective solution. If the urban planners were busy renovating abandoned industrial spaces (such as industrial archaeological heritage), the cluster could outfit them with creative economic activities.

The citizens opted for the enhancement of the existing heritage as a symbol of the city’s workingclass identity. Still, the debate on the authenticity of the values transmitted through the heritage continues among the citizens.

NANTES (FRANCE) Nantes, a city located in northwestern France, is the capital of the Department of Loira Atlántico and the Loira Countries Region. It has a population of about 315,000 inhabitants, being the center of a metropolitan area that exceeds 600,000.

Since the early 1990s, local policy makers have been pioneers in the use of culture (and later creative industries) as an engine of change and territorial development, with clear and ambitious political leadership.

In the middle of the Loire River the city has a small island, the Island of Nantes, where the shipyards that built ships until 1987 had been located. The Festival “Les Allumés” in 1991 was the first time that local residents discovered this place as an additional space for the city and not just as the image of the economic depression caused by the closure of the “Chantieres de L’Atlantique”. That was a turning point since, from then on, the local political power continued to depend on the public in the redefinition of the urban regeneration project.

Finally, in a city that until then had been mostly industrial, there was the possibility of defining an economic policy through the cultural and tourist use of these abandoned industrial spaces, which would give a new meaning to that place and to the whole city.

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The Island of Nantes project, as an engine of transformation for the whole city, was structured in two phases: • Phase I (2000-2010) was designed to create a vision that responds to future urban dynamics.

Public spaces were redeveloped with a focus on sustainability and social inclusion, and connectivity to the historic city center, and creative projects were promoted.

• Phase II (2010-2030) focuses on further developing the results of Phase I, with an emphasis on sustainability (economic and environmental), on developing projects for new creative and ecological districts, building new transport networks with a sustainable mobility approach, and recovering old railway spaces.

The “Voyage à Nantes” is the cultural instrument defined for the coordinated management of heritage and tourist sites throughout the city. It manages, with municipal funding, those properties with a cultural or touristic use, along with their programming. This includes cultural facilities such as the “Lieu Unique”, a popular event and cultural space in the city. Private actors can also use the “Nefs” industrial warehouse lands, a former industrial space for shipbuilding on the island that is also managed by the Voyage à Nantes. It hosts the creative company “Les Machines de l’île”, which has turned its mechanical beasts into an element of local identity. But the most striking action of

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“Voyage à Nantes” is an annual Summer urban art festival that brings together many contemporary artistic interventions throughout the urban and historic center and on the Island of Nantes. A line of color generates a tour that links historical heritage, public spaces, shops, official centers, and other creative proposals through works of artists/ creators, some of which fill the public space with artistic heritage.

In 2003, SAMOA was created, a public agency in charge of the redevelopment of the Island of Nantes. It also manages the Quartier de la Création cluster located on the island. It is a center for new creative productions that arise from the relationship between artists, researchers, entrepreneurs, and students. It goes beyond entrepreneurship and also has a strong civic component. A core group of creative talents along with local actors define the current challenges and future uses of those areas, and how they should be addressed and implemented. This open and social innovation experiment helps generate value, a sense of belonging, and social cohesion between old and new residents and creative professionals.

The relationship between public and private authorities is materialized and defined in the public tender documents, with specific conditions on environmental and social criteria, in order to promote implementation of services in the plots adjacent to cultural and heritage facilities.

As different projects have been developed, Nantes’ creative ecosystem has been growing. The Island of Nantes is now similar, in many respects, to a triple-helix cluster, creating synergies between stakeholders: in addition to SAMOA, there are support structures for CCIs, universities, and public administration.

Nantes has been one of the first cities awarded by the national platform “French Tech” for the promotion of digital solutions in all areas, which in this case is through “Cantine Numérique”, a development agency for digital SMEs. This business accelerator program is also located on the Island of Nantes and works closely with the agency for the development of cultural and creative industries.

The island is already home to more than 1,000 creative jobs. Looking to 2035, it is expected that the Island of Nantes will have more than 30,000 jobs; 10,000 students; and 30,000 inhabitants. All of this has also had an impact on the tourism sector as the city has increased its appeal. In 2014 the island received 540,000 visitors compared to only 140,000 in 2006.

KEY IDEA Nantes has been able to combine diverse strategies from promoting cross-pollination, valuing its resources, combining them intelligently, promoting the local creative fabric, actively listening to citizens, revaluing both industrial and historical heritage using the powerful tools of arts and culture in combination with research, enterprise, and education. It has generated creative icons from its endogenous abilities and has attracted creative classes by revaluing its own. It has generated a shared urbanism, or what they have defined as a temperate urbanism, avoiding the “tabla rasa” that has characterized other cities.

Note. This case is based on information provided by Boris Meggiorin and the following sources: •

Carbajo, Juan Antonio (2019). Doce kilómetros de arte en Nantes, El Viajero-El País.

•

Charles, Jean Luc (2018). Isla de Nantes, proyecto cultural urbano, Revista CCK_Ciudades Creativas Kreanta.

•

Fernández, Beatriz (2017). Nantes: regeneración del territorio industrial y planificación flexible, Revista AUS.

•

SAMOA (2016). From a wasteland to a triple-helix creative cluster at the heart of Nantes, Culture for Cities and Regions.

•

Velázquez, Isabela and Verdaguer, Carlos (2011). Regeneración urbana integral. Tres experiencias europeas innovadoras: Île de Nantes, Coin Street y Barrio de la Mina, SEPES Entidad Estatal de Suelo

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they defined a Resilience Strategy from a holistic and inclusive approach to sectoral problems, that it is based on these 4 main pillars: Embrace change (a Santa Fe that looks to the future and works on a metropolitan scale), Connect opportunities (a city that grows fairly and guarantees access to basic services), Encourage citizen engagement (cultivating a sense of belonging, social cohesion, and the right to the city), and Know to innovate (a city that manages knowledge and leverages new technologies for local development).

To these 4 pillars, another key element from the heritage perspective should be added: the significance of Santa Fe in the collective memory of the country, since it was the first urbanized city of the La Plata River and, in 1853, the cradle of the National Constitution.

SANTA FE (ARGENTINA) The city of Santa Fe was founded in 1573 in an enclave of river crossings that caused continuous flooding, which forced the citizens to leave the “old city� and move south. In 1949 the ruins of the ancient city were found, and in 1957 they were declared a National Historic Monument. It is one of South America’s most important architectural and archaeological heritage sites, being the only 16th-century Hispanic city discovered in its purest form and without later constructions. Today, the current city has around 420,000 inhabitants and is the capital of Gran Santa Fe (over 600,000 inhabitants) and its metropolitan area, which has about one million inhabitants.

The new Santa Fe site did not prevent further catastrophes over time, which meant that disaster risk reduction was an important policy in its development plan. Also faced with the usual problems of cities around the world, they have taken them as challenges that require new paradigms to think about urban management and local governance, aligned with the SDGs, the Sendai Framework, the Paris Agreement, and the New Urban Agenda.

Based on the questions of what Santa Fe will look like in 20 or 50 years and how to achieve an inclusive, integrated, connected, and thriving city,

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One of the objectives of Pillar 3 (Encourage Citizen Engagement) is to promote entrepreneurial culture, promoting economic development linked to innovation, design, and communications. It also aims to increase the number of start-ups in the social economy. It considers that the city has the potential to develop tourism, gastronomic, technological, and creative ventures (including those related to heritage). In 2016 the social economy began to develop, among others, the Design Hub, which works with the Universidad Nacional del Litoral and the Provincial Government and hopes to be a reference for other cities. The Hub, among other things, works on a project to install new companies related to innovation and communication technologies and to different disciplines related to creativity: cultural tourism, gastronomy, design and music markets, etc., for the purpose of training, co-producing, marketing, and building partnerships. The strategy is to identify the different actors in the ecosystem of the cultural and creative economy, in combination with its extensive networks of heritage facilities and cultural participation, to generate more job and business development opportunities. Also located in Santa Fe is the Littoral Technology Park, created to achieve suitable spaces where technological-based startups can grow. A current challenge is how to transfer technologies to the cultural and creative sectors and at the same time link them in the generation of an innovation ecosystem in the city.

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Pillar 4 (Know to innovate) seeks to have teams trained to generate strategic knowledge and optimize the management of the city, so that in the year 2020 the practices of co-creation of knowledge and expert consultations are a requirement for the design of strategic public policies in the city. Here too, the ways of thinking and making cultural and creative sectors are fundamental as methodological and conceptual inputs.

The City of Santa Fe has a Secretariat dedicated to cultural issues that carries out cross-sectoral and permanent work in various programs in other areas of the municipal government. The budget for cultural policies ranges from 2.5% to 3% of the budget (the average in the Argentine provinces is 0.4%). Work is being done to direct some of this budget to reflection, systematization, analysis and research on cultural issues that promote innovation. In fact, in the city there are spaces dedicated to the creation, training, and production of artistic-cultural activities such as the “Expresiva” incubator of culturally based projects. This incubator works on the reappreciation of cultural diversity and regional identity, the visualization and enhancement of the promotion of the creative economy, and on cultural endeavors as valuable alternatives to sustainable local development. This innovative space gives creative entrepreneurs access to training, technical support, and advice.

In 2018, under the activities of the Agenda 21 of culture Pilot Cities program promoted by the UCLG, a policy self-assessment exercise was carried out in the City of Santa Fe. Of the 9 elements analyzed, it was precisely that of Heritage, Diversity, and Creativity, which obtained the highest score: 75 points (the overall average was 50.21 points).

The City of Santa Fe is a node of the Creative Cities Network defined by the Government of the Nation as a tool to strengthen creative municipal ecosystems through the sectoral promotion of creative industries and collaborative work between cities. In Argentina, the creative economy employs more than 500,000 people, representing 3.2% of local employment.

The City of Santa Fe is also considered an educational hub of the region as it has a significant university population, numerous tertiary institutes, and professional entities. This generates a cultural ecosystem like few in the country. Currently 62% of its inhabitants have completed secondary education.

Finally, within the Santa Fe 2020 Development Plan is the Strategic Tourism Plan, with a long list of objectives linked to the productive use of tangible and intangible heritage and, in general, to promoting the Creative Economy.

KEY IDEA Santa Fe has made cultural policy and creative promotion a cross-cutting policy, appropriately entwined in the city strategy. It considers its tangible and intangible cultural heritage, loaded with identity symbolism, as a fundamental area for the development not only of economic activity itself but as a field of opportunities for growth in other creative and cultural sectors, as well as tourism. Santa Fe’s position as a resilient city (very linked with its historical and identity imaginary) is intimately entwined with that of a creative city.

Note. This case is based on the following sources: •

Creative City, El Litoral.

•

Document “Santa Fe Resiliente. Estrategia.”

•

Document and Catalogue “Expresiva. Incubadora de emprendimientos culturales de Santa Fe”.

•

Report “Santa Fe: Análisis de la Autoevaluación de Cultura 21: Acciones”, Culture commission UCLG.

•

Report of Coyuntura Cultural from the Argentina Ministry of Culture.

•

Cultural Indicators of the Province of Santa Fe. Cultural Information System of Argentina. Ministry of Culture. Presidency of the Nation.

•

Websites of the City of Santa Fe and Santa Fe Turismo.

•

Website of the Network of Creative Cities of Argentina.

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COCHABAMBA (BOLIVIA) Cochabamba was founded in 1571 and has just over 600,000 inhabitants. It is the capital of the department of the same name (with about 2,000,000 inhabitants) and is located in the heart of Bolivia.

Cochabamba is a clear byproduct of the symbiosis of different ethnic and cultural origins over the centuries.

The historic center and the heritage areas and spaces of the Cercado Province in Cochabamba show the reality of a consolidated physical structure in streets, buildings, and activities that give it a singular identity.

The municipality works in the conservation, protection, and preservation of the historic center and heritage areas with historical, architectural, or cultural value to ensure its continuity in time and space. It does this coupled with urban planning and environmental management policies more than with just cultural policies, which represents almost 4% of the annual executed budget. In its Mission statement, the Municipal Autonomous Government of Cochabamba speaks of a municipality with comprehensive, transparent, socially engaged human development, which preserves cultural heritage and promotes behavior respectful of nature.

In 2017, UNESCO named Cochabamba a member of the Creative Cities Network, which was created in 2004 “to put innovation and creativity at the heart of new urban strategies”, and with the aim of “achieving more inclusive sustainable development.” The designation integrates Cochabamba for its gastronomy, reflection of the cultural mix, and uniqueness. A study by the IDB revealed the gastronomic potential of the area, and Cochabamba challenged itself to improve all the stages of the culinary industry chain to achieve its consolidation and to be part of the region’s development. Gastronomy is part of the intangible heritage of the city that forms a creative sector that reinforces and is reinforced by other creative sectors. Proof of this are the Gastronomic Creativity and Design meetings organized together with the Latin American Network Food Design.

The tourist flow in 2008 was 165,000 visitors, while in 2018 it reached 260,000, generating more than 7,000 direct jobs.

The integration of Cochabamba into the Creative Cities Network prompted the Urban Interventions

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Program (PIU, for its acronym in Spanish), an initiative of the National Government and the Ministry of Development Planning. Its objective is to enhance the Orange Economy through infrastructure and economic incentives in cultural and creative industries, social and technological innovation, and sports. It aims to raise the quality of talent performance and creativity of the Bolivian population, in order to improve standards for international competitiveness. The PIU has decided to support the recovery of heritage spaces for social and cultural use in Cochabamba, through a scheme of cultural tactical urbanism.

But in the city, the Autonomous Departmental Government of Cochabamba also has special weight, with its Secretariat for Integral Human Development that includes a Department of Equal Opportunities and a Department of Cultures and Interculturality and Decolonization. It has a departmental plan with a specific section aimed at tangible and intangible heritage – a heritage that is strongly linked with indigenous communities, post-colonization processes, and interculturality, and embodies itself in a set of assets of special interest.

An indisputable reference of Cochabamba’s culture is mARTadero, a clear example of the recovery of industrial heritage through arts and culture. It is a unique space in Bolivia and a reference space in Latin America (recognized as good practice by the OAS). Located in the former premises of the city’s slaughterhouse (matadero in Spanish), the artists of Cochabamba decided that this abandoned place of 2,900 square meters could be the ideal place to present their work. They created the Partnership Hub for the Development of the Arts (Asociación NADA) and together with the City Council established the place.

Since 2002, Cochabamba had proposed to promote contemporary art, with the goal of inducing a conceptual renewal that would jump-start processes of artistic transformation that some movements had begun to propose years earlier in the city.

Through the important and progressive recovery of an architecturally degraded space, it has become one of the most important art incubators in Bolivia. It is defined as a space for social development through art and culture; through these it seeks to produce social change focused on responsible impact through artistic-cultural mechanisms, with a vocation for prototyping, and as a hotbed of creativity and producer of environmental

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improvements. It is a place conceived as an incubator of creative processes, whose fruits benefit the whole community through a substantial contribution to the human and socio-economic development of the population.

It bases its strategy on three fundamental pillars: space (ceded by the municipality in concession for 30 years to NADA), cultural management, and principles. The space is suited to the logic and needs of emerging arts; cultural management, which emphasizes the autonomy of management and its nature focused on obtaining clear and relevant results for society, and where it is committed to the connection, networks, and urgency of agreements in favor of a culture of the future; and its principles, upon which mARTadero is supported, and which are innovation, research, experimentation, conceptual and formal rigor, inclusion, exchange, and interculturality.

Located in Villa Coronilla, a place considered peripheral but close to the city center, it has managed to involve the population in the proposal and generation of new ideas, strategies, and projects.

While the model of self-management is valid, going forward, mARTadero wants to promote a number of key aspects to improve its viability, among which we highlight for the purposes of this report: - Generate multidisciplinary experiences, with varied participation.

- Provide in a concrete and viable way the Cultural Enterprises Incubator, with the CCI’s incubator model, establishing its own strategic plan.

- Empower the artist as manager and entrepreneur of his project. Boost funds to support production and management.

- Position networks as a logic of constructive social connectivity.

- Promote and strengthen creative industries first, and then cultural industries, because of their importance in the sector of economies more based on knowledge and the transmission of identity values.

- Establish working formulas involving external characters, from academia and the artistic world.

- Establish prioritized lines of work, such as Art and Culture of Peace, Living and Dynamic Heritage, Creative Inclusion, Technological Accessibility, etc.

- Preservation of the “cultural ecology” of the space, managing identity from the most positive and contextualized proposition.

KEY IDEA Cochabamba has an important tangible (historical and industrial) and intangible heritage (especially linked to ancestral cultures and gastronomy). But it is experiencing a process of dissociation from activities that are not taking sufficient advantage of the synergies and complementarities possible from cross-sectorality and the intersection of public policies: municipal policy is focused on gastronomy, its tourist orientation, and the iconic potential of being a UNESCO Creative City; the Department focuses on cultural heritage especially from citizens’ rights; the National Government focuses on the recovery of spaces; and the experience of mARTadero, an international reference in self-management and new trends, generates constant activity in the creative economy. The potential for the productive development of heritage is therefore still very high.

Note. This case is based on the following documents: •

Ferrufino, Rubén (2014). Lineamientos Para La Estrategia Productiva De Cochabamba, Federación de entidades empresariales privadas de Cochabamba.

•

García Barros, Fernando José (2009). Proyecto mARTadero: un espacio ejemplar de gestión cultural. mARTadero.

•

Departmental Government of Cochabamba (2015). Plan departamental de desarrollo humano integral de Cochabamba.

•

Government of the City of Cochabamba (2019). Rendición Pública de Cuentas. Final 2018.

•

UNESCO Creative Cities Website.

•

Website of the Government of the City of Cochabamba.

•

Website of the Departmental Government of Cochabamba.

•

Website Intervenciones Urbanas

•

mARTadero website.

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BELO HORIZONTE (BRAZIL) Belo Horizonte (with just over 2.5 million inhabitants) was founded in the 19th century and is the capital of the State of Minas Gerais (21 million inhabitants) and the main municipality of the metropolitan region of Belo Horizonte (5 million inhabitants). It has been considered by the UN as the city with the best quality of life in Latin America.

But it wasn’t always like that. In the 1960s, the city experienced disorderly and uneven growth, which exacerbated social differences and increased demand for public services. In the quest to reduce this social inequality and promote a better distribution of such services, Belo Horizonte took as its basis the Constitution approved in the 1980s, marking the beginning of several public policies in the field of artistic and cultural education throughout the country. So, in 1989 the Department of Culture was created to guide the cultural policies of the city, developing a set of democratic public policies in which citizen participation was involved.

Belo Horizonte has been recognized for its participatory budget (developed since 1993) and for the development of a cultural policy based on the values of culture, popular tradition, and artistic experimentation in theatre, music, dance, and audiovisual production.

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In 2005, the Department of Culture became the Municipal Culture Foundation, which allowed it to expand its areas of action, managing municipal policies with citizen participation but also with public and private partners. This spurred an idea of culture as the blending between inherited tradition and innovation, which is present in 16 cultural centers, 33 “BH Citizenship” centers (one of the main social inclusion programs in the city), as well as in an extensive network of partner organizations. The fact that Belo Horizonte has invested in infrastructure has led not only to continuous programming, but also to the promotion of cultural diversity, since they enable the planning of activities in the main public projects and programs in these spaces. Therefore, when speaking about public policy planning and regionalization of cultural facilities in Brazilian cities, one thinks about decentralizing culture. An example of this is the program “Arena da Cultura” that accounts for 40% of the city’s budget in the cultural area. It aims to facilitate access for the population to cultural goods and services and promoted the construction of 12 of the 16 cultural centers (considered as spaces of creative coexistence), due to the increasing demand in participatory budgets.

The choice made by the communities themselves facilitated the identification of the inhabitants with these cultural spaces, which until then had been concentrated in the regions with the greatest purchasing power.

The project is seen as a path for the transformation of society through social inclusion, job creation, business opportunities, and strengthening citizen identity. In 2014 it was recognized as a best practice of Agenda 21 of culture by UCLG (Belo Horizonte is a Pilot City). That same year, “Arena da Cultura” was transformed into the “Free School of Arts”, expanding the scope of the artistic and cultural training program and consolidating itself as a benchmark in cultural education in Minas Gerais and in Brazil.

The launch of a sought out, chosen, and integrated cultural policy has prompted in the city center the Praça da Liberdade Cultural Circuit. After the expansion of its perimeter, an old government district of heritage quality was transformed in 2010 into the cultural complex, Circuito Liberdade. The proposal was to bring together different cultural spaces in the same place, through partnerships with public and private institutions, making it a

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cultural corridor of heritage value in the country.

Construction of the square began with the founding of Belo Horizonte as the capital of Minas Gerais in the last decade of the 19th century and, throughout the twentieth century, buildings of very diverse styles were incorporated.

Today, the Circuito Liberdade is made up of 15 institutions, managed publicly, privately, or in a mixed form; they have an integrated agenda, including museums, cultural and training centers, which touch on different aspects of the cultural and artistic universe. As of 2015, the Circuit is administered by the State Institute of Historic and Cultural Heritage of Minas Gerais (Iepha/ MG) and, ever since, has been looking for a better link with the urban space and the various artistic and popular groups. Its structure is based on four pillars: General coordination, coordination of communication, educational coordination, and coordination of programming.

The Liberdade Circuit maintains a permanent forum to listen to society: the Liberdade Circuit Observatory, which seeks dialogue with universities, social and collective cultural movements, so that the government and society can brainstorm solutions to cultural policies. It proposes to reflect on how they respond to the most vulnerable people and groups in society, providing structures dedicated to cultural formation, creation, and production.

One of the entities that is part of the Liberdade Circuit is the Casa de la Economía Creativa aimed at making the city and the state a hub for creative

industries (it is estimated that in Minas Gerais there are more than 780,000 people employed in this sector). It is focused on the dissemination of the concept and on cooperation between entrepreneurs and investors to generate innovative projects. It is located in a building dedicated entirely to the creative industry; the building was designed

by Oscar Niemeyer in 1953 and declared Historic and Cultural Heritage. P7 Criativo is the managing association created in 2016 as the result of an agreement between the Industry Federation of the State of Minas Gerais, the SME Assistance Service of Minas Gerais, the Development Company of Minas Gerais, the Joao Pinheiro Foundation, and the Secretary of State of Economic Development, Science, Technology and Higher Education.

KEY IDEA Belo Horizonte is an example of the centrality of cultural policies in the strategy of a city that has been a pioneer in participatory processes, in public-private cooperation around the uses of its cultural heritage, and in the development of citizen-focused artistic programs. Coordination of policies at different administrative levels and cooperation with private organizations, as well as with citizen organizations, is key to the generation of projects such as Circuito Liberdade, a true cultural and creative district in the city center that manages to make its heritage an element of activity, innovation, and inclusion.

Note. This case is based on information provided by Luis Eguinoa and Ana Carla Fonseca and from the following sources: •

Fleming, Tom (2018). A Economia Criativa Brasileira, Newton Fund and British Council.

•

Informe Belo Horizonte: Arena Da Cultura – Programa De Formación Artística y Cultural, Buena práctica 2014, Agenda 21 for culture, UCLG.

•

Informe Belo Horizonte: Red De Centros Culturales Regionalizados, Agenda 21 for culture, UCLG.

•

CIDEU website.

•

IEPHA website.

•

Belo Horizonte Municipality Website.

•

Web Circuito Liberdade.

•

Website of P7 Criativo.

•

TAP website.

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OTHER REFERENCES The following table summarizes a variety of projects of interest structured around some characteristics defined in the Living Heritage document. Obviously, these are loose examples, from different countries and of different dimensions and ownership, but ones that we believe have unique contributions.

Category

Description

Cases

Innovation in heritage interventions

Innovative combinations of urban infrastructure with restored heritage, which transform spaces into open, attractive and representative places for the local population, entrepreneurs, creatives and tourists

Brazil: MUSEU DE CONGONHAS M.G. – Metropolitan Region B.H. www.museudecongonhas.com.br Peru: CALLAO MONUMENTAL, Lima https://www.monumentalcallao.com/ Colombia: BICENTENNIAL PLAN, Tunja https://ccomerciotunja.org.co/new/wp-content/uploads/2019/06/Informe-Bicentenario-mayo-2019.pdf Paraguay: VISUAL ARTS CENTER / BARRO MUSEUM. Assumption https://www.museodelbarro.org Paraguay: CULTURAL CENTER OF THE LAKE. Areguá, Central Department Https://guiatourparaguay.com/es/departamentos/central/aregua/centro-cultural-del-lago.html Honduras: COLONIAL COMAYAGUA http://www.aecid.es/Centro-Documentacion/Documentos/Publicaciones%20 coeditadas%20por%20AECID/Estudio_impacto_PCCxver_reducidax.pdf Spain: HISTORICAL CENTER OF SANTIAGO DE COMPOSTELA http://santiagodecompostela.gal/planxestion/documentacion.php Spain: MENINAS DO CANIDO, Ferrol https://asmeninasdecanido.webnode.es/ France: LYON HISTORICAL SITE https://www.lyon-france.com/Je-decouvre-Lyon/sites-et-monuments/Sites-etmonuments-remarquables/lyon-patrimoine-mondial-de-l-unesco Europe: TRANS EUROPE HALLS, CULTURAL AND CREATIVE SPACES AND CITIES http://teh.net/cultural-creative-spaces-cities/

Strengthening the local creative fabric (linked to heritage)

Mechanisms to strengthen and finance local creative productions, open connections between them, and highlight the importance of identity and cultural diversity as a competitive differential for cities

Brazil: MUSEU CASA GUIMARÃES ROSA, Cordisburg/M.G.- Metropolitan Region B.H. http://www.cultura.mg.gov.br/instituicoes/museus/museu-casa-guimaraes-rosa Brazil: MUSEU DE TERRITÓRIO CAMINHOS DRUMMONDIANOS Itabira/ M.G. – Metropolitan Region B.H. https://www.fccda.com.br/caminhos-drummondianos/ Brazil: MUSEU DE ARAÇUAÍ-FREI XICO E LIRA MARQUE Araçuaí/M.G. - Vale do Jequitinhonha https://www.facebook.com/freixicoelira/ Peru: CULTURAL CAPITAL OF THE BICENTENNIAL https://bicentenariodelperu.pe Peru: PORTALES PARA TODOS, Huancavelica https://www.facebook.com/PORTALES-PARATODOS-609185172547452 Mexico: “REC” http://www.recorreydescubre.com/ Mexico: SAN CRISTOBAL DE LAS CASAS, Chiapas : https://sancristobalciudadcreativa.weebly.com Bolivia: BARROQUE MUSIC FESTIVAL OF LA CHIQUITANÍA https://www.rutaverdebolivia.com/es/tour/festival-de-musica-barroca/ Spain: BARRIO DE LAS LETRAS, Madrid https://www.barrioletras.com Portugal: GUIMARAES, HISTORICAL CENTER AND CREATIVE SECTORS https://www.unescoportugal.mne.pt/pt/temas/proteger-o-nosso-patrimonio-e-promover-a-criatividade/ patrimonio-mundial-em-portugal/centro-historico-de-guimaraes

Regulation and public policies

Strategic visions that work at the intersection of heritage and CCI’s, in the form of explicit policies or in planning documents

Peru: “SUSTAINABLE HUAMANGA” https://es.scribd.com/document/360396871/Las-Bases-Del-Gobierno-Local-en-El-Peru-Iep Cuba. HAVANA, HISTORIC CENTER MASTER PLAN http://www.planmaestro.ohc.cu/index.php/territorio/economia Spain: TARRASSA, Barcelona http://www.agenda21culture.net/es/documentos/informes Spain: GRANOLLERS, ROCA UMBERT http://rocaumbert.com/ Spain: KSI BERRITZAILE, Basque Country http://www.euskadi.eus/informacion/ksi-berritzaile-2019/web01a2kulind/es/ Spain: ALCALÁ DE HENARES, MANAGEMENT PLAN OF THE HISTORICAL CITY, https://www.abc.es/local-madrid/20130605/abci-alcala-henares-modelo-gestion-201306041857.htm Spain: PONTEVEDRA URBAN MODEL http://www.pontevedra.gal/web2016/wp-content/uploads/2016/01/URBAN_Mais-Modelo-Pontevedra.pdf Portugal: LISBON, PARTICIPATORY BUDGET http://www.crickcentre.org/blog/participatory-budgets-portugal-new-route-public-engagement/

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Category

Description

Cases

Governance model (linked to heritage)

Public-private governance models, sustainable management models derived from publicpublic and public-private agreements, participation of the local community

Brazil: FLIP INTERNATIONAL LITERARY FESTIVAL PARATY https://www.flip.org.br Brazil: MAR, Museu de Arte do Rio www.museudeartedorio.org.br Peru. OBSERVATORIES “CITIES FOR PEOPLE” https://cidap.org.pe/observatorios Peru: SHARED ADVOCACY AGENDA http://apoc.pe/aic/ Chile: THEATER OF THE LAKE https://www.teatrodellago.cl Chile: VALDIVIA http://www.cac-acc.org/news.php?id=162 Spain: CATERDAL SANTA MARIA, Vitoria-Gasteiz https://www.catedralvitoria.eus/es/buena-practica/ España: NATIONAL PLANS http://www.mecd.gob.es/planes-nacionales/planes.html Denmark: HERITAGE MUNICIPALITIES, http://slks.dk/kommuner-plan-arkitektur/kulturarvskommuner

Heritage and ICT

Relationship Peru: YACHAY-AR. Universidad Nacional Mayor de San Marcos between urban Maximum: MORELIA FILM FESTIVAL heritage and the digital economy https://moreliafilmfest.com Mexico: COLECTIVO QUETZAL https://www.facebook.com/CulturaQuetzal.Pagina/ Mexico: THE LORD OF VISUALS https://www.facebook.com/elsenordelosvisuales/ Paraguay: ARCHIVE OF TERROR http://atom.ippdh.mercosur.int/index.php/archivo-del-terror Spain: CÁCERES SMART HERITAGE https://www.red.es/redes/sites/redes/files/caceres_2.pdf Belgium, FLANDERS, INTAGIBLE HERITAGE, http://www.immaterieelerfgoed.be/ Finland: LIVING HERITAGE INVENTORY Denmark: https://wiki.aineetonkulttuuriperinto.fi/

Other productive and inclusive uses of heritage

Other cases of productive use of heritage related to commerce, housing, business or corporate uses, social...

Brazil: TIRADENTES FILM FESTIVAL, Tiradentes/ M.G –www.universoproducao.org.br Brazil: CULTURE AND GASTRONOMY FESTIVAL OF TIRADENTES https://www.farturabrasil.com.br/plataforma-fartura Brazil: WINTER FESTIVAL OURO PRETO E MARIANA AND FORUM DAS LETRAS Ouro Preto e Mariana M.G www.ufop.br Brazil IGUAPÉ: http://www.teses.usp.br/teses/disponiveis/16/16133/tde-30102018-175655/pt-br.php Mexico: ROMA CONDESA CULTURAL CORRIDOR https://es.wikipedia.org/wiki/Corredor_Cultural_Roma_Condesa Paraguay: TERERÉ JERÉ Y EL POHÁ ÑANÁ, https://www.lanacion.com.py/pais/2019/04/14/el-terere-y-poha-nana-declarados-patrimonio-nacional-cultural/ Mercosur: OFICIALIDAD DEL GUARANÍ https://idioma-guarani.blogspot.com/2010/03/guarani-idioma-oficial-del-mercosur.html Chile: CHILE ALMACENES PROGRAM http://www.almacenesdechile.cl/programa/ Spain: ZARAGOZA, HISTORIC CENTER OPEN BUSINESS DISTRICT https://www.zaragoza.es/contenidos/participacion/centrohistorico/propuesta13.pdf Spain: SEVILLA, URBAN DEVELOPMENT STRATEGY https://www.urbanismosevilla.org/ficheros/pdf/pdf-noticias/estrategia-de-desarrollo-urbano-de-sevilla

Note: this compilation of examples has been made from various sources and also thanks to the collaboration of Luis Eguinoa and Ana Carla Fonseca (Brazil), Rosanna Zárate and Katerine Retamozo (Peru), Susana Salerno (Marcela Jiménez (Mexico) and Nerea Rojas (Spain).

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4. Actions for productive heritage

intersection of diverse policies, and setting up multidisciplinary, multi-level technical and political teams at the municipal level.

Incorporate professionals from other public and/or private organizations with technical or financial support capacity from the beginning.

Likewise, incorporate the diverse citizenry into those processes from the onset of the analysis, proposal, and priority-setting phases. Inclusion must be worked on with, and not just for, the citizens, identifying collective intelligence with productive potential, which is often implicit and not explicit.

As a summary we provide nine final recommendations that invite action: 1. Identify and map, through appropriate tools, the heritage assets that have significance for the citizenry and for the experts; comparing the similarities and differences that allow open dialogue processes and taking actions to raise awareness on the value, importance, and uses of heritage (in terms of identity, quality of life, daily activity, public service, attractiveness of the territory), without which it is complex to encourage inclusive economic activity in/from/ around heritage.

2. Address the recovery and revitalization of monumental ensembles, historic centers, heritage neighborhoods, historic cities, cultural landscapes or tangible heritage elements (including industrial heritage) or intangibles, considering interdisciplinarity and the

3. Incorporate a vision of sustainable development from its four areas: environmental, social, economic, and cultural.

The accompanying graphic from the CHCfE’s Cultural Heritage Counts for Europe document, shows various areas or subdomains covered by a comprehensive collection of studies on the economic value and impact of heritage on sustainable development.

CULTURAL Image and symbols creation

SOCIAL Social cohesion

Architectural language

Community participation

Creation of identity

Visual attractiveness Creativity and innovation

Cultural landscape

Reducing urban sprawl

Continuity of social life

Place branding

SUSTAINABLE DEVELOPMENT

Regional attractiveness

Preserving embodied energy Lifecycle prolongation

ENVIRONMENTAL 76

Education Knowledge Skills

Sense of place

Labour market

Regional competitiveness

Housing stock management

Return on investment Real state market Gross value added

ECONOMIC

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4. Develop cross-cutting plans involved around heritage in a way that helps to consolidate a sustainable urban mix, focused on people, contemplating: a) Social and housing policies that retain the

population, avoiding the creation of ghettos, and attracting new residents who, from the acceptance and preference for spatial and social singularity, develop productive activity (mainly linked to heritage and the creative sectors), incorporating the local population in this activity (with specific training plans in skills for employment and support for recruitment).

b) Policies of economic development and

promotion, with financial and urban facilities and measures for the preservation of traditional local businesses (rent controls, facilities for access to productive premises for residents, accessible credits and reciprocal guarantee, etc.). Also encourages the prioritized establishment of previously designed commercial and productive typologies, that reinforces a possible diversified specialization (cover the largest number of links in the value chain of a priority sector) from a balanced mix (avoiding “theming� of tourist zones) and guarantees commercial services nearby.

Develops business training programs.

c) Cultural and creative policies that promote

a mix of public and private cultural facilities and offerings in urban space (or concentration not exclusive of other uses), which promote mobility and cultural participation, as well as the development of creative sectors, especially those that can emerge from the heritage value chain in all its stages (providing education and training, workspaces and networking spaces, advice and accompaniment, accessible sources of funding, etc.). At the same time, implement policies to boost creative demand, through culture bonds, creative purchase rebates by industrial sectors, etc., and fundamentally raise awareness of the value of culture that strengthens the predisposition of payment and the generation of related rents (contemplating the precise access measures for the most disadvantaged citizens).

d) Urban

and environmental planning policies, which define typologies of uses (to ensure urban mixing, enhance or limit tourist facilities or housing intended for such purposes); design transitions between urban areas (avoiding isolation and difficult access to depressed areas); sustainable mobility (generating pedestrian zones that progressively push out the private vehicle, calm traffic areas, bike lanes, etc.); the generation of green spaces and spaces for citizen encounters, as well as those that promote physical accessibility and the incorporation of age or gender variables into urban design; development of new centralities that diversify tourist flows when there is a risk of exceeding load limits or generating gentrification processes.

e) Tourism

policies and brand-place policies based on elements of identity and values such as authenticity, sustainability, responsibility in impacts, diversity, creativity, and innovation in/from cultural heritage.

5. Apply open and collaborative innovation methodologies in the search for innovative urban solutions, while incorporating expert facilitators that help reveal hidden capabilities in technical teams and in the citizenry. Other cultural and creative sectors can play a fundamental role here, whose reality and potential in the territory must be identified and mapped with open classifications, allowing us to reach non-traditional practices that are often those that have most potential for creative transfer and innovation. Strengthen crosssectoral management and the new models of public-public and public-private cooperation.

6. Make the processes of recovery and revitalization living processes, both from the point of view of socialization and communication (everything communicates), and the use of transition times through the generation of ephemeral uses and activities in agreement with owners (public or private) on the one hand, and social and cultural/creative actors on the other hand. Avoid urban gaps or underutilized lots that degrade space, increase the feeling of insecurity, discourage activity, and invite illegal uses.

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7. Qualify public governance of heritage, based on the principles of cross-sectorality, interdisciplinarity, transparency, transfer, and transcendence. Document all processes as a way to generate learning and shared knowledge.

Simplify procedures for the generation of activity, cultural and non-cultural, around heritage (always safeguarding its integrity).

8. Be an active part of national and international networks and adopt cultural and urban planning tools that enable comparison and learning between cities, such as the UNESCO World Heritage Network or Creative Cities Network (or national ones such as Argentina), ICOMOS, or Agenda 21 of culture of the UCLG. 9. Develop territorial economic impact studies of heritage (based on direct, indirect, and induced effects) considering not only the benefits but also the costs arising from the economic exploitation of heritage which, albeit in monetary terms can be considered positive, can also generate negative externalities, such as many of the effects of gentrification. Use methodologies that allow its progressive enrichment, but ensuring temporary and, if possible, territorial comparability, not so much in competitive but in learning terms.

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In this last sense we incorporated an interesting table developed by the British Council in relation to British intervention in development projects based on cultural heritage. Under the title “Theory of Change” in the cultural heritage document Inclusive Growth, it can serve as a general reference for the productive and inclusive approach to heritage.

Theory of change “The British Council seeks to pioneer ways to create inclusive and sustainable growth in countries overseas through heritage. It aims to include local communities in the benefits of that growth and in the sharing and protecting of their heritage. This work helps promote the economic development and welfare of developing countries whilst building trust and understanding with the UK.” (Lewis, 2018).

Source: Lewis, Rosanna (2018), Cultural Heritage for Inclusive Growth, British Council. Retrieved from https://www.britishcouncil.org/sites/ default/files/bc_chig_report_final.pdf

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Overall Context:

People are not wholly benefiting from social and economic development.

The UK and its heritage sector has a role to play.

Context

Interventions

Beneficiaries

People are not engaging with our valuing cultural heritage for social and economic purposes.

Valuing:

Women and girls, indigenous peoples, young people, uban and rural communities.

Cultural heritage is either not included in social and economic development or is not reaching its full potential.

The heritage sector is not included in social and economic development or is not reaching their full potential.

community engagement, social action, outreach.

Learning:

training, skills, education, networking.

Protecting:

preservation, archiving, conservation, digitalisation, placemaking.

Sharing:

access, spaces, platforms, dialogue, exchange, outreach.

Practitioners, professionals, artisans, arts managers, heritage professionals.

Institutions and leaders from built heritage, intangible heritage, natural heritage, museums.

Policy and decisionmakers at a national, regional, local level (national and local governments, funders).

Short term outcomes

Intermediate outcomes

Long term outcomes

Inclusive approach People learn and understand more about their heritage

People value and appreciate their cultural heritage more

People benefit from increased human capital, economically and socially.

Participative approach More access, skills and opportunities to play an active role in their heritage.

Local communities contribute to planning, protection and management of their heritage,

There are more inclusive and sustainable opportunities around cultural heritage for economic growth.

Capacity building of sector The heritage sector has improved skills, greater awareness of value and stronger networks.

The heritage sector is better equipped to use heritage for inclusive growth.

The heritage sector creates economic and social value.

Policy change Decisionmakers appreciate the wider potential of cultural heritage and the needs of local communities.

Local communities contribute to planning, protection and management of their heritage.

There are more inclusive and sustainable opportunities around cultural heritage for economic growth.

Cultural relations

Source: Lewis, Rosanna (2018), Cultural Heritage for Inclusive Growth, British Council.

Overall objective

Heritage for inclusive and sustainable growth that benefits all levels of society.

Soft power

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5. Reference bibliography

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Gómez de la Iglesia, Roberto (2013). Espacios Creativos, Clusters Creativos y Ciudades Creativas, Materiales del Postgrado en Ciudades y Emprendimientos Creativos, Universidad Nacional de Córdoba.

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Greffe, Xavier (2015). El valor económico del Patrimonio, Manual Atalaya de apoyo a la Gestión Cultural, Universidad de Cádiz

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Hawkes, John (2001). The fourth pillar of sustainability.

Culture’s essential role in public planning, The Cultural Development Network Victoria.

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Lewis, Rosanna (2018). Cultural Heritage for Inclusive Growth, British Council.

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Moix, Llàtzer (2010). Arquitectura milagrosa. Hazañas de los arquitectos estrella en la España del Guggenheim, Anagrama

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Morace, Francesco (2010). La estrategia del colibrí. La globalización y su antídoto Experimenta.

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OECD, IDB, Global Forum on Productivity (2016).

Impulsando la Productividad y el Crecimiento Inclusivo en Latinoamérica.

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OMC-Open Method of Coordination (2018). Participatory Governance of Cultural Heritage, Unión Europea.

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UN (2015). United Nations Agenda 2030 for Sustainable Development

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UN (2017). New Urban Agenda Habitat III

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Puig, Toni (2009). Marca Ciudad. Cómo rediseñarla para asegurar un futuro espléndido para todos, Paidós.

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Sennet, Richard (2012). Rituales, placeres y política de cooperación, Anagrama

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VV.AA. (2015). Cultural Heritage Counts for Europe, CHCfE

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VV.AA. (2016). Gestión de impactos de los proyectos BID sobre el patrimonio cultural, Inter-American Development Bank

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Gómez de la Iglesia, Roberto (2007). Cultura, Desarrollo y Territorio en la Economía de la Experiencia, in Gestão Cultural do Territorio, Setepés.

VV.AA. (2019). Guía local para una nueva economía, NESI and Fundación Kaleidos.red.

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VV.AA., (2017). Vademécum sobre Programas de Cooperación de la UE con ALC, EU-LAC Foundation.

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Gómez de la Iglesia, Roberto (2018). Espacios Culturales Trans, Factoría de Fuegos.

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UNESCO (2007). Centros Históricos para todos.

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Gómez de la Iglesia, Roberto (2011). Patrimonio Cultural y desarrollo en una economía creativa, Summer course at Universidad del País Vasco.

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UNESCO (2011). Recomendación sobre el paisaje urbano histórico, con inclusión de un glosario de definiciones.

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•

• •

•

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Alonso Hierro, Juan y Martín Fernández, Juan (2013). Activos culturales y desarrollo sostenible: la importancia económica del Patrimonio Cultural, Política y Sociedad nº 50.

Antón, Ricardo y Gómez de la Iglesia, Roberto (2019).

Kultursistema, Matriz para el mapeado, interpretación y análisis de los ecosistemas culturales y creativos, 2nd edition, Karraskan.

Ariño, Antonio (2019). Culturas Abiertas, Culturas Críticas, Tirant Humanidades.

Baltà Portolés, Jordi (2018). Patrimonio Cultural y Ciudades Sostenibles. Temas clave y ejemplos de ciudades europeas, Informes de la Comisión de cultura de CGLU, no7.

Benavente, José Miguel y Grazzi, Mateo (2017). Políticas públicas para la creatividad y la innovación. Impulsando la economía naranja en América Latina y el Caribe. InterAmerican Development Bank.

Boix, Rafael; Rausell, Pau; Calderón, Haydee, y Tubillejas, Berta (2019). Las industrias creativas en la ciudad de Valencia y su área metropolitana: evolución, efectos sobre la renta y la relación con el engagement, en Investigaciones clave en la transformación del modelo económico valenciano, Universidad de Valencia.

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UCLG (2004). Agenda 21 for culture.

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CreativeCH, Heritage Values, Creative and Socio-Economic Uses, website.

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Farto, José Manuel (2001). Un nuevo modelo de desarrollo urbano y económico de Vitoria-Gasteiz en el siglo XXI: Proyecto Biopolis, en Cultura, Desarrollo y Territorio, Xabide.

•

•

•

Florida, Richard (2002). The rise of the creative class.

And how it´s transforming work, leisure and everyday life, Basic Books Gómez de la Iglesia, Roberto (2001). Hacia la ciudad del encuentro, la ciudad de la emoción, in Cultura, Desarrollo y Territorio, Xabide.

Special thanks to Miren Martín Morato and Nerea Rojas, of Conexiones improbables, for their contributions to this work and to the IDB team responsible for its review and coordination: Andrea Ruy Sánchez de Orellana, Trinidad Zaldívar, Matteo Grazzi, Keisgner Enrique Alfaro, Jesús Navarrete, María Camila Uribe and Tatiana Marie Kopelman.

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Living

Heritage

TECHNICAL NOTES Latin America and the Caribbean (LAC) is home to a wide variety of cultures and unique historical and natural places, which both contribute to the region’s unique heritage and are valuable assets for its development. The region has more than 140 UNESCO World Heritage sites, including 42 historic centers recognized for their cultural, tangible, and intangible cultural value. In addition to this international recognition, more than 600 LAC historic centers and heritage areas have been declared assets of cultural and heritage interest at the local level, under national laws. However, the phenomenon of rapid urbanization and globalization in LAC has resulted in erosion of the heritage assets of the region, cultural identity of its inhabitants, and the environmental sustainability of their cities.

For this reason there is an urgent need to revitalize LAC's urban, cultural, and natural heritage to protect the roots of Latin American culture. This challenge also presents an opportunity to harness the economic and social potential of urban heritage, contributing to the sustainable, resilient, and equitable development of cities in the region.

The opportunity to revitalize LAC’s urban heritage lies in reaching “Living Heritage” status. We understand living heritage to be the set of expressions and cultural and natural assets that represent the history, traditions, and identity of a city. These expressions are recognized as historical, cultural, and natural valuable by international organizations, by local and national legislatures, or by the valuation and appropriation of its own inhabitants, and their protection and enhancement has the ability to contribute to the sustainable development of the urban area where they are located.

Given this criteria, we believe that a Living Heritage is compromised of four defining pillars: it is a Productive Heritage in its offering of better economic opportunities to its diverse citizens, protecting the most vulnerable; It is a Resilient Heritage by developing capacities for disaster risk management and protection against the effects of climate change, as well as reducing environmental, social, and economic vulnerability; It is an Ecoefficient Heritage that promotes an optimized and intelligent management of natural resources, promoting better conditions for its own preservation and the functioning of the city; and it is a Collaborative Heritage by opening new and better channels of participation and governance that allow for coordinated action amongst various social actors in the management and financing of heritage. With this, a Living Heritage not only guarantees its own selfsustainability over time, but also brings significant benefits to the city and to its communities.

* These notes have not been approved to be cited.

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IDB Cities Network

Eco-Efficient Heritage

An eco-efficient heritage drives optimized and intelligent management of natural resources, contributing to the better management and control of its ecological footprint. Given this objective, an eco-efficient

heritage promotes the reuse and recycling of infrastructure and heritage buildings to respond to current urban needs and contribute to the appropriation of quality spaces by citizens, integrating new social, cultural and economic uses and providing basic services. In its new uses, this infrastructure incorporates measures of energy efficiency, water and comprehensive waste management. For the management of urban resources and services to be more efficient, urban heritage areas can be an active part of smart cities, not only in terms of the use of data and sensors as sources of information, but also understanding that the intelligence of a city lies with the efficient use of technologies together with the management of the characteristics that distinguishes it: its heritage and identity. A heritage area that fosters connectivity between different places through greater accessibility and mobility contributes substantially to the reduction of road network saturation, as well as fuel consumption rates and fossil fuel pollution emission.

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The use of digital technologies and the opportunities for a smart-cities approach to promote eco-efficiency in heritage areas 1. Introduction: What is eco-efficient heritage?

Tangible cultural heritage, based on UNESCO’s 1972 definition, is considered as monuments, groups of buildings, or sites, that have “outstanding universal value from the point of view of history, art or science1”. The vision of cultural heritage has evolved steadily since 1972, including the addition of safeguarding intangible cultural heritage since 20032.

Cultural heritage, in any of its categories (tangible, intangible, natural, and cultural), is recognized as a necessary ingredient of a place’s economy and as an essential part of socio-economic, cultural, and natural capital. It has also earned its place within the concept of development. In recent reports on cultural heritage innovation, the cultural pillar is added to the social, environmental, and economic pillars to make the perfect combination for sustainable development, considering it an opportunity instead of a burden3.

Eco-efficient and smart heritage is born from the combination of and synergies offered by policies aimed at sustainability and eco-efficiency, innovation and digital environments, and applied specifically to the concept of heritage. The trajectory of the concept and its future is analyzed below.

1. UNESCO. (1972). Convention Concerning the Protection of the World Cultural and Natural Heritage. Paris: UNESCO. https://whc.unesco.org/en/conventiontext/ 2. Convention for the Safeguarding of the Intangible Cultural Heritage 2003

Trio of concepts: Eco-efficient–Heritage–Smart (EHS) In 1992, the WBCSD4 created the word eco-efficient, a term widely used around the world and understood as the relationship between the value of what was produced and the environmental cost that the production process has involved. Therefore, the heritage resource, especially if it dates back as far as the times leading up to the industrial revolution, is in itself eco-efficient, because normally the value of a heritage asset is not comparable with the minor environmental impact that its creation has had. However, the current process of conservation of heritage assets may or may not be eco-efficient: this depends to a large extent on the tools used to ensure the conservation and proper management of the assets.

The need for the conservation of heritage assets goes beyond the responsibility of safeguarding a historical legacy. Urban heritage, tangible and intangible, is a capital resource for improving the livability of urban areas and promoting economic development and social cohesion in a context of constant change. The future of humanity depends on effective planning and management of resources, so conservation has become a sustainable reconciliation strategy for urban growth and quality of life5.

4. WBCSD is the World Business Council for Sustainable Development, created after the Rio Summit.

5. UNESCO. (2011). Recommendations on the Historic Urban Landscape, including a glossary of definitions.

3. Sonkoly, G., & Vahtikari, T. (2018). Innovation in cultural heritage research. Brussels: Directorate-General for Research and Innovation, European Commission.

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The Inter-American Development Bank (IDB) defines the concept of eco-efficient heritage in its Living Heritage program6 as that which promotes the reuse and recycling of infrastructure and heritage buildings to meet current urban needs. Living heritage is continuously rehabilitated in response to the demands and restrictions of its natural and social environment. Under new uses, it promotes the appropriate and efficient management of natural resources, especially through energy and water efficiency measures and comprehensive waste management. These guarantee better management and control of the ecological heritage footprint and ensure certain minimum indices of environmental comfort and optimal functioning and competitiveness of the city.

Importance of EHS

Eco-efficiency in the management of heritage assets involves the development of a comprehensive preventive conservation strategy, which addresses aspects such as resource optimization and accessibility.

Living heritage protects the physical property and meets sustainable conditions of habitability and operation. Addressing all these aspects simultaneously requires high levels of coordination.

Fundamental pillars for the application of EHS to the city. Source: Fundación Santa María la Real.

A valid strategy to boost heritage eco-efficiency can be with a strong technological base using the smart city concept. As defined by the IDB in its publication “The Road toward Smart Cities”7, a smart city puts people at the center of development, incorporates Information and Communication Technologies (ICTs)in urban management, and uses these elements as tools to stimulate the formation of an efficient government that includes collaborative planning processes and citizen participation.

6. Living Heritage is a multisectoral program of the IDB Group and the Spanish Government to strengthen Latin America and the Caribbean’s capacity to promote the conservation and enhancement of heritage.

7. Bouskela, M., Casseb, M., Bassi, S., De Luca, C., & Facchina, M. (2016).

The Road toward Smart Cities. Inter-American Development Bank (IDB).

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The application of the conceptual trio Eco-efficient– Heritage–Smart (EHS) is an opportunity to improve the quality of city management and the quality of life of city residents without jeopardizing the city’s resources, especially its valuable cultural heritage.

Heritage cities have the opportunity to combine the three concepts and use new digital technologies to implement eco-efficient processes, which ensure both efficiency in the management of municipal services and the conservation of their heritage assets.

SMART CITY uses ICTs

HERITAGE CITY conserves and manages heritage

ECO-EFFICIENT CITY cares for the environment

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Keys to success for the implementation of EHS Focus on people: When implementing EHS, it should not be overlooked that the focus is on people, thus ensuring a participatory and inclusive heritage for all. People should not be at the service of technology, but rather technology is the tool that will be available to serve the people.

Policy update: Policies for the conservation and management of heritage assets must evolve, become more professional, and acquire new innovative management tools offered by digital technologies.

Inclusion of EHS in strategic design: The strategic inclusion of the EHS concept in city plans is essential.

Cultural heritage should not be put in a silo independent of other urban processes. Cross-sectoral collaboration in urban management finds its greatest opportunities for coordination in digitalization.

Data management and accessibility: One of digital technologies’ great potentials lies in new techniques for data analysis, but this necessarily implies shared management of that data and, above all, access to it.

Establishment of indicators: With the objective of incorporating efficiency into processes and measuring progress in the management of cities, a series of impact indicators should be defined, both for the activities and factors that directly affect the heritage asset (e.g., tourism, climate change), as well as for those that affect socio-economic activities and that directly or indirectly have an impact on the condition of the asset.

Creating flexible and adaptive environments: Digitalization is changing not only the way we live on a daily basis, but also the business models on which the economy is based. It is one of the causes of constantly changing environments known as VUCA (volatile, uncertain, complex, and ambiguous). Therefore, the plans and processes developed by cities must be agile and flexible, allowing continuous improvement that guarantees the correct and effective capacity to face change and deal with problems and difficulties as they arise.

Promotion of continuous learning: Both municipal processes and technical teams must be transformed in parallel. On the one hand, continuous learning is a key solution to digital transformation that directly affects the performance of workers, while on the other hand, only they can guarantee the technological independence of the municipalities with respect to the major technological agents and their brands.

Transparency in communication: The objectives and the steps to be followed to achieve them should be explained to citizens to avoid false expectations and rejection of change.

Alignment with the Sustainable Development Goals (SDGs): the SDGs8, adopted by the UN through the 2030 Agenda9, must be considered in the design of any policy or strategy related to sustainable development. Some of them directly affect the field of EHS management such as Goal 9 (Industry, Innovation and Infrastructure), Goal 11 (Cities and Sustainable Communities), and Goal 12 (Responsible Production and Consumption).

8. United Nations. (5 August 2019). Obtained from Sustainable Development Goals: https://www.un.org/sustainabledevelopment/sustainable-development-goals/ 9.  UN General Assembly. (2015). Transforming our world: the 2030 Agenda for sustainable development.

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2. Trends: How can the smart heritage city address the concept of eco-efficiency?

For years, the policies at the international, regional, and national levels, have considered the three EHS concepts separately. Currently, with a collaborative and digital economy and a society where social innovation reigns across all segments of society, there is a tendency towards a more holistic and integrated approach to policies, where the creation of synergies in some sectors and others can result in improved management of people’s resources and quality of life. This trend is causing the confluence of the three concepts into a joint policy.

Global level Today, the UN and the European Union (EU) are the dominant institutions promoting the issue of urban heritage site management worldwide. Most of the effort to promote the EHS concept is focused on developing recommendations and criteria and distributing and sharing knowledge and best practices.

In this context, the IDB’s Housing and Urban Development Division addresses both the issue of urban heritage and smart cities. The Living Heritage Program developed by this division brings together the three EHS concepts, declaring heritage as a fundamental resource in sustainable urban development, highlighting the need for eco-efficiency, and citing technology as another tool to achieve this goal. In the 2016 IDB publication The Road Toward Smart Cities, examples of cities that are addressing their digitalization are cited; among them, the Tel Aviv DigiTel platform stands out for incorporating information about cultural events.

The UN, and specifically UNESCO, also developed a series of practical recommendations on the historical urban landscape for the management of urban heritage sites and how to adapt to present changes or those to come10. Moreover, the New Urban Agenda, Habitat III 201611 is based on sustainability criteria that includes natural and cultural heritage and mentions technologies as an element of dissemination and also as a progressive management tool.

Regional level: Europe The promotion of the EHS concept in the EU is much more advanced compared to other regions. EU institutions create collaborative platforms to share knowledge and best practices; set agendas to support digitalization in heritage cities; and provide funds and awards to promote the development of EHS. It is worth noting that European universities play an important role in these efforts.

For example, the Lisbon Treaty, created by the European Parliament in 200712, puts forth the European Union Prize for Cultural Heritage / Europa Nostra Awards that recognizes best practices, including innovative applications based on different digital technologies, in the field of restoration. In addition, the European Commission13 supports the digitalization of cities on their path to smartification. For example, this year the Kotayk Survey Project carried out by Armenians and Italians has been awarded14 for their work in developing a predictive model for locating archaeological sites.

Eco-efficiency, however, is approached more frequently from educational projects. One example is the program developed in the Aegean15, which consisted of combining the mobilization of the local population to protect their own heritage through ongoing initiatives that integrated aspects of environmental protection, with controlled development of buildings in urban areas, and the creation of an alternative dynamic for the regional economy.

10. UNESCO. (2011). Recommendation on the historic urban landscape. Paris.

11. United Nations. (2016). New Urban Agenda. Quito, Ecuador.

12. European Parliament. (2007). Lisbon Treaty. Lisbon.

13. European Commission. (2014). Digital Agenda for Europe.

14. http://www.europeanheritageawards.eu/winners/solak-1-model-predictive-archaeology-armenia-italy/ 15. http://www.europeanheritageawards.eu/winners/solak-1-model-predictive-archaeology-armenia-italy/

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The Spanish case Spain occupies a prominent place in the development of smart cities, both for the number of cases developed and for its contribution to the creation of ISO standards16.

The National Smart Cities Plan17 has a budget of 188 million euros. Its objective is to improve efficiency; which should result in a better quality of life for citizens, greater interaction between citizens and their environment, and an increase in savings from energy and environmental resources.

Despite being a pioneer in the development of Smart Cities and having numerous heritage elements, the projects proposed by the Spanish cities normally focus on energy, mobility, security, irrigation, or health, and generally do not include smart proposals aimed at heritage sites or historic city centers. However, these proposals would positively affect EHS. Some of the most successful cases are presented below in section 3.

It is worth noting that one of the most active sectors in the management of cities in Spain is tourism (due to its economic importance), with a close relationship to heritage. In 2018, the Secretary of State for Tourism and SEGITTUR18 promoted the creation of a Smart Tourism Destinations Network (DTI, for its abbreviation in Spanish) with the objective of leading the sustainable development of the tourism sector through innovation and technology. Recently, DTI is starting to spread in the Americas, specifically in Cozumel and Tequila in Mexico, working to become a smart destination.

16. Made from the Comité Técnico de Normalización 178 of the Asociación Española de Normalización.

17. Ministry of Industry, Energy, and Tourism. (2015). National Smart Cities Plan.

18. The State Mercantile Society for the Management of Innovation and Tourism Technologies, S.A.M.P (SEGITTUR), under the Ministry of Industry, Commerce and Tourism, and attached to the Ministry of Tourism, is the public entity responsible for promoting innovation (R&D&I) in the Spanish tourism sector.

Trends in areas of urban management where the application of EHS is possible The smart and eco-efficient heritage city has the potential to contribute to some specific areas of municipal management, such as: Urban planning and management: Development of cultural asset management policies based on ecoefficiency and new digital technologies, including the monitoring of specific indicators for management and preservation of the cultural asset. Joint urban and regional planning, making use of data platforms to address risk factors for eco-efficiency of ecosystems and manage them on time.

Environment: Development of policies to reduce the environmental impact and its adaptation to the reality of the heritage city. For example, in waste management, control of water consumption and pollution, pollutant and air quality monitoring, energy saving, among others.

Energy: Inclusion of energy efficiency and user comfort criteria when performing interventions in heritage buildings, in balance with historical and artistic criteria19.

Resilience and climate change: Increased resilience of heritage elements, through the development of protective policies or early intervention in the face of natural disasters, using the Internet of Things (IoT) to establish online controls on parameters of interest that can lead to early detection of potential20 risks to cultural assets and advance measures against climate change scenarios.

Mobility: Improvement of urban mobility, making it more sustainable and intelligent. Numerous initiatives are being carried out in this area, but the potential for use in historic centers is enormous. The electric vehicle can, for example, remove pollution from historic centers.

19. IDB (2018). Living Heritage; Cassar, M., & Fouseki, K. (2014). Energy Efficiency in Heritage Buildings – Future Challenges and Research Needs. The Historic Environment, Vol.5 No.2; Effesus (2019).; 3enCult (2019); EnerCon2 20. The Internet of Things is a concept that refers to a digital interconnection of everyday objects with the internet. It is, in short, more the connection of the internet with objects than with people.

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Economics: Integration in the innovative processes and entrepreneurship of local economies in natural and cultural heritage, traditional arts, rehabilitation. An example would be the inclusion of traditional techniques in parallel to the use of new technologies in the processes of restoration and rehabilitation of homes in historic centers.

Public spaces: The application of the EHS methodology to public spaces (green spaces, cultural centers, auditoriums, libraries, etc.) has a great impact on the ecological footprint of these spaces, and on the creation of a resilient, inclusive, and eco-efficient public heritage.

The following graphic shows the situation of some of these cases depending on their relationship to eco-efficient– heritage–smart. As you can see, the EHS methodology is not yet common in municipal management, where projects do not usually involve all three concepts at the same level. The most numerous partial application cases are found in the eco-efficient–smart category.

Tourism: Development of tourism and responsible cultural industries, as a key factor in the economies of heritage cities. Use of technologies for tourism development including load capacity indicators in relation to environmental factors, monitoring the impact of culture on the economy, etc.

Cultural and social services: The provision of smart and digital tools based on EHS to improve communication between authorities and citizens.

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DigiTel, Telaviv

2. Patrimonio Vivo 3. Sustainable Aegean Programme 4. Kotayk Survey Project

SMART CITY uses ICTs

5. Dublinked open data 6. Snap4city (Florencia) 7. Impulso VLCi 8. Soria Intramuros 1

9. Quito, plan de desarrollo del casco histórico 10. TRYS, Cusco 11. Badajoz DTI 12. Tequila DTI 13. Oficinas Salitreras 14. Cáceres Patrimonio Inteligente 15. SHCity 16. Románico Atlántico 17. Territorio Inteligente CyL

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4 7

11

10

HERITAGE CITY conserves and

13 12 2 14 15 9 3

manages heritage

5 6

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ECO-EFFICIENT CITY cares for the environment

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3. Some innovative proposals Heritage management can be classified according to the scale of the extent considered for the heritage, i.e., from the building or site in question, to the historic center, city, territory and up to governance, where the heritage is managed considering the operating style of a society and government.

Dimensions of the extent of heritage management. Source: Fundación Santa María la Real.

The following are five innovative proposals that have considered EHS at the building level (Saltpeter Works), at the historic center level (Cáceres), at the city level (SHCity), at the regional level (Románico Atlántico), and at the governance level (Smart Heritage Platform Castilla y León).

1. Saltpeter Works Project Humberstone and Santa Laura, Chile Context: Humberstone and Santa Laura are one of the main tourist landmarks of Chile’s Tarapacá Region. The saltpeter works, abandoned in the 1960s, were named national monuments and World Heritage Sites by UNESCO in 2005, representing the period of industrial development that the region experienced between the late 19th and early 20th centuries.

Objectives: The objective of the project is the preservation of monuments, taking into account the extreme climatic conditions (desert) they face.

Activities: The National Conservation and Restoration Center of Chile (CNCR) promoted the installation of a pilot environmental control system in the saltpeter works. The installation was carried out in 2016 by Telefónica, using the Monitoring Heritage System (MHS)21, and included 17

21. MHS is a flexible technology solution that takes the pulse of heritage to achieve its smart management, guaranteeing its preventive conservation or energy efficiency. The MHS system was designed in 2009 by the Fundación Santa María la Real del Patrimonio Histórico.

Find out more at www.mhsproject.com

ambient and contact temperature and humidity sensors, a weather station, radiation and luminosity sensors, water and surface conductivity sensors, a water level sensor and a xylophage sensor. This successful example had some limitations, since environmental conditions (especially fog) made telephone coverage difficult and complicated online data recovery, which was nevertheless intermittently possible for a year. A second phase of the project is planned to design a better way to collect these valuable data and better preserve these buildings.

Application of EHS: The project focuses on the use of smart systems as a tool for the preventive conservation of heritage (Figure 4).

Technology: The main technological supports have been the installation of different sensors, as well as the MHS data collection and management system.

Impact: The impact achieved was the development of smart systems that allow optimization of heritage management through preventive conservation.

Investment: Not available.

Duration: 12 months.

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2. Cáceres smart heritage Cáceres, Spain

Context: The old town of Cáceres (96,000 inhabitants in 2018) was declared a UNESCO World Heritage Site in 1986 and is one of the most complete and best preserved urban ensembles in Europe, formed by buildings from the Middle Ages and the Renaissance.

Objectives: To collaborate with local entities in the transformation of the city and territory into a smart place, based on appropriate local scale and context.

This initiative is proposed as a tool that promotes the social and economic well-being of citizens, by joining technology and culture.

Activities: The activities of the project are grouped around five axes: 1) the Caceres Heritage as a sustainable asset, 2) the Caceres Heritage as a profitable asset, 3) the visitor of Cáceres as center of industry, 4) local businesses as beneficiaries, and 5) municipal management as an inclusive element .

Application of EHS: The first axis is the one that focuses on the conservation of the cultural asset and does so by implementing a monitoring system in four destinations in Cáceres (Center for the dissemination of Holy Week, Torre de Bujaco, Municipal Museum, and Concatedral) (Figure 5).

Technology: The MHS monitoring system is integrated into the city platform22.

Impact: The expected impact is: a) Implementation of mechanisms that allow preventive conservation actions, b) automatization of actions for the establishment of optimal heritage conservation conditions, including energy management issues, and c) implementation of alarm mechanisms against conservation problems, by incorporating a system of indicators on the condition of the heritage property.

Investment: 3,782,805 € Duration: 2016-present.

22. In this case Minsait de Indra

Data visualization and status indicators system proposed for Torre Bujaco in Cáceres.

Source: Fundación Santa María la Real.

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3. Smart Heritage City (SHCity) Ávila, Spain.

Context: SHCity23 is a project aimed at developing a technological solution that allows to improve the management, conservation, and revitalization of tourism in Europe’s historical centers. It addresses the challenge of creating an open source technological solution to manage historic urban centers, preventing deterioration caused by the use or the massive influx of tourism when it exceeds the capacity of the buildings or historic centers, by the passage of time or atmospheric elements, by pollution, or simply by the abandonment of the property. The project was carried out in Avila (158,500 inhabitants in 2018), a city declared a World Heritage Site

by UNESCO in 1985.

Objectives: The integration of heritage assets and the historical ensemble in the concept of smart city, providing buildings and surrounding spaces with useful technology (systems’ intelligence) that provides information to facilitate decision-making by competent local administrations. This will save public resources and the return on investment will be more efficient.

Activities: The development of a city platform for Ávila, as well as a dashboard for the management of municipal heritage. It has monitored 26 spaces, inside and outside the walls, selected to cover the entire World Heritage site, reaching properties with different functionalities: from spaces with a civil, religious use, to archaeological sites for improving their safety.

Application of EHS: The project focuses on intelligent systems for heritage conservation and management. It also covers eco-efficient aspects such as energy efficiency, emissions measurement, mobility optimization, and information to citizens (Figure 6).

Technology: 1) Data collection and storage infrastructure, 2) Software application for tourists, 3) Smart management and decision-making software tool (SHCity-Manager), in Open Source format, developed from the data capture infrastructure and the integration of expert knowledge in technology and heritage protection.

Impact: a) Develop a smart system that allows the city council to optimize urban heritage management, b) integrate heritage management as an integral part of municipal management, and c) incorporate citizens and visitors as active elements in heritage conservation through the smart system. At this time, the city is considering creating a smart city platform that builds on the work already done and incorporates new data sources and other structures, which will certainly enrich the development already achieved.

Investment: 1,200,000 € Duration: 30 months (2016 – 2018).

23. Financed by the Interreg Sudoe Program, a transnational cooperation program for regional development in Southwestern Europe, through the ERDF Fund. Find out more at www.shcity.eu

Figure 7 Installations made in San Martín de Castañeda (Zamora). Source: Románico Atlántico.

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4. Románico Atlántico Central-North border, Spain-Portugal Context: Public-private cross-border cooperation project (Spain-Portugal)24 for the conservation of cultural heritage.

Objectives: To preserve, restore and revitalize more than 20 Romanesque temples in Zamora, Salamanca, Porto, Vila-Real and Braganca, while creating employment and promoting tourism and socioeconomic activity.

Activities: 1) Comprehensive actions consisting of architectural interventions for the rehabilitation of the immediate surroundings of the temples, also taking into account the tourism management model of the same, 2) Actions focused on guaranteeing the preventive conservation of temples.

Application of EHS: Installation of a monitoring system that allows the recording of certain parameters (temperature, humidity, vibrations, movements, etc.)

and renovation of electrical installations and the improvement of lighting, to make them more efficient and compatible with the historical-artistic values of heritage assets. An example the project developed in San Martín de Castañeda, where the sacristy has been conditioned as a winter chapel; environmental parameters are controlled permitting optimal environmental conditions for parishioners through heating of benches and automatically-opening windows (Figure 7).

Technology: The monitoring system implemented is MHS and the automation and lighting systems were designed ad hoc, seeking the perfect integration with the cultural asset in each case.

Impact: a) Savings in resource consumption, b) Implementation of eco-efficiency in heritage assets, c) Creation of employment at the local level, d) Promotion and cultural diffusion of the territory, 4) Increase in the quality of life of citizens.

Investment: 4,000,000 € Duration: 2010-present.

24. Formed by the Fundación Iberdrola España, the Junta de Castilla y León and the Fundación Santa María la Real del Patrimonio Histórico.

Installations made in San Martín de Castañeda (Zamora). Source: Románico Atlántico.

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5. Smart Territory Platform Castilla y León Castilla y León, Spain Context: Through a collaboration between the Junta de Castilla y León and the Provincial Councils and Municipalities of Castilla y León, the Smart Rural Territory of Castilla y Leon Project is being developed to implement a shared platform for public services management 4.0 in a smart, comprehensive, and coordinated manner.

Objectives: The development of the shared software platform Smart Rural Territory for local authorities, on which an end-to-end operation and maintenance service will be provided, and sensors and actuators will be deployed for conceptual evaluation.

Activities: The project includes the following activities: 1) Implementation of a software platform for smart management of lighting, waste collection, and water; 2) End-to-end system operation and maintenance service (multichannel service, event management and incident management with third party providers); 3) Acquisition and installation of sensors and actuators.

Application of EHS: The platform has incorporated an example of the smart management of a heritage element, such as the monitoring of the Villa Romana de la Olmeda promoted by the Diputación de Palencia. The application controls the environment, entrances, visitors, and energy consumption with the objective of providing accurate information to the site managers so they can better manage its use and ensure the conservation of the asset (Figure 8).

Technology: The system respects the characteristics indicated by the PNE 178104 standard of AENOR and the OASC recommendations that integrate the key technologies for the development of applications in the field of Smart Cities. The technology used belongs to the Telefónica company, using FIWARE technology. The monitoring system used in Villa Romana is MHS. Impact: Cost savings, improvements in the efficient and effective management of services, citizen impact and increased business opportunities for companies. Direct impact on sustainability, reducing the carbon footprint and improving energy efficiency in service management.

Investment: 1,115,500 € Duration: 2018-2021.

Dashboard implemented for the visualization of the heritage structure on the platform.

Source: Plataforma Territorio Inteligente Castilla y León.

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Lessons learned - Critical analysis of the cases described One factor that greatly determines the success of projects is the maturity of the technologies found in the market.

It is important to ensure that technological immaturity does not jeopardize the continuity of the project.

•

In the case of Chile, connectivity was not adequate in the desert region. In some cases, poorly tested solutions are proposed in heritage sites that might be useful in agricultural or industrial settings but are not suitable for the heritage city.

It is important to ensure flexibility in the design of projects so that they can be easily adapted to technological advances. The volatility of digital technologies can jeopardize the future of a project or be continuously reviewed and provide new opportunities in municipal management.

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An obvious case, to be considered when designing a project, is the rapid evolution of storage media (floppy disks, CDs, cloud, etc.).

Municipal leadership in digital transformation processes is critical so developments are successful and respond to the real needs and requirements of the municipalities.

This leadership will tie projects together under a common strategy, ensuring their sustainability over time and avoiding unnecessary developments that quickly lose their proposed use.

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The SHCity project owes much of its success to the involvement of the City Council of Avila, which participated from planning to closure.

Interoperability is a key requirement in projects, both at the technological level and at the administrative level. When projects adopt this requirement of data exchange between heterogeneous systems, they can easily evolve and adapt to changes. However, when managed independently, they must at some point face the challenge of interacting with other agencies or digital platforms for coordinated and comprehensive action.

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The SHCity project demonstrates how efficiency is increased with interoperability between technology platforms, but also with unified management (heritage and other public services) from the city council.

Coordination between entities is one of the keys to success. The lessons learned so far show that in this century of the data and sharing economy, you cannot succeed without collaborating and sharing information.

It is essential, therefore, to work with communication, dissemination, and business plans. Digital platforms that enable this coordination can make the process easier.

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In the Smart Territory initiative, a heritage element is included for the first time, exemplifying how platforms developed by different administrations should communicate with each other.

Measurement as a starting point for improvement. The first projects carried out in smart cities have focused on data collection and management. In the future, one of the main challenges of city platforms is the measurement of impacts; this will offer new knowledge when implementing similar systems in other heritage cities.

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The Cáceres Smart Heritage and SHCity projects include impact evaluation and measurement as a starting point for the continuous improvement of the systems and procedures being used.

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4. Recommendations to include the concept of eco-efficiency in smart heritage revitalization processes Recommendations

Short term

Medium term

Long term

Incorporate the EHS concept in the heritage sector, internalizing and contextualizing it.

Align the EHS concept with the Sustainable Development Goals to give it greater visibility and integrity.

Identify areas of application, review current heritage intervention policies, progressively incorporating the new concept, and develop pilot projects within the city that allow the acquisition of knowledge (in short, this is a new discipline) from the development of best practices.

Promote interoperability, allowing a gradual growth of municipal systems, as well as taking advantage of the work already done by other entities.

Promote internal cultural change and the growth of local entities, forming qualified technical teams that ensure both the leadership of digital transformation processes and municipal technological independence.

Promote the communication and dissemination of knowledge acquired, involving the population from the time of initial design to the implementation and execution of plans and projects. Their involvement will help to minimize resistance and maximize impact that these projects can have, contributing to an inclusive and participatory heritage. Users are key in the efficient use of resources.

Facilitate the exploitation of acquired knowledge, sharing information with other entities and networks. This will facilitate the efficiency of projects, creating synergies and opportunities for improvement for the city and society.

Promote the inclusion of EHS at a strategic level in the city plan.

Define impact indicators of EHS activities carried out in the city and at the heritage sites themselves.

Define impact indicators for the economic activities developed around heritage so as to establish the degree of eco-efficiency and define efficient socio-economic development models.

Develop a sustainability plan for future digital technology systems, their data maintenance, and data acquisition and storage systems.

Develop an agile and flexible city plan to develop EHS areas that easily adapt to rapid technological changes and the profound transformations they are causing in society.

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Living

Heritage

TECHNICAL NOTES Latin America and the Caribbean (LAC) is home to a wide variety of cultures and unique historical and natural places, which both contribute to the region’s unique heritage and are valuable assets for its development. The region has more than 140 UNESCO World Heritage sites, including 42 historic centers recognized for their cultural, tangible, and intangible cultural value. In addition to this international recognition, more than 600 LAC historic centers and heritage areas have been declared assets of cultural and heritage interest at the local level, under national laws. However, the phenomenon of rapid urbanization and globalization in LAC has resulted in erosion of the heritage assets of the region, cultural identity of its inhabitants, and the environmental sustainability of their cities.

For this reason there is an urgent need to revitalize LAC's urban, cultural, and natural heritage to protect the roots of Latin American culture. This challenge also presents an opportunity to harness the economic and social potential of urban heritage, contributing to the sustainable, resilient, and equitable development of cities in the region.

The opportunity to revitalize LAC’s urban heritage lies in reaching “Living Heritage” status. We understand living heritage to be the set of expressions and cultural and natural assets that represent the history, traditions, and identity of a city. These expressions are recognized as historical, cultural, and natural valuable by international organizations, by local and national legislatures, or by the valuation and appropriation of its own inhabitants, and their protection and enhancement has the ability to contribute to the sustainable development of the urban area where they are located.

Given this criteria, we believe that a Living Heritage is compromised of four defining pillars: it is a Productive Heritage in its offering of better economic opportunities to its diverse citizens, protecting the most vulnerable; It is a Resilient Heritage by developing capacities for disaster risk management and protection against the effects of climate change, as well as reducing environmental, social, and economic vulnerability; It is an Ecoefficient Heritage that promotes an optimized and intelligent management of natural resources, promoting better conditions for its own preservation and the functioning of the city; and it is a Collaborative Heritage by opening new and better channels of participation and governance that allow for coordinated action amongst various social actors in the management and financing of heritage. With this, a Living Heritage not only guarantees its own selfsustainability over time, but also brings significant benefits to the city and to its communities.

* These notes have not been approved to be cited.

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IDB Cities Network

Resilient Heritage

A resilient heritage develops effective strategy capabilities for disaster risk management and climate change adaptation. Resilient heritage improves responsiveness to the increase in natural and anthropic

threats with special focus on vulnerable communities, understanding that natural, social, economic and urban impacts on heritage can transcend generations and erode the history and identity of a city. Since heritage, both tangible, intangible, and natural, is a fundamental piece of that identity, it is critical to identify, analyze, prevent, reduce, and respond to the risks and eventual disasters it faces.

For this, resilient heritage seeks to strengthen and leverage local knowledge as capital to increase its responsiveness and adaptation to external shocks, especially on the care and use of ecological systems for the well-being of future generations and their cultural and natural heritage.

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Resilience in heritage urban areas in Latin America and the Caribbean This short paper aims to stimulate discussion at the IV Latin American Mayors Forum, which will take place in Seville, in September 2019. The central focus is on the lessons that can be learnt from resilience in urban heritage. With increasing numbers of documented disasters, there is a need for proactive approaches that can reduce risk before disaster occurs and also encourage quicker and more successful recovery, with benefits for both society at large and for heritage. The aim is therefore to promote the inclusion of heritage into the development of resilience programmes for cities around the world.

This report is divided into four parts: Part 1, Introduction, presents an overview of international perspectives on the resilience of heritage urban areas, their importance, challenges still to overcome, key findings and main recommendations.

Part 2, Trends, contains a review of the main challenges and opportunities.

It reviews the principal debates, approaches and trends on resilience in heritage urban areas, emphasizing aspects of planning and prevention, action-oriented strategies and community mechanisms to respond to threats.

Part 3, Innovative responses, highlights the instruments and schemes for intervention and the strategies on relevant issues, challenges and opportunities for the heritage urban areas. It provides four case studies that share experiences in cities that have placed importance in disaster risk management and in adaptation to climate change in processes of revitalization and preservation of urban heritage.

Part 4, Recommendations, defines a series of recommendations for short, medium and long-term actions that promote resilience in the revitalization processes of heritage urban areas, with a focus on Latin America and the Caribbean.

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1. Introduction The conservation of a heritage urban area (HUA) implies using all the necessary processes to retain its cultural significance, that is, its aesthetic, historical, scientific, social or spiritual values, for past, present or future generations. It is important to understand that the cultural significance of a HUA materializes in the area itself and its relationship to the wider landscape, its structure, environment, use, associations, meanings, records, related places and related objects. Following the Burra Charter1 and other international standards, a HUA must be protected and not be placed at risk or left in a vulnerable condition. Given that they are places where knowledge can be developed, they can bring wellbeing to communities, and they have the capacity to strengthen changing communities, and allow their prosperity.

According to the United Nations Office for Disaster Risk Reduction (UNDDR), the definition of resilience is: “the ability of a system, community or society exposed to hazards to resist, absorb, accommodate, adapt to, transform and recover from the effects of a hazard in a timely and efficient manner, including through the preservation and restoration of its essential basic structures and functions through risk management”2.

Therefore, the resilience of a HUA is associated with its ability to retain its cultural significance when exposed to disaster hazards by resisting, adapting and recovering its population, structure, environment, uses, associations, meaning records, places and related objects.

Considering that definition of a resilient HUA, it is important to consider both resilience to slow and cumulative changes, as well as to rapid or dramatic changes. The resilience of the HUA can imply temporary changes and adaptations to face immediate situations, or it can also imply deeper and lasting changes to face an altered state or situation. If the search for a resilient

1. The Australia ICOMOS Charter for the Conservation of Places of Cultural Significance, known as the Burra Charter, was adopted in 1979 and periodically updated. It is recognized as having approached the conservation of heritage and its significance in a way that goes beyond the physical fabric of a heritage place [https://australia.icomos.org/publications/burra-charter-practice-notes/] (accessed on 2 August 2019).

2. [https://www.unisdr.org/we/inform/terminology#letter-r] (accessed on 2 August 2019)

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HUA goes only to the actions to adapt to new situations, it tends to ignore many other vulnerabilities in the area and surrounding environment. A resilient HUA must also involve the ongoing appropriate implementation and adaptation of conservation and management practices in the face of a changing conditions.

Resilience of a HUA is the result of the interaction between vulnerability and ability to cope with disaster risks of the following dimensions of urban systems: physical (structural and material), social, environmental, economic and political and institutional.

Risks are associated with two factors. The first refers to the main threats of disasters such as climate change, earthquakes, floods, hurricanes, as well as, disasters caused by people through large-scale social conflicts, provoked wildfires, unsustainable tourist developments and changes in population caused by migrations and ethnic, religious or cultural confrontations. The second is associated with vulnerability, or the level of exposure to risk in each situation, qualitative and quantitative, including the exposure of human, environmental and financial factors to the threat.

Thus, resilience in this context is adaptation and it requires clear cooperation strategies between sectors that are properly integrated. In particular, collaboration between cultural and natural heritage will be essential (for example, in the conservation of mangroves to preserve the coastline and the HUAs in coastal areas, or the use of green areas to mitigate the temperature in urban centres), as will close cooperation with territorial planning programs and policies (e.g. to ensure the use of renewable energy in the medium or long term, improve energy efficiency, and allow climate change adaptation measures). Cooperation also allows the co-production of knowledge to face new threats, in particular climate change. Only with intersectoral cooperation can the impacts and benefits of resilience-oriented strategies be catalysed.

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Fortunately, the HUAs have historically shown to have a significant capacity to face disaster risks and environmental transformation, because in general:  There are often traditional knowledge systems held by the local population, with timetested solutions based on long-term past transformations caused by environmental, economic, political and institutional and cultural crises; due to the existence of a deep knowledge of their territory in some communities, there are traditional mechanisms for monitoring and early warning.  They have constructive and material systems adapted to local environmental and technological resources and conditions to face disasters (prevention and mitigation), which allow a better post-disaster response as well as a higher energy efficiency in many heritage buildings.  HUAs can go through medium and long-term adaptation of their communities to drastic and profound changes in ethnic, religious, cultural and population movement contexts.

A relationship has been identified between resilience and the conservation of the HUAs thanks to new and broader multicultural perspectives on what constitutes heritage and what its conservation might be. A focus on history and on the material or physical aspects of heritage that has predominated in the Western world is being challenged by global approaches which recognise that:  People are an intrinsic element in the creation and use of cultural heritage, its significance and its conservation. In the specific case of HUA, the people who live, work and enjoy them contribute to both tangible and intangible values.  There is an identification of the HUA as complex and dynamic systems integrating territorially broad urban ecological systems;  The HUA will be seen within the perspective of local sustainable development committed to: a) the reduction of disaster risks caused by natural or human-made hazards, b) the adaptive transformation of urban areas to the impacts of change climate and c) the reduction of the risks of impacts on the environment through lower consumption of products with a low ecological footprint and of fossil fuels.  The HUAs will become important areas for the expression of major social and demographic changes in urban areas and regions due to migrations and floating population (tourists and non-residents).

It is also important to note the recent changes in local, regional, national and international political-institutional systems for strengthening the resilience of urban systems in the face of disaster risks and climate change.

This favours a culture of conservation of the HUAs aimed at sustainable development, resilient to disaster risks and with the objective of general transformation of urban systems for a better quality of life of their populations in the medium and long term.

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In the case of HUAs in Latin America and the Caribbean, the need for resilience strengthening policies is evident due to recent urbanization processes that will change the social, economic, cultural and political-institutional shape and structure of the HUAs. The revitalization plans of the Latin American historical centres, carried out between 1990 and 2000, are good starting points for thinking about strategies and development plans aimed at strengthening resilience.

These projects were developed as a new way of associating the built heritage and intangible heritage with local development projects that went beyond the traditional way of working the heritage according to its historicity, defined by its physical and material aspects

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The analysis of the trends, main challenges and opportunities associated with these case studies of innovative responses, for an approach to strengthening resilience in HUAs, points to the adoption of new planning and management strategies for the conservation and development of HUAs. The new strategies should focus on establishing local integration efforts, at various levels of the plans to strengthen resilience with the local development of the HUAs and their surrounding urban environments. This implies the development of new sources of capital to improve the quality of resilience and the development of local institutional and financial capacity to structure projects that are suitable for these new sources of financing.

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2. Main trends, challenges and opportunities The adoption of resilience as an essential approach to sustainable urban development, including the reduction of disaster risks of natural or human origin and climate change, has been supported and developed by multilateral, private and civil society institutions.

Within the scope of the United Nations (UN), it is worth mentioning again UNDDR,3 together with Food and Agriculture Organisation (FAO),4 United Nations Development Programme (UNDP),5 United Nations Environment Programme (UNEP),6 United Nations Populations Fund (UNPF), UN-Habitat, United Nations Children’s Fund (UNICEF), United Nations Office for Project Services, (UNOPS) World Food Programme (WFP), World Meteorological Organization (WMO), World Health Organisation (WHO), United Nations Educational, Scientific and Cultural Organisation (UNESCO), United Nations Volunteers (UNV) and the World Bank have prioritized disaster risk reduction in their strategic work plans and include disaster risk reduction – in particular through the lens of resilience – in their results-based monitoring frameworks. The actions of these institutions are supported by instruments such as the Sendai Framework for Disaster Risk Reduction 2015-20307 and

3. [https://www.unisdr.org/].

4. [http://www.fao.org/resilience/home/en/].

5. [https://www.undp.org/content/dam/undp/buildingresilience/index.html#/home].

6. [https://www.unepfi.org/psi/global-resilience-project/].

7. The Sendai Framework is the first major agreement of the post2015 development agenda, which aims for the following outcome: The substantial reduction of disaster risk and losses in lives, livelihoods and health and in the economic, physical, social, cultural and environmental assets of persons, businesses, communities and countries [https:// www.unisdr.org/we/coordinate/sendai-framework].

the UN’s 2030 Agenda for Sustainable Development,8 in particular Sustainable Development Goal 11 (SDD 11.4: “Strengthen efforts to protect and safeguard the world’s cultural and natural heritage”). In the field of private organizations and civil society, the contribution made by the 100 Resilient Cities programme9 and the ICLEI - Local Governments for Sustainability10 can be highlighted as providing useful approaches.

Such coordination of efforts is even more necessary in view of the recent alert of the World Climate Organization (WCO) that the ceiling of increase of 1°C in the average temperature of the globe is very close and that it is very likely that an increase of 1.5°C will become a reality. This will exacerbate the impact of hazards and potentially create new threats to people and heritage, including HUAs.

8. The 2030 Agenda for Sustainable Development, adopted by all United Nations Member States in 2015, provides a shared blueprint for peace and prosperity for people and the planet, now and into the future. At its heart are the 17 Sustainable Development Goals (SDGs), which are an urgent call for action by all countries - developed and developing - in a global partnership. They recognize that ending poverty and other deprivations must go hand-in-hand with strategies that improve health and education, reduce inequality, and spur economic growth – all while tackling climate change and working to preserve our oceans and forests [https://sustainabledevelopment.un.org/].

9. 100 Resilient Cities (100RC) is dedicated to helping cities around the world become more resilient to the physical, social and economic challenges that are a growing part of the 21st century. 100RC supports the adoption and incorporation of a view of resilience that includes not just the shocks—earthquakes, fires, floods, etc.—but also the stresses that weaken the fabric of a city on a day to day or cyclical basis. By addressing both the shocks and the stresses, a city becomes more able to respond to adverse events, and is overall better able to deliver basic functions in both good times and bad, to all populations [http://www.100resilientcities.org].

10. ICLEI – Local Governments for Sustainability is a global network of more than 1,750 local and regional governments committed to sustainable urban development [https://www.iclei.org/].

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In the field of cultural heritage, UNESCO´s World Heritage Centre and ICCROM have adopted proactive positions in promoting studies and action programmes for disaster risk management and to strengthen resilience of heritage sites.11 In the case of Latin American HUAs, the need for resilience strengthening policies is evident due to three urbanization processes that will dramatically change the social, economic, cultural and political and institutional shape and structure of the HUAs, and imply challenges that are important for the creation and implementation of policies for sustainable development and for strengthening resilience to disaster risks. These are:

 Abandonment by local residents: The abandonment of the HUAs and the traditional ways of urban life by local populations and businesses associated with higher income, in favour of new areas of urbanization within or outside their regions. This is evident in a large number of heritage centres, especially in small and medium-sized cities in regions with less economic dynamism. This process leads to low public or private investment in local urban and environmental infrastructure and leads to a weakening of the institutional and community processes of political and social mobilization in favour of local development and disaster risk prevention.

 Demographic changes when less affluent residents move out: The deep demographic, social and economic changes in the HUAs with important tourist attraction, such as cities and historical centres inscribed in the World Heritage List, which undergo a change of people and businesses aimed at groups who pay higher rents and at tourists. Despite investments in private property, monuments and public spaces, the dynamics of the local economy, hostage of a single sector, often expels traditional inhabitants, does not allow the formation of a sense of belonging to heritage, and makes social cohesion between the habitants more fragile. This hinders the formation and social adherence of strategies to improve resilience to disaster risks.

11. [https://www.iccrom.org/section/disaster-resilient-heritage/disaster-resilient-heritage].

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 Demographic changes when more affluent residents move out: The transformation of the historical centres of the metropolis and the large cities due to the intense substitution of resident populations and social and economic activities. The groups who pay higher rents and the businesses with the highest added value move to new suburbs and the historic centres are occupied by lower-income populations, national and foreign migrants, retail trade and services with products of lower value and street trade. They are dynamic centres during the days and empty during the nights. They have low private or public investment in built structures, obsolete and deteriorated urban infrastructures, which now have a very different urban life from the previous one and separated from the parts of the city. The diversity of types of people and social groups, with different cultural traditions, can lead to little social cohesion between groups.

The situations described above indicate that it is very difficult to devise policies and plans to strengthen the resilience of the HUAs without adopting a planning approach for sustainable development that is valuesbased and integrated in territorial, multidimensional, participatory and cultural terms. Disaster risk has become an acute and growing problem for HUAs in Latin America and the Caribbean. The poorly planned urban environment, weak urban governance, old and aging and fragile physical infrastructure and gaps in basic services together with rapid urban growth have increased pressure on HUAs and their urban environments and, therefore, also their exposure to disaster risk. However, there is a consensus that “command-and-control” approaches based on the top-down exercise of authority, which are the most often used by civil defence systems in Latin America and the Caribbean, are inadequate for disaster risk reduction. Today´s institutional management systems usually oblige disaster agencies to implement top-down planning systems without transparency or distributed social responsibility, and without any systematic approach to disaster risk reduction, community empowerment or resilience building with a loss of positive outcomes.

The revitalization plans of historical centres in Latin America and the Caribbean, made between 1990 and 2000, are good examples, and starting points, to think of strategies and development plans aimed at strengthening resilience to disasters and climate change. These projects were developed as a new way of associating built heritage and intangible heritage of the historic centres and their resident populations, with local development projects that went beyond the traditional way of working with heritage according to its historicity defined by its physical and material aspects. These were plans that sought to use historical centres as “local economic and community development platforms” (Rojas, 2012) in recognition of the fact that a community cannot flourish if it is not resilient.

The creation of a new urban planning approach of the HUA in Latin America and the Caribbean, with a focus on disaster resilience and adaptation and transformation to climate change, must follow a new path that uses the experience of revitalization plans and recognizes the need to address the important challenges outlined below:  need to adopt a systemic and dynamic vision of the local urban heritage, centred on a full range of tangible and intangible values, on the attributes that express those values, and their relations with the social, cultural and environmental processes of disaster risk reduction and transformation for longterm sustainable development;  need for an integrated approach to urban heritage planning with wider territorial planning, which takes into account disaster planning and climate change in cities and their surroundings;  recognition of the need for the resolution of local problems through local social consensus processes that maximize the use of local economic, social, institutional and environmental resources and with the support of complementary external resources;

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 creation of financing, planning and management systems for adaptation and transformation projects to face deep urban changes (climate change, for example) in HUAs and their surrounding urban systems; and  need to open the management system and urban planning schemes to all relevant stakeholders, thereby bringing benefits to society and improved heritage conservation.

The challenges may seem very difficult to overcome.

However, there are processes in Latin America and the Caribbean HUAs that work together to form a positive dynamic for coping with disaster risks and improve resilience.

There are now real opportunities that favour and help in the adoption of public policies to face the risks of disasters associated with the promotion of local sustainable development. These suggest ways forward, such as:  local, regional and national institutional systems to support humanitarian and environmental crises caused by disasters, with a faster response capacity, such as the civil defence network systems in several countries in Latin America and the Caribbean;  regional, national and international institutions that support local sustainable development, heritage conservation and prevention, mitigation, adaptation and urban transformation for disaster risks. In general, these are public institutions, which act with the support of civil society, which provide support for the formulation of plans and projects, training of technical personnel and the general public, access to cases of good practice in various regions of the world, financing of projects of intervention in infrastructure and institutional training, and formation of local, regional and institutional networks;

 the adoption of the UNESCO’s Recommendation on the Historic Urban Landscape12 as a conceptual reference that emphasizes the importance of territorial-regional planning as an integrated approach to sustainable urban development that integrates urban heritage areas with urban development again, both in peri-urban areas and in rural areas, recognizing their interdependence;  development of evaluation protocols and rapid action decision-making for disaster risk assessment and formulation of local responses. These protocols are important because they are economic tools that can help quickly and accurately assess vulnerabilities and assess the response capacity that local planning, management and public maintenance systems can imply for disaster risks. Good examples include the City Resilience Actions and Perceptions tools13 and the Assets and Risk tool14 developed by the 100RC, and the Cities and Climate Change Initiative15 of UNHabitat, which are analytical instruments designed to support a qualitative diagnosis of a city’s resilience, contributing to the development of its comprehensive resilience strategy;  recognition of the importance of the private sector and civil initiatives in increasing local capacity to respond to disaster risks.

12. The Recommendation on the Historic Urban Landscape is an additional tool to integrate policies and practices of conservation of the built environment into the wider goals of urban development in respect of the inherited values and traditions of different cultural contexts [https://whc.unesco.org/en/hul/].

13. [http://100resilientcities.org/100rc-arup-city-resilience-actionsperceptions-tools/].

14. [https://www.100resilientcities.org/tools/assets-and-risk/].

15. [https://unhabitat.org/urban-initiatives/initiatives-programmes/ cities-and-climate-change-initiative/].

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3. Innovative responses The following case studies provide examples of experiences gained in various situations that aid the identification of approaches which might help build resilience in HUAs. The first case, from SĂŁo Luis do Paraitinga, shows how the strong connection of the community with its tangible and intangible heritage was essential to overcome a scenario of economic stagnation and for a quick recovery following a devastating disaster in the historic centre of the city.

The second case, in Hoi An, shows the strengthening of resilience of the local infrastructure by not abandoning the traditional construction techniques to contain the coastal sea rise which affects the historic centre and the surrounding cultivated areas.

The third case, the Historic Centre of Quito, is an example of innovation in risk assessment methodologies to evaluate the attributes expressing the Outstanding Universal Value of the Historic Centre, inscribed in UNESCO’s World Heritage List.

The fourth case, Belgrano Station, in an innovative project of the use of heritage as a catalyst for local development and to strengthen the city’s recovery capacity from a position of social and economic fragility.

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São Luis do Paraitinga, State of São Paulo, Brazil - Case of post-disaster resilience based on a strong relationship between community and its heritage São Luis do Paraitinga is a small historic city located between the metropolis of São Paulo and Rio de Janeiro.

In 2010 it had approximately 10,400 inhabitants, of which 6,200 were in the urban area. It was founded in 1768 on the banks of the Paraíba de Sul River, and had its economic peak in the 19th century, with the production of coffee. The rich vegetation that constitutes this landscape of a “sea of hills” began to be destroyed in the 19th century with the introduction of coffee, then with cattle and, at the beginning of the 20th century, by urban expansion on the slopes, the bottoms of the valleys and the river bank. Pastures and agricultural production predominated in landscape use until the 1980s, when a decrease in production was experienced with the consequent stagnation of the municipality.

In the 1990s the city initiated an economic change in the direction of cultural tourism based on traditional religious festivals, carnivals and rural tourism. The historic centre was very well preserved, maintaining the 19th century civil constructions and religious monuments, which constituted valuable heritage for housing tourism support services. In 1982 the city was included in the list of cultural property of the State of São Paulo and in 2012 in the list of national heritage.

On January 1, 2010, a large part of the historic centre was ruined due to a severe flooding caused by the river.

The buildings were made of clay, using a system of mud mortars, which enable the destruction caused by the flooding. Among the 426 buildings included in the list of protected heritage, 18 were totally ruined and 65 were partially affected; the disaster affected 20% of the listed heritage. Two ancient churches, one public school and public archives (from the municipality, the notaries and the law court) were destroyed, and the local economy was paralyzed for nearly one month with approximately 225 other commercial buildings also damaged. Close to 80 houses were destroyed and 146 were damaged, and more than 5,145 persons were left homeless, corresponding to 49.48% of the total population.

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The post-disaster response of the population and local institutions was exemplary. In two years, most of the collapsed buildings were rebuilt and many of the damaged buildings were repaired. The local economy was reactivated with great capacity. The disaster generated a mobilization that had never happened in the city. The population, heritage agencies, city council, state government, universities and non-governmental organizations were involved in the reconstruction process. Sector Committees were created with representatives of regional and national local public institutions and civil society to discuss reconstruction and direct project solutions and financing requests. The community’s participation in synergy with civil defence actions and heritage organisations ensured a strong resilience process that was the hallmark of the city’s reconstruction.

It is important to highlight that the existence of an excellent cultural heritage inventory, maintained by the heritage protection institutions, facilitated the reconstruction process. In addition, the existence of a municipal development master plan has greatly helped in redirecting the reconstruction actions that followed the post-disaster phase.

Meanwhile, the absence of a previous disaster risk prevention strategy caused that only after the reconstruction phase, the city is now tackling the environmental, economic, social and institutional vulnerabilities in an integrated manner. Only after the reconstruction phase are environmental, economic, social and institutional vulnerabilities being addressed in an integrated manner, but still without pointing to a qualitatively new environmental and urban situation to face new disaster risks.

According to the research by Mioto Silva and Simões Junior (2018) in the face of adversity and existing social vulnerabilities, the process has demonstrated the need and importance of a community being prepared to face these adversities. The awareness by the communities, their degree of mobilization, the actions integrated between the various public and private agents, all these factors are parameters to determine the degree of resilience of a community or city. And the accident in São Luis served to measure how well (or not) Brazilian cities are prepared for this kind of confrontation.

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Hoi An, Viet Nam – Case study on the use of local knowledge to build urban resilience to climate change16 Hoi An is located in central Viet Nam, south of Danang in Quang Nam province. In 2011 the city had 90,620 inhabitants spread over an area of 6,670 ha. It is located on a coastal plain, in the estuary of the Thu Bon river basin, where other rivers converge. The urbanized part of the city is located at an elevation of between 0 and 15 meters above sea level. Tourism, commerce and services accounted for 59.7 percent of economic activity in 2010, compared with 11.8 percent for fisheries and aquaculture and three percent for agriculture. In 1999, UNESCO recognized Hoi An as World Heritage because the city contains more than 800 preserved houses from the 16th and 17th centuries in their original urban layout.

Approximately 25 percent of all typhoons that arrive in Vietnam affect Hoi An. In recent years, there were numerous floods where the height of the floods reached more than three meters.

The assessment of the ability to adapt to climate change focused on five main hazards including floods, salinity, coastal erosion, erosion of riverbanks and storms. The analysis highlighted the accumulated impacts of hazards, especially flooding and erosion of riverbanks. With that, an evaluation was made to determine the capacity to adapt according to four dimensions: technology, finance, human resources and institutions.

Due to the long and continued improvement of traditional building techniques to face floods and storms every year, the communities and the government of Hoi An have a high awareness and a high response capacity in preparedness to disasters, social cohesion and mutual support. However, the potential impact of flooding in the city remains significant.

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Social cohesion at community level is at risk due to changes in urbanization and tourism. Many families in the Old Quarter have sold their properties and have moved to the edge of the city. There is a change in attitude, far from heritage and cultural preservation of the Old Quarter. Another factor that has a negative influence on the social structure is the decrease of the population in some neighbourhoods, since the younger generation no longer wishes to participate in agricultural production and fishing activities and prefers to migrate to larger cities.

Hoi An, like most cities in Viet Nam, still lacks an institutional body to coordinate the preparation and implementation of climate change action plans, as well as to ensure the link between these action plans and existing interventions related to sustainable urban development.

The assessment of vulnerability has shown that the finances and the use of advanced technology for analysis and management are two of the weakest aspects in the city’s adaptive capacity. The UN-Habitat report (2014) indicates that Hoi An “as a World Heritage City [...] be positioned to take advantage of any available funding from the state budget, the city budget, international cooperation or the participation of companies”. The Hoi A city government has taken the initiative to prepare the Ecological City Development Plan for 2030, based on three pillars: urban planning and urban services, sociocultural aspects and governance, and sustainable natural resources. That plan complements the city’s master development plan.

The UN-Habitat tool was used to identify existing weaknesses and strengths in Hoi An to create development plans centred on climate change. But an important conclusion was to show that the continuation and strengthening of intangible heritage, expressed in the building technology to face floods and storms, is an essential element to increase the city´s resilience and resistance to climate change.

16. This case study was entirely based on the report. Hoi An, Viet Nam – Climate Change Vulnerability Assessment, UN-Habitat, 2014)

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Historic Centre of Quito, Quito, Ecuador - Case of disaster risk assessment and strategic guidelines for the Historic Centre with regards to its Outstanding Universal Value.

Quito was founded in the 16th century over the ruins of an ancient Inca city, perched at 2,850 meters above sea level. Its historic centre is very well preserved and is authentic in spite of the destruction caused by the 1917 earthquake. Its monasteries, churches and buildings are examples of the art of the baroque school of Quito, in which Spanish aesthetic influences merge, Italian, Mudejar, Flemish and indigenous elements. In 1978, the historic centre was the first urban area included in the UNESCO World Heritage List.

The historic centre of Quito covers an area of 376 hectares of protected built heritage and 230 of natural protection. It is composed of 4,286 listed properties.

31% of this territory is composed by public space, road infrastructure and unbuilt areas.

Between 2017 and 2018, the Metropolitan Government of Quito developed the Plan for Disaster Risk Management for the Central Core of the World Heritage Historic Centre of Quito, which was integrated into the Metropolitan Plan for Risk Reduction Management of Disasters ‘Quito is Ready’ for the entire the Quito metropolitan area.

The city and the historic centre are in an area of the territory subject to strong threats of earthquakes, land movements, volcanic eruptions, floods, structural fires and conflicts deriving from massive political or social concentrations and demonstrations.

The methodology of the plan was based on the World Heritage manual prepared by ICCROM on Disaster Risk

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Management for World Heritage.17 In addition, it was an innovative plan, since it assessed disaster risks for each threat at two levels: 1) sub-areas of the historic centre and 2) heritage elements/attributes capable of fully expressing the Outstanding Universal Value under which the Historic Centre has been included in the World Heritage List.

Fifty-six attributes, buildings or public heritage spaces, were selected from the Core of the Historic Centre of Quito, as capable of expressing the Outstanding Universal Value of the site. These elements were subjected to an evaluation to determine the relative importance of each element in the expression of the Outstanding Universal Value of the site. This, associated with the evaluation of the vulnerability of each attribute against each threat, made it possible to estimate the disaster risk of threats to each attribute of the historic centre.

For the completion of this complex process, the heritage inventory was a fundamental tool because it constitutes the planning and management instrument that contains the registration, recognition, physical evaluation and documentation of conservation treatments on built heritage sites, as well as information on the urban, environmental, cultural, architectural, constructive, conservation and occupation and use characteristics.

Based on the risks associated with sub-areas and the attributes of the historic centre, it was possible, with a broad participatory process of numerous governmental and civil society institutions, to outline strategic actions for prevention, mitigation, preparation and organization of response to adverse events in the Historic Centre of Quito. In addition to these strategic guidelines, institutional mechanisms were developed for the protection of the heritage of the Historic Centre at the level of the sub-regions and of the attributes that fully express its Outstanding Universal Value. The plan was concluded in 2018, and some time will be required to assess its effectiveness.

17.  [https://whc.unesco.org/en/managing-disaster-risks/].

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tensions related to the lack of access to infrastructure and services in the most vulnerable neighbourhoods, as well as to the obsolescence and redundancy of such infrastructure systems.

Estación Belgrano (Santa Fe, Argentina) - Case of a revitalization plan for a heritage building as a catalyst for local development and for strengthening the social and economic resilience The city of Santa Fe is located between the flood valleys of two rivers of the plain - Paraná and Salado - with its periodic natural cycles of flooding and drying. Land occupation and urban growth has occupied areas in the floodplains without paying attention to their conditions or trying to overcome them. Santa Fe has become a vulnerable territory, exposed mainly to water hazards such as river floods, heavy rains or the combination of both. The floods of 2003 and 2007 caused a high degree of harm in the territory, the volume of damages and losses caused to the population and its systems and, especially, due to the social crisis generated by a breach of confidence in public power and the weakening of the institutional ties of the community. In 2008, the local government incorporated disaster risk management as the central policy of the development plan.

The city of Santa Fe, in collaboration with 100RC, developed a Resilience Strategy18 whose main challenges were: 1) hydro-meteorological impacts aggravated by climate change, 2) economic and social tensions linked to the problems of violence, unemployment and informal urban settlements in areas of water risk and 3) physical

The Santa Fe Resilience Strategy is organized as a strategic plan with four pillars, 13 objectives and 50 initiatives.

Pillar 2, defined as “Connecting with Opportunities”, has three economic development objectives: 1) Increase formal employment opportunities for young people, encouraging sectors of the local economy with greater development potential, 2) Reduce the housing deficit and reduce the number of families living in situations of water vulnerability or in informal settlements and 3) Expand opportunities for social inclusion and community integration, with special emphasis on access to basic public services.

The Belgrano Railway Station is one of the buildings of heritage value in the city. In 2008, it was recovered by the Municipality as a Convention, Exhibition and Fair Centre.

The city’s Resilience Strategy aims at transforming the station and its surroundings (railroad grounds and warehouses) into a tourism pole for national and international events. For this reason, a plan to revitalize the area is being developed (2019) through the recovery of unused land, building a new urban occupation around the station, with multi-purpose buildings, urbanistically integrated into the city, with housing, green spaces, bike lanes and economic activities, as well as identifying sources of financing to specify the different projects for improvement and expansion of the land property destined for a Convention Centre.

18. [http://www.100resilientcities.org/cities/santa-fe/].

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These case studies indicate that: 1. Risk plans tend to be integrated with wider local, municipal and regional development policies and plans. It is very difficult, and fairly meaningless, to isolate urban heritage areas for the assessment of and coping with disaster risks.

2. The knowledge and experience of the local community, when dealing with past disasters, is very helpful in formulating action for the prevention, mitigation, preparation and organization of future responses for local urban, social, economic and institutional transformation. However, it is necessary to improve the level of knowledge on the risks and the sensitivity towards vulnerability of each site, in particular those associated with climate change at all levels: population (traditional and new migrants), decision makers in planning and strategic development, decision makers of policies, decision makers for financing.

3. The existence and availability of disaggregated information about elements and heritage attributes is essential. In that sense, the availability of heritage inventories, associated with geographic information systems (GIS), can be tools of great value for the prevention; mitigation, preparation and organization of response for urban transformation in the face of disaster risks.

4. There are existing protocols available to multilateral agencies and non-governmental organizations for the formulation of evaluation and action strategies for risk prevention, which, if adopted and adapted, could be of great help to politicians, community technicians and citizens of urban heritage areas who want to face the challenges to prepare to face disaster risks.

5. There is also a need for more information (shared at an international level) on case studies, in order to better understand the risks and vulnerabilities, as well as the impact of policies and strategies, and learn lesson from them for new solutions for the future.

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4. Recommendations The analysis of the trends, main challenges and opportunities associated with the case studies of innovative responses, for an approach to strengthening resilience in the HUA, points to the adoption of planning and management strategies for the conservation and development of HUA. The new strategies should focus on establishing local integration efforts, at various levels of the plans to strengthen resilience with the local development of the HUAs and their surrounding urban and non-urban environments. This implies the need for sources of capital to improve the quality of resilience and the development of local institutional capacity to structure suitable projects. This suggests the need to redirect a program initiative that can be summarized as follows: 1. Incorporate the topic of disaster risk reduction and climate change so that they become essential factors in the planning processes, project design and development decisions of the HUA, in front of new challenges and changes, while keeping a very long term view.

2. Build local institutional capacity to prepare, structure and manage development at the level of the HUA and its adjacent areas.

3. Develop the capacity of bottom-up planning processes to identify specific vulnerabilities and risks, and adapt related risk reduction solutions with performance improvements to the social, economic, institutional and environmental systems of the HUAs. 4. Ensure a bottom-up and middle-out institutional and technical capacity to design comprehensive resilience improvement projects; for the management and implementation of complex local development and revitalization projects of the HUAs; and for the preparation of the different investment proposals related to the different components of these projects and that the local organisations implement to facilitate and support the contributions by the community and by regional and national institutions.

5. Capital investment should concentrate efforts to raise the quality of human, social, physical, environmental and financial capital available in the HUAs and surrounding urban areas to be sufficiently resilient against potential shocks. The systematic investment in human and social capital is essential as an integral component of disaster risk reduction and resilience building, as well as post-disaster recovery.

6. Maintaining permanently updated information systems on the HUA, its elements and heritage attributes is of fundamental importance in all phases of a strategy to strengthen the resilience of the HUA. Traditional cultural and heritage inventories can be starting points for the creation of dynamic information systems (such as Geographic Information Systems) that will be important for risk assessment tasks, for the continuous maintenance of physical and environmental urban structures and of the heritage elements and attributes of the HUA, as well as a reference for possible repairs and reconstructions in post-disaster actions.

Cultural heritage can be the focus of community participation and strengthening of the social fabric (necessary in view of the imminent challenges posed by increasing urbanization, and by migration). But new strategies and ideas are also required, to deal with factors that occur with more intensity and frequency than in the past. We are faced with combinations of factors that we had never faced before, and this requires flexibility and adaptation possibilities. This will also imply new decision-making at sites that, due to the effects of climate change, cannot be saved.

Finally, in order to keep HUAs as living urban centres, their resilience must be strengthened in order to maintain activities within them, involving local (old and new) communities, visitors (in such a way that the visits are agreeable to everyone), possible patrons of HUAs; involving heritage conservation agencies, to keep HUAs alive and sustainable, in line with their significance; and developing urban policies which aspire to sustainability in the mid and long-term.

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5. References Brugmann, Jeb (2011) Financing the Resilient City: A demand driven approach to development, disaster risk reduction and climate adaptation. ICLEI - Local Governments for Sustainability, Bonn ICOMOS Australia (2013) [1979] The Burra Charter, Australia ICOMOS charter for places of cultural significance, Australia ICOMOS. Moradei, Natalia dos Santos (2016) A grande enchente de São Luiz do Paraitinga - 2010. Dissertação de Mestrado, FAUUSP, São Paulo.

Rojas, Eduardo (2012) ‘Governance in Historic City Core Regeneration Projects’. In: G. Licciardi and R. Amirtahmasebi (eds.), The Economics of Uniqueness: Investing in Historic Cores and Cultural Heritage Assets for Sustainable Development, World Bank, Washington, DC, pp. 143-181.

Silva, Tânia Cristina Bordon Mioto e José Geraldo Simões Junior (2018) “São Luiz do Paraitinga: Resiliência Pósdesastre de uma Cidade Patrimônio Nacional”, Cadernos de Pós-Graduação em Arquitetura e Urbanismo 18 (2).

UNESCO, ICCROM, ICOMOS, IUCN (2010) Managing disaster risks for World Heritage, UNESCO, ICCROM, ICOMOS, IUCN, Paris.

United Nations Environment Programme Resilience and resource efficiency in cities, UN.

(2017)

United Nations Human Settlements Programme (UNHabitat). 2014. Hoi An, Viet Nam – Climate Change Vulnerability Assessment, UN-Habitat, Nairobi.

Verde, Pedro Frazatto. 2013. Cidades históricas atingidas por tragédia ambiental: estudo de caso de São Luiz do Paraitinga (SP). Dissertação de Mestrado, Pontifícia Universidade Católica de Campinas, Campinas.

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IDB Cities Network

Living

Heritage

TECHNICAL NOTES Latin America and the Caribbean (LAC) is home to a wide variety of cultures and unique historical and natural places, which both contribute to the region’s unique heritage and are valuable assets for its development. The region has more than 140 UNESCO World Heritage sites, including 42 historic centers recognized for their cultural, tangible, and intangible cultural value. In addition to this international recognition, more than 600 LAC historic centers and heritage areas have been declared assets of cultural and heritage interest at the local level, under national laws. However, the phenomenon of rapid urbanization and globalization in LAC has resulted in erosion of the heritage assets of the region, cultural identity of its inhabitants, and the environmental sustainability of their cities.

For this reason there is an urgent need to revitalize LAC's urban, cultural, and natural heritage to protect the roots of Latin American culture. This challenge also presents an opportunity to harness the economic and social potential of urban heritage, contributing to the sustainable, resilient, and equitable development of cities in the region.

The opportunity to revitalize LAC’s urban heritage lies in reaching “Living Heritage” status. We understand living heritage to be the set of expressions and cultural and natural assets that represent the history, traditions, and identity of a city. These expressions are recognized as historical, cultural, and natural valuable by international organizations, by local and national legislatures, or by the valuation and appropriation of its own inhabitants, and their protection and enhancement has the ability to contribute to the sustainable development of the urban area where they are located.

Given this criteria, we believe that a Living Heritage is compromised of four defining pillars: it is a Productive Heritage in its offering of better economic opportunities to its diverse citizens, protecting the most vulnerable; It is a Resilient Heritage by developing capacities for disaster risk management and protection against the effects of climate change, as well as reducing environmental, social, and economic vulnerability; It is an Ecoefficient Heritage that promotes an optimized and intelligent management of natural resources, promoting better conditions for its own preservation and the functioning of the city; and it is a Collaborative Heritage by opening new and better channels of participation and governance that allow for coordinated action amongst various social actors in the management and financing of heritage. With this, a Living Heritage not only guarantees its own selfsustainability over time, but also brings significant benefits to the city and to its communities.

* These notes have not been approved to be cited.

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Tourism, heritage and urban development: Opportunities for new digital technologies in tourism planning and management of urban heritage resources in Latin America and the Caribbean 1. Introduction This report is intended as a guide to inspire public sector decision-makers in Latin America and the Caribbean, who have responsibilities in the areas of planning, heritage, culture, and tourism, with innovative solutions offered by new digital technologies in tourism planning and management of urban heritage resources. It also intends to contribute to preserving the main urban heritage assets; increasing public participation in heritage and tourism related decision-making and adding value to the urban narrative and identity; increasing the attractiveness of the city as a tourist destination; and increasing the economic impact and productivity of urban cultural tourism1.

Tourism is one of the most important economic activities, contributing 10% of global GDP and representing 30% of exports in services, making it an indisputable factor in human development and exchange. In 2018, according to the World Tourism Organization, almost 40% of international tourist arrivals worldwide were made up of visitors with cultural motivations and/or who carry out cultural activities at their destination. The average

1.  Urban cultural tourism can be defined as a trip outside one’s usual environment to visit or participate in cultural activities. For example, a visit to a museum, a historical landscape or monument; traveling a literary trail; or attending a concert or a festival. It can also include active participation in local cultural expressions (cooking, crafts, etc.) or creative self-expression (painting, photography, etc.).

annual growth of this tourism demand segment in recent years is estimated at 4.5% and the prospect is that this growth will continue. Latin America received 217 million international tourists in 2018, up 3% from the previous year compared to 6% growth worldwide. In cities, cultural tourism is one of the fastest growing segments of the tourism industry, being the main or complementary motivation linked to both vacation and business tourism as an added and differential value2.

Urban heritage sites are an expression of the tourism offer, focused mainly on historic centers, neighborhoods with identity, monuments, iconic museums, unique houses, cultural centers, art galleries, and intangible expressions of heritage. Religious tourism and gastronomic tourism, although they have their own unique character, are closely linked to urban heritage tourism. Tourism offers economic, social, and environmental benefits that can generate improvements in the quality of life of communities, while preserving local heritage assets and contributing to the development of the creative economy (Buitrago and Duque 2013; Tresserras 2014).

2.  At the Third UNWTO/UNESCO World Conference on Tourism and Culture: For the Benefit of All (2018), a session was organized focusing on the potential of cultural tourism to help cities become more sustainable and creative environments and destinations, and concluding that the creative and cultural sectors can strengthen cultural tourism and provide innovation by forging links that make tourism a tool for safeguarding tangible and intangible cultural heritage.

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The establishment of the New Urban Agenda (NUA), the Paris Agreement, and the Sustainable Development Goals (SDGs) of the United Nations’ 2030 Agenda recognizes the growing leading role of cities in the competitive development of countries, action against climate change, and the reduction of inequality. Also, the Cities goal, or Goal 11 of the SDGs, recognizes, together with environmental challenges, the importance of redoubling efforts to protect and safeguard cultural and natural heritage. The development of urban heritage tourism, within the framework of sustainable tourism policies aimed at creating jobs and promoting local culture and products, would also allow implementation of SDG 8, which promotes continued, inclusive and sustainable economic growth, full employment and productive and decent work for all; and also SDG 12, which guarantees sustainable consumption and production patterns.

Notwithstanding, poorly planned or managed tourism growth can lead to gentrification, overcrowding, and deterioration of the sense of place. This can threaten community identity and the integrity of the social-urban fabric and cause a loss of functionality and mobilization of the people in historical centers and neighborhoods with identity. These factors, coupled with the pace at which cities grow, require public sector intervention – the only one capable of overcoming market failures associated with the management of public and semipublic goods, coordinating key actors, and accessing market information – to guarantee the competitiveness, sustainability, and quality of urban destinations.

Many urban centers, such as heritage neighborhoods, have become physically and functionally obsolete and consequently abandoned. This is coupled with major challenges such as pollution and increased amounts of solid waste, inequality and spatial segregation, proliferation of informal settlements, unregulated tourist accommodations, etc. It is necessary to integrate these heritage neighborhoods into the urban context and geographical setting, considering the important UNESCO recommendation on the historic urban landscape3 as a tool for sustainable urban development.

It explains the city as the result of a historic layering of cultural and natural values and attributes that transcends the notion of “historic center” or “ensemble”.

From the point of view of urban heritage conservation and improvement, it is necessary to plan with emphasis on a holistic and systemic approach that goes beyond the conservation of the physical environment to also encompass the human environment in all its aspects, material and immaterial (Bandarin and Van Oers 2014; ICOMOS 2016; UNESCO 2016).

In this context, the emergence of new technologies and their increasing use in the tourism industry offers new tools for dealing with the widespread challenges of heritage conservation and tourism management. This report is structured in three sections: the main trends in urban heritage tourism; new technological tools that improve planning, management, and development; and a set of recommendations.

3. http://portal.unesco.org/en/ev.php-URL_ID=48857&URL_DO=DO_ TOPIC&URL_SECTION=201.html

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2. The current state of and trends in urban heritage tourism Tourism allows for the visualization of the economic dimension of heritage, since the tourist visitor is an intensive consumer of goods and services, making it possible to boost different sectors of the local economy and generate wealth and employment. Urban tourism in Latin America and the Caribbean has grown significantly in recent years, thanks to the increased appreciation for cities’ heritage resources and the new demand trends. Beyond the economic benefits, urban cultural tourism can be the key to fostering a closer relationship between local communities and the irreplaceable value of their heritage.

In this regard, the World Tourism Organization (2016) has set two general objectives for the field of cultural tourism: to be responsible, inclusive and sustainable, contributing to the socioeconomic development of local communities and improving their welfare; and to contribute to the enrichment and conservation of the destination’s cultural identity, promoting cross-cultural exchanges between visitors and the host community, as well as the promotion and preservation of cultural heritage.

2.1. Trends in urban heritage tourism from the perspective of supply and demand In relation to urban heritage tourism, the city offers a perspective that is not reduced to the monumental.

Cultural activation generates a transversal axis from which to interpret time and urban history, through its streets, its landmarks and its nodes; to acquire leisure goods and services at specialized facilities; to satisfy cultural expectations associated with a variety of interests; as well as to enjoy a gastronomy linked to the region (Vera et al. 2013; Tresserras 2004, 2014).

It complements the concept of inclusive heritage4, which promotes accessibility to tangible and intangible heritage, ensuring safe visits and stays and taking advantage of benefits and services, while humanizing cities. Likewise, inclusive local economic development promotes social cohesion and economic productivity of different sectors and cultural capital, as well as strengthens common and diverse identities. It ensures participation and retention of vulnerable communities or excluded economic groups through affordable housing options and universal accessibility conditions (Navarrete et al. 2019).

4.  Inclusive heritage is one of the pillars of the Living Heritage program of the Inter-American Development Bank, a multisectoral initiative aimed at strengthening the capacity of cities in Latin America and the Caribbean to promote the conservation and appreciation of urban heritage as a catalyst for economic, environmental, and social progress, and as a means to strengthen cultural identity and sustainable and equitable urban development.

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2.1.1. Supply.

The main destinations for urban heritage tourism in Latin America are heterogeneous and correspond to metropolises or national capitals, heritage cities, cities with intangible cultural heritage demonstrations and expressions, and cities linked with their rural territory (see Table 1).

Table 1. Typologies of urban cultural destinations

Typology

Metropolises or national capitals

Description

Combine the heritage supply with the arts and cultural and creative industries

Degree of development

Urban heritage destinations

Very high

Mexico City CDMX (Mexico), Buenos Aires (Argentina) and Havana (Cuba)

High

Rio de Janeiro (Brazil)

Medium

Lima (Peru), Santiago (Chile), Bogotá (Colombia), Brasilia and São Paulo (Brazil), Montevideo (Uruguay) and Quito (Ecuador)

Low

Santo Domingo (Dominican Republic), Panama City (Panama) and La Paz (Bolivia)

Heritage Cities

Based on archeological zones, colonial and republican historical centers, neighborhoods with identity, monuments and museums

High

Cuzco (Peru)5, Cartagena (Colombia), Valparaíso (Chile), Salta (Argentina), Antigua (Guatemala), Colonia de Sacramento (Uruguay), Diamantina (Brazil), Ouro Preto (Brazil), Puebla (Mexico), Granada (Nicaragua), San Miguel de Allende (Mexico), Guanajuato (Mexico), and Querétaro (Mexico)

Cities with intangible cultural heritage

Cities whose greatest attraction are cultural demonstrations and expressions

High

Barranquilla (Colombia), Oruro (Bolivia), Salvador de Bahia (Brazil), and Veracruz (Mexico) for their carnivals; Oaxaca (Mexico) for the celebration of the Guelaguetza, etc.

Cities that are linked with areas with significant rural cultural landscapes

High

Córdoba with the Jesuit farming estates (Argentina); Mendoza and the vineyards (Argentina)

Cities linked to their rural territory Source: Author.

In Latin America and the Caribbean, Mexico City (CDMX) leads the list of heritage destinations with 29.81 million visitors received in 2017, of which 3.09 million were foreign tourists (see Table 2). Domestic tourists contribute to the increased volume of tourist visits6, a phenomenon that is replicated in almost all the main Latin American urban heritage destinations.

However, since no subnational statistics exist that allow a detailed comparative profile of visitors, there remain information gaps on trends and preferences of the urban heritage tourism demand.

5. This destination includes Machu Picchu, one of the main archeological sites visited in the world.

6. Statistics accessible at https://turismo.cdmx.gob.mx/

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Table 2. Main destinations of urban heritage tourism in Latin America and the Caribbean with greater international tourism Number of tourist visitors (in millions)

Mexico City

3.09

Income from Tourism (in billions)

1.96

Main heritage icons and attractions

Historic center, neighborhoods with identity, monuments, museums

Cultural Tourism Development

UNESCO Recognitions7

World Heritage (historic center, Barragán house and studio) Very high

Intangible Heritage (mariachis) Creative City by Design

Lima

2.86

1.40

Historic center, monuments, museums, gastronomy

Medium

World Heritage (historic center)

Santiago (Chile)

2.52

2.22

Historic center, neighborhoods with identity, monuments, museums

Medium

-

Buenos Aires

1.92

1.56

Historic center, neighborhoods with identity, monuments, museums, tango

Very high

São Paulo

1.92

1.35

Historic center, monuments, museums

Low

-

Bogota

1.77

-

Historic center, monuments, museums

Medium

Creative City for Music

Panama City

1.64

4.16

Archaeological zone, historic center, museums, carnival

Low

Creative City for Gastronomy

Rio de Janeiro

1.35

-

Historic center, neighborhoods with identity, urban cultural landscape, museums, carnival

High

World Heritage (urban cultural landscape and Cais de Valongo as an Afro-descendant memorial site)

Cuzco

1.57

-

Archaeological zone, historic center, monuments, cultural route (Qhapap Ñan - Andean main road)

Very high

World Heritage (Cuzco and Qhapap Ñan)

Montevideo

1.07

0.61

Historic center, neighborhoods with identity, carnival

Medium

Intangible Heritage (tango)

Intangible Heritage (tango) Creative City by Design

Creative City for Literature Source: Author, based on data from UNWTO8 and UNESCO9 and Global Destination Cities Index 2018 from Mastercard.

7. Certainly the incentive of international recognitions such as those of UNESCO (the World Heritage List, the Intangible Cultural Heritage Safeguard List or the Creative Cities Network) contributes to its promotion, but it is essential that there be an associated sustainable tourism strategy, which does not always happen and this often generates conflict (see the case of Italian sites on the World Heritage list: Cuccia et al. 2016).

8. https://statistics.unwto.org/ 9. Access detailed information at the World Heritage Center (https://whc.unesco.org/), Intangible Cultural Heritage (https://ich.unesco.org/) and Creative Cities Network (https: // es.unesco.org/creative-cities/)

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In relation to the economic impact of urban heritage tourism, there are few existing studies, but the data are revealing of their importance for local development.

Highlighted, among others, are the analyses carried out in heritage cities such as Cuzco, Peru (Marsano 2018), Morelia (Gudiño 2013) and Zacatecas, Mexico (de Sicilia 2012); in historic centers, like the Colombian case of the La Candelaria neighborhood in Bogotá (Zuleta and Jaramillo 2003) and the historic area of Cartagena de Indias (Zuleta and Jaramillo 2006); at demonstrations of intangible cultural heritage like the Carnival of Barranquilla, Colombia (Pizano et al. 2004), Holy Week in Antigua, Guatemala (Grupo Satélite 2013), and Peruvian handicrafts (PromPerú 2013); at festivals such as Cervantino in Guanajuato, Mexico (Barrer Fernández et al. 2017); or in events such as the Night of the Museums in Buenos Aires, Argentina (Elías and Leonardi 2018).

Economic impact of Holy Week in La Antigua, Guatemala The 2011 study on Holy Week in La Antigua, Guatemala, revealed an economic impact of USD 87.6 million, representing 0.13% of the country’s GDP. It should be noted that 86.1% of the visitors were Guatemalan. Among the remaining 13.9% of foreign origin, Central American tourists stood out (52%), of which 34% were from El Salvador; followed in order of importance by Europeans (18%), Americans (17%), and Mexicans (5%). In relation to the tourism offerings, the majority opted for culture, highlighting visits to churches and convents (32%) and museums and archaeological sites (25%), the enjoyment of local cuisine (16%), the purchase of handicrafts (13%), and attendance at exhibitions (4%) or at music or theater shows (3%).

Source: Grupo Satélite (2013).

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2.1.2. Demand In relation to demand, it is possible to distinguish four types of cultural tourists globally according to their degree of interest and involvement with heritage resources: passionate, curious, occasional, and technological (see Table 3). The latter two correspond to the profile of visitors to Mexico City, the main destination of Latin American heritage cities.

Table 3. Typologies of cultural tourists.

Profile of cultural tourists

Interest in culture

Description

They usually travel…

Passionate people.

“Pure” cultural tourists (culture lovers)

***

They make trips motivated by specific cultural activities, especially ones that encourage their creativity. People passionate particularly about architecture and painting.

They travel around the world to see monuments, museums and collections, temporary exhibitions, and renowned cultural events. Followers of specialized magazines, cultural agendas. They combine culture with gastronomic experiences.

At least once a year and, if necessary, repeat a destination. They travel as a couple or as a family. They can travel outside the season, high purchasing power and high willingness to spend. They stay in urban and high-end hotels. The minimum duration of the trip is five days.

**

They frequently carry out cultural activities on their trips, although it is not their main motivation. They tend to be moved by trends and want to see all the landmarks to “check the box” in their travel notebook. They are inspired by websites, travel blogs, and follow recommendations from family and friends. They like to meet people in the places they visit, show that they have been to the destination, and carry out experiences that foster their creativity. They are interested in the culture and daily life of the destinations they visit and participate in different activities (theatrical visits, Segway tours, international music festivals).

In a couple or with family. They travel in high season and do not usually repeat destinations. Average economic capacity. They use hotels or Airbnb-type accommodations. They make their own travel arrangements and usually take trips of 3-4 days. They share their experiences through social networks where they tend to be very active. They make predominantly urban visits but are also open to discover non-urban spaces and take routes through the region that incorporate a cultural component.

Technological or adprosumer cultural tourists

**

They adore urban destinations, both heritage and cultural or innovative districts. They are adprosumer travelers who perform the simultaneous functions of buyer, consumer and product recommender. They use a smartphone and increasingly use bots for their purchases. Before traveling, they search reviews and buy online not only transport and accommodation, but also the most unique cultural experiences possible. During their stay, they download mobile applications and react to technological tools (QR codes, beacons, video guides with virtual or augmented reality) and communicate their impressions through social networks, blogs, and messaging systems (WhatsApp groups). And because it generates opinions and a reputation at the destination, they value free Wi-Fi, and take selfies but also selected photographs of iconic places and food/drinks they taste.

Alone, as a couple, or with friends. They make their reservations for transportation and accommodation through the internet, through websites, apps or bots. They make several trips per year of short duration.

Medium/high expense capacity. Not only do they share memories, but they generate content on social networks and mobile applications. They usually repeat the destination as a couple or with friends.

Occasional cultural tourists

*

Their trips are purely for leisure and rest, mainly in coastal and inland destinations, taking advantage of one or two days of their holiday week to make a trip to visit some heritage site that was recommended or that they have heard about. They like to discover the destination; they usually make scenic visits and they value the children’s activities at cultural facilities.

In couple or as a family. They stay in mid-range or low-end establishments.

They usually organize trips through an intermediary or make reservations directly via the source or via the internet. Average spending capacity. They usually share travel memories on social networks, and they are very active recommenders since they usually have experiences related to culture that exceed their expectations. They usually repeat destinations and value ​​every time they go to discover a new aspect of it.

Curious people.

“Must see” cultural tourists (cultural check list)

Source: Agència Catalana de Turisme, modified and expanded (2019a).

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Profile of the typical tourist to CDMX in 2017 The profile of the visitor to CDMX - An example of an urban heritage tourist The study of the tourist profile in Mexico City conducted

by SECTUR CDMX identifies a young adult person (between 18 and 45 years), without differentiation by sex, of mostly national origin, who is self-employed, has mid- to upper-level education, and values ​​the city as an urban heritage destination because what (s)he likes most is: historical and cultural heritage (36%), architecture and urban planning (20%), gastronomy (11%), and the diversity of the tourist offer (11%). As for preferences, (s)he declares to like to visit tourist places (24%), to know the city (19%), and to visit museums (18%). What (s)he likes least are the crowds (33%); environmental, auditory, and visual pollution (21%); traffic and road behavior (12%); and trash-dirtiness (5%) – risks that local authorities need to reduce and mitigate. It should also be noted that 89% use the internet for tourist information and travel planning. They consult websites about their destination prior to the trip (26%), with a preference for that of SECTUR CDMX (8%). During their stay they use a mobile tourist information app (35%), a brochure or tourist map from SECTUR CDMX (18%), and other printed guides (8%). In the case of the domestic tourist, (s)he spends 7 nights at the destination and 87% visit the city regularly, while the foreigner registers an average of 11 nights and 35% already visited the city. The average daily expenditure is $40 USD among nationals and $104.45 USD among foreigners.

Source: SECTUR CDMX (2018).

Given the unique touristic evolution of Latin America and Caribbean cities and the diversified demand trends, an alliance between tourism and heritage represent great opportunities for the socioeconomic development of the region’s cities.

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2.2. Premises for achieving a competitive and sustainable urban heritage tourism development In order to maximize the socio-economic benefits of urban heritage tourism, it is necessary to follow these guidelines in the development of the urban cultural tourism product: Diversify the offer through cultural services and activities differentiated in several areas of the city, generating the greatest possible opportunities for productive inclusion.

Deseasonalize tourism evenly throughout the year, generating stable jobs10 and guaranteeing sustained performance of cultural facilities and businesses in the sector.

Decentralize demand, territorially dividing it with proper management of tourist flows and establishing capacity thresholds (thus avoiding saturation of tourist areas).

Increase total and daily spending of tourists whenever possible, avoiding planning only based on the number of visits, and rather offering segmented products geared to different audiences and creating opportunities for tourist spending throughout the tourist experience.

10. Creation of tourism units in cultural facilities; companies offering cultural activities for tourists (tour and travel bookers for foreigners, specialized travel agencies) or unique accommodations, such as cultural hotels (heritage and/or historic hotels, art hotels, design hotels, gastronomy hotels).

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In order to develop urban heritage tourism according to these guidelines, the following three premises must be respected: Governance and sustainability. In order to avoid conflicts, there is a need for a clear and strong link between the agents responsible for managing urban territorial planning, tourism, and cultural heritage, since these are areas with distinct objectives and values. Therefore, interagency and public-private coordination is necessary to join cultural and tourism sector agents together to agree on and promote an urban heritage tourism strategy. This strategy is based on specific action plans that include objectives, activities, outputs, indicators, budget, and stakeholders; and generates financial instruments and investments for its implementation. It also is essential to develop a strategy where sustainability is a transversal component from an environmental, sociocultural, and economic perspective. To meet this challenge, different models of destination management have been developed, such as consortia, networks, club associations or brands, and cultural tourism labels. Highlighted initiatives include the Organization of World Heritage Cities - OWHC11 and the UNESCO Creative Cities Network12 at the international level, as well as at the national level the Network of World Heritage Cities13 (Spain) or the Network of Mexican World Heritage Cities14 (Mexico).

11. https://www.ovpm.org/ 12. https://en.unesco.org/creative-cities/

People and communities. The second premise is the need to address the preferences and needs of the local community, which seeks to maintain its identity and traditions while promoting their socioeconomic development. It is necessary to define spaces for community participation in urban heritage tourism plans, not only in the design and planning processes but also in their execution and implementation. To boost the active involvement of residents in their cities’ tourism development, it is also necessary to generate awareness of the opportunities for inclusion offered by tourism. These spaces for local participation should be created in both emerging and mature destinations, to avoid potential conflicts or overcome existing ones (e.g., those derived from mass tourism and tourist gentrification that, in extreme cases, can lead to the dreaded tourismphobia).

Differentiation and knowledge of the tourism market.

The third premise is that the success of the tourism activity depends on the ability to differentiate from competitors.

It is important to remember that urban destinations compete in a global market with a strongly competitive supply and a very segmented, exacting, and changing demand. The experience of different cities shows that the proliferation of cultural facilities does not always correspond to the real demands of visitors, creating difficulties for their subsequent maintenance. Therefore, uniqueness must prevail in the heritage tourism narrative and in the experiences that are offered to the visitor – and that depends on a thorough knowledge of demand preferences.

13. http://www.ciudadespatrimonio.org/presentaciondelgrupo/index. php?idioma=en 14. https://ciudadespatrimonio.mx/?lang=en

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3. Innovative responses: new technological tools for urban heritage tourism planning and management New digital technologies have become valuable allies to coordinate the efforts and motivations of public decision-makers and the private sector; facilitate local participation; generate new narratives and differentiated forms of tourist consumption of heritage; as well as know in real time the preferences of the tourist demand, the development of the private sector and, ultimately, any problems associated with the tourism planning and management of the historic/heritage city. In effect, the technological development of the digital era combines the use of mobile devices (smartphones and tablets) or those that can be worn on the body – wearables (such as smart watches or virtual reality glasses) – with new interactive technological tools, which contribute to improving urban heritage tourism planning and management and accessing digital content and resources instantly – before, during, and after the visit to the heritage resource. These technologies have transformed the way to know, visit, and enjoy urban heritage, allowing personalized and playful interactions, as well as active participation in the creation and dissemination of content through “going viral” campaigns (Coma Martin 2014; Europeana 2015; Falcon 2017; Ruiz Torres 2017).

Here are some examples of how the use of new technologies can facilitate compliance with the three premises described in the previous section, to achieve a balanced urban tourism development in geographical and temporal terms capable of maximizing the generation of tourism income.

3.1. Technological solutions for the main premises identified for tourism planning and management.

From the perspective of urban tourism governance, until recently, at the local level, tourism destination managers have had difficulty accessing detailed information on the evolution of tourism businesses and visitor consumption. The smaller the geographical scale, the less access to reliable information, so the dynamics of historic centers and heritage neighborhoods are often difficult to diagnose. This has changed radically with the possibility of measuring the digital footprint of the tourist before, during, and after the touristic visit, since new data sources (big data) can be accessed that are generated by visitors’ searches on websites, payment transactions, information generated by mobile networks, social networks, etc. These new sources of data can measure the reputation of a destination and the economic impact of tourism in different neighborhoods of the city, identifying trends and preferences of tourism consumption, preventing risks, and adjusting tourism, cultural, and urban policies accordingly (Invat.tur 2015), with a greater geographical granularity than before and in a shorter period of time.

Faced with problems of how to redistribute and guide the tourist flows towards certain areas or attractions, the new data sources allow the creation of heat maps that help to visualize in real time the mobility patterns of tourists in the area and make decisions about it (e.g., the case of initiatives like Urban Discovery15 or Discover Malaga16). This facilitates agreements on zoning of the city based on the preservation and development objectives pursued by public and private sector actors.

15. Developed by BBVA Data & Analytics. It analyzed tourist flows in Barcelona, ​​Mexico City, and Madrid through credit card transactions made over a year.

16. It redistributed tourist flows that were concentrated in the historic center of Malaga, creating four new routes to add value to new areas of the city http://www.malagaturismo.com/en/site/descubremalaga

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The public and private sectors are faced with the need to look for mutually beneficial strategies to promote appreciation of heritage tourism. One successful strategy is the opportunity offered by night video projections on heritage buildings (videomapping), supported through private sponsorship, such as that carried out by electric companies in the case of annual festivals (Festival Luz y Vanguardias17 in Salamanca, Spain; FILUSA - International Festival of Light18 from Santiago, Chile; GDLIZ - Guadalajara Light Festival19, Mexico) or through competitions (e.g., Epson Mapping Challenge Latin America20).

From the perspective of local participation, new information and communication technologies have improved transparency and real-time interaction between the local community and the agents responsible for planning and management of cultural and urban heritage tourism. The #Scotspirit initiative21 from Visit Scotland promotes collaboration with the local community to generate content and uses them as an advertising claim to convey authenticity of the destination. Also, in the case of Tarragona City of Castells22, technology integrates cultural events promoted by local entities that make castells (human towers)23, with the online tourist reservation system TarracoTicket, allowing the participation of residents in the creation of the city’s tourism offer. In the case of the Patios of Córdoba, the City Council developed an online information and reservation

17. https://luzyvanguardias.com/ 18. https://www.filusa.cl/ 19. https://www.gdluz.mx/ 20. Held during 2017 and 2018 with video projections at the Temple of San Juan Bautista in Coyoacán (Mexico); National Museum of Fine Arts, in Santiago (Chile); Church of San Francisco de Guayaquil (Ecuador); Convention Center of Cartagena (Colombia); Metallic Building of San José (Costa Rica); Copacabana Palace in Rio de Janeiro (Brazil); the archaeological site of the Qoricancha in Cuzco (Peru); and the University of Buenos Aires Law School (Argentina). https://epson.com. mx/mapping-challenge and https://www.youtube.com/watch?v=004_ OWpqWu0 21. https://www.visitscotland.com/about/uniquely-scottish/scotspirit/ 22. https://www.tarragonaturisme.cat/en/tarragona-city-human-towers 23. Demonstrations recognized as Intangible Cultural Heritage of Humanity by UNESCO

system between 2013 and 2018 with the aim of facilitating the launch of the offer of publicly open private patios in an orderly manner. It geographically and temporally directed the tourist flow in various areas of the city, thus avoiding the overcrowding of patios and the exclusion of some homes compared to others at the time of the city’s tourism event. In its first year, more than 350,000 passes were reserved online, allowing the gathering of profile, behavior, and spending data by individual visitors and groups (Garcia Porras 2019; Manjavacas 2019).

From the perspective of differentiation of the tourist experience and narrative of place of the destination, there are technological instruments that provide information on the destination and invite visitors to interact before, during, and after their stay. Examples of custom content generation are web 3.0 (like NYC The Official Guide24, or Chile Travel25) or bot, chatbot, and voicebot platforms26, which create text messages or voice conversations and do not need installation, allowing a simple and immediate response service for the visitor.

The emergence of mobile devices with great graphic capabilities and the incorporation of geolocation services and technologies like virtual reality (VR), augmented reality (AR), and mixed reality (MR), also known as hybrid reality, among others, are facilitating new forms of interaction and consumption of heritage. They produce new narratives of place, enriching available information and generating more immersive, personalized, and fun experiences through gamification. In this regard, some destinations have invested in the development of digital guide applications that let people get to know and enjoy heritage tours of a city, a building, a museum, or the like, in a personalized way (see Table 5); personalized tours and routes have also been implemented with digital markers such as QR codes (Quick Response

24. https://www.nycgo.com/ 25. https://chile.travel/ 26. Large technology companies have created their own digital assistants in this regard: Google (Google Assistant and Allo), Apple (Siri), Microsoft (Cortana) or Amazon (Alexa). The tourist management entities of the destination can hire a bot adapted to their needs or develop their own personal assistant, sometimes generating alliances. As an example, Travel Catalonia, created for Alexa by the Catalan Tourism Agency, allows interested people to discover the best routes and experiences in the destination.

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codes) and intelligent sensors like beacons27 or NFC28 (Near-field communication, or short-range wireless communication technology) (Santacana and Coma 2014). Some examples from heritage sites or museums include platforms involving visitors such as WIZPR. guide29, implemented, among others, by the British Museum (London, United Kingdom) and the Maritime Museum of Barcelona (Spain). They have also developed algorithm systems that use the data from online and inperson ticket sales to manage and reduce wait times to access museums and other tourist attractions, as is the case with a pilot system developed in the Uffizi Gallery in Florence (Italy) (Muccini 2019). All these technologies enable real-time information gathering of the visitor’s profile and behavior, which allows managers the ability to respond immediately to visitor management issues and improve their experience at the destination.

27. Examples of destinations include App Bilbao Smart Tour, and in museums, the Museum of Modern Art in Krakow (Poland), Museum of Antwerp (Holland), Prado Museum in Madrid (Spain), Museum of Archeology and History of Elche - MAHE (Spain), and Agbar Museum of the Waters of Cornellà de Llobregat (Spain) 28. The London Museum (United Kingdom), the Wolfsonian Museum in Genoa (Italy), or the Alhambra Museum in Granada (Spain), were pioneers in offering this experience to people who visit them. This technology is widely used in destinations such as Chicago, London, Paris and Washington that offer locals and visitors plastic and digital transport cards in mobile devices (Luque et al. 2016).

29. http://www.ibeaken.com/

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Table 4. Typology of mobile guide applications for heritage destinations

Typology

Examples to highlight

Informative. Points of interest for free, self-guided visits

Destination or travel guides like New York Walk and Explore NYC30, Here and Now31 Mexico City - CDMX, Barcelona Official Guide; guides specialized in cultural heritage such as Streetmuseum32, the Appside project33 for more accessible tourism in Spanish cities on the World Heritage List, or the video guide of Casa Batlló also adapted to children and that has a 360° virtual tour34

Playful. Gamified activities with clue and adventure games and scoring systems for all types of audiences.

Geolocated, with augmented reality and storytelling.

Interactive urban visits.

Pokémon Go35 that through augmented reality generated a high degree of interactivity and socialization; Edinburgh World heritage city36, Panama50037 or Play and Go Fallas38

Collaborative. They share personalized multimedia content (texts, images, video or sound) and express their opinion about the places they know and have visited using different collaboration tools and especially using social media channels (participatory culture)

izi.TRAVEL39, specialized in the design of free audio guides in Europe through storytelling based on personal experiences and memories; or 1001 stories from Denmark40, which presents proposals to enjoy Danish cultural heritage.

Source: Grevtsova (2017)

30. https://play.google.com/store/apps/details?id=nyc.walkandexplore&hl=en_PA 31. http://cdmxtravel.com/es/here-now-te-ayuda-a-descubrir-cdmx 32. Created by the London Museum in 2010, it generated broad media attention and professional impact in the cultural heritage sector, setting a good practice example that has been replicated in other cities around the world. It was the first app based on the geolocation of old photographs and works of art from the museum collection using augmented reality to make its users travel to the past.

33. http://www.appside.org/ 34. https://www.casabatllo.es/en/virtual-tour/ 35. The application, inspired by the video game created by Niantic in 1996, transformed urban space into a play area. The objective is to capture the maximum number of Pokémon and train them to fight each other, so their location in unique spaces was key, like in heritage sites and museums such as those developed by the New York Metropolitan Museum of Art or the Biodiversity Museum of Panama. Undoubtedly the most surprising factor was the organization of specialized trips generating what was called poketourism (Tresserras et al. 2017).

36. https://apps.apple.com/gb/app/edinburgh-world-heritage-city/id465692697 37. An app that invites citizens and tourists to discover 500 prominent sites in Panama City with an awards system based on selfies and photos, which aims to be a model for replication in other Latin American cities https://play. google.com/store/apps/details?id=com.pixmat.pp500&hl=en_PA 38. This is the official app of the Fallas of Valencia (Spain), which incorporates a virtual assistant with artificial intelligence algorithms that can be asked by voice or in writing any aspect related to the festival: geolocation of Fallas monuments with name and section, Fallas artist, motto and sketch of the Fallas; the most important events, especially during the days of the festival (mascletàs, fireworks displays, light shows, contests, parties, etc.); data of interest (street closures, bathrooms, location of areas for people with reduced mobility, etc.); and includes a gastronomic guide of the city and the “Game of Fallas”, gamification that employs augmented reality and invites you to complete geolocated missions in exchange for prizes.

39. https://izi.travel/en 40. http://www.kulturarv.dk/1001fortaellinger/en_GB

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New technologies are also key to implementing digital marketing strategies because they expand marketing channels and reach more audiences. Some innovative tourism campaign examples include branded content like Legends of Catalonia. The Land of Barcelona41. Through a videogame, it seeks to redistribute international visitors to new destinations in Catalonia, to avoid the current overcrowding that Barcelona suffers, as well as to deseasonalize arrivals.

Tourist campaign “Legends of Catalonia.

The Land of Barcelona” “Legends of Catalonia. The Land of Barcelona42 is a tourism campaign carried out by Aftershare.TV for the Catalan Tourism Agency with the aim of bringing Catalonia closer to the United States (2018) and United Kingdom (2019) markets. The main attraction is a virtual reality video game, compatible with Sony PlayStation, which positions different destinations in the region in addition to the city of Barcelona, including ​​ the cities of Girona, Lleida and Tarragona. Its presentation in New York, New Jersey, London, and Manchester was accompanied by urban art interventions (street art) and delivery of push messages to mobile devices with detailed information in real time to indicate where the murals were; projections on strategic giant screens (Times Square and Piccadilly Circus); and press mentions in paper and digital format.

Source: Agència Catalana de Turisme (2019b).

41. https://isyourhome.catalunya.com/legendsofcatalonia/en/ 42. https://isyourhome.catalunya.com/legendsofcatalonia/en/

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Digital technologies also allow destination managers to incorporate their urban heritage tourism offerings in foreign marketing platforms, further expanding their reach to potential audiences, as is the case with TripAdvisor43, Airbnb Experiences44, TouringBird45, the Google Civitatis app46, or Culturtickets47 specialized in museums, operas and theaters around the world.

Another possibility for distinguishing a destination is to generate synergies with the visitors themselves, especially with technology and people with influence (influencers48). Influencers can recommend and promote the destination, contributing to content generation and strengthening the position and reputation of the destination or heritage attraction. This interaction can generate positive multiplier effects, but also have adverse effects, so it is essential to maintain continuous monitoring by the people in charge (community manager). Image and digital reputation are key in urban cultural tourism (Falcón 2017).

43. https://www.tripadvisor.com/ 44. http://www.airbnb.com/Experiences 45. https://www.touringbird.com/ 46. https://www.civitatis.com/en/ 47. https://www.culturtickets.com/ 48. They first caught attention with their tourist blogs (travel bloggers) and more recently through Facebook fan pages, Instagram profiles (travel instagrammers), and YouTube channels (travel youtubers), where they offer their opinions, share photos and videos, and create and generate trends as a way of looking at the world, being a source of inspiration on choosing where to go on vacation. The tourism sector has turned to this group through destination promotion activities such as travel social trips.

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4. Recommendations for the development of new digital technologies for tourism planning and management of urban heritage resources in Latin America and the Caribbean

In this context, the following recommendations are made:

Several examples have been reviewed of how new digital technologies can: (i) help improve the coordination and governance of destinations (generating more information about the visitor and providing real-time capacity for joint decision-making); (ii) facilitate the active involvement of the local community in the planning, creation, and management of the tourism offer in their cities; and (iii) generate new differentiating narratives and mechanisms to personalize the tourist experience. Many of the technologies mentioned and others available for the management of urban heritage tourism are still in their initial stages of development and incorporation into the tourism sector. However, trends in demand data and consumption49, increasingly based on these new technologies, validate the need for urban destinations in Latin America and the Caribbean (LAC) to incorporate these new tools in an orderly, but accelerated manner, in the tourism planning and management of their urban heritage assets. The technological penetration in the LAC region’s tourism sector is still far behind competing destinations50.

- Promote a working group between urban heritage tourism destinations in Latin America and the Caribbean, identifying best practices and opportunities for the incorporation of new technologies in tourism development, evaluating the positive impacts that can be generated and the resources necessary for its sustainable implementation.

49. The market share of travel reservations on mobile devices went from 9% to 33% in just one year and a half (between 2015 and 2016), World Travel and Tourism Council.

50. As shown by the tourist competitiveness index of the 2017 World Economic Forum.

- Promote, through public authorities, the transformation of the city into a “smart” destination, or one based on a state-of-the-art technological infrastructure, with the aim of implementing a new model to improve tourism competitiveness. This implies thinking about the adoption of new technologies in a structural and not casual way for the different processes of planning, management, and monitoring of tourist activity.

-Develop an information and statistics system with new data sources, coordinated between different LAC cities to share information on demand trends and to measure the impact of urban heritage tourism at the local level.

- Promote pilot cases in urban heritage destinations in LAC to manage tourist attractions and flows through technological tools.

- Develop training and technical assistance programs on the opportunities and potential use of new digital technologies for tourism planning and management of urban heritage resources, both for local-level public sector staff in LAC and for representatives from the private sector (tourism and culture).

- Promote permanent virtual spaces to promote active participation and inclusion of citizens in urban heritage tourism plans, especially in the generation of narratives and stories, also contributing to actions to reduce the digital divide.

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5. Bibliography Agència Catalana de Turisme (2019a). Año del Turismo Cultural. http://act.gencat.cat/anyo-del-turismocultural/?lang=en [last consultation 08.19.2019] Agència Catalana de Turisme (2019b). Legends of Catalonia. https://isyourhome.catalunya.com/ legendsofcatalonia/en/ [last visit 08.02.2019] Barrer-Fernandez D., Hernandez-Escampa M. and Balbuena, A. (2017). “Impact of festivals on heritage tourism: the case of the Festival Internacional Cervantino in Guanajuato”, in the International Journal of Scientific Management and Tourism 3(3): 47-66.

Bastante Granell, V. (2018). “ El turista 3.0 o adprosumer.

Un nuevo reto para el derecho y la economía” in Revista Internacional de Derecho del Turismo 2 (Vol. 2): 47-73.

Buitrago P.F. and Duque I. (2013). La economía naranja: una oportunidad infinita. Inter-American Development Bank. Washington. https://publications.iadb.org/es/ la-economia-naranja-una-oportunidad-infinita [last consultation 19.08.2019] Coma L. and Martin C. (2014). ““¿En las apps y el m-learning se halla el futuro de la didáctica del patrimonio y el turismo cultural?”, in Santacana J. and López Benito V. (Eds). Educación, tecnología y patrimonio cultural. Para una educación inclusiva. Trea.

Gijón. Pp. 167-176.

Cuccia T., Guccio C. and Rizzo I. (2016). “The effects of UNESCO World Heritage List inscription on tourism destinations performance in Italian regions”, in Economic Modelling 53 (C): 494-508 Davied J. (2014). On-site Digital Heritage Interpretation: current uses and future possibilities at World Heritage Sites. Master’s thesis. Durham University.

Available at: http://universidadypatrimonio.net/ Thesis/2014DAVIES268_MACompleted_EN.pdf [last consultation 08.19.2019] Dickinson, J.E., Ghali K., Cherrett, T., Speed, C., Davies, N. and Norgate, S. (2012). “Tourism and the smartphone app: Capabilities, emerging practice and scope in the travel domain”, in Current Issues in Tourism 17 (1): 1-18.

Elías S. and Leonardi V. (2018). “La noche de los museos en Buenos Aires en el marco del turismo cultural: una aproximación a su impacto”, in International Journal of Scientific Management and Tourism 4 (1): 381-408.

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Falcón J.P. (2017). La identidad, imagen y reputación de un destino turístico urbano a través de la gestión de la comunicación online: el caso de la ciudad de Buenos Aires. Doctoral thesis. University of A Coruña. https:// ruc.udc.es/dspace/bitstream/handle/2183/19545/ Falcon_JuanPablo_TD_2017.pdf?sequence=3 and isAllowed = y [last consultation 08.20.2019] Garcia Porras R.A. (2019). “ Estrategia digital en los patios de Córdoba” in Primer Congreso Internacional Patios de Córdoba (Córdoba, 14-16 November 2018).

Córdoba City Council and University of Córdoba.

Gudiño M. (2013). Turismo cultural en Michoacán: un análisis del impacto económico y de la satisfacción turística. Doctoral thesis. University of Santiago de Compostela. https://minerva.usc.es/xmlui/ handle/10347/9372 [last consultation 08.20.2019] Europeana. (2015). Transforming the world with culture: Next steps on increasing the use of digital cultural heritage in research, education, tourism and the creative industries. White paper. Den Haag: Europeana Foundation.

Gretzel U., Sigala M., Zheng X. and Chulmo K. (2015).

“Smart tourism: foundations and developments”, in Electronic Markets 25 (3): 179-188.

Grevtsova I. (2017). “El impacto de las guías móviles en el turismo de patrimonio urbano”, in Muriel D. and San Salvador del Valle R. (Eds.). Tecnología digital y nuevas formas de ocio. Publications of the University of Deusto, pp. 59-73.

Grupo Satélite (2013). El valor económico de la Semana Santa en La Antigua Guatemala. Ed. Culture. Guatemala.

210 p.

ICOMOS (2016). Cultural Heritage, the UN Sustainable Development Goals, and the New Urban Agenda.

International Council of Monuments and Sites ICOMOS. Paris.

Invat.tur (2015). Big data: retos y oportunidades para el turismo. Instituto Valenciano de Tecnologías Turísticas.

Generalitat Valenciana. http://invattur.gva.es/proyectoic/big-data/ [last consultation 08.19.2019] Luque I., García G. and M.A. Gómez (2016). “Captación y fidelización de turistas mediante gadgets NFC”, in the International Journal of Scientific Management and Tourism 1 (Vol. 2): 81-95

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Manjavacas J.M. (2019). “Fiesta de los Patios de Córdoba: la compleja relación entre la salvaguarda del patrimonio inmaterial y la turistificación urbana” in Primer Congreso Internacional Patios de Córdoba (Córdoba, 14-16 November 2018). Córdoba City Council and University of Córdoba.

Marsano Delgado J.M. (2018). “ Cusco: turismo cultural e inclusión económica”, in Turismo y Patrimonio, 12: 131156.

Mastercard (2018). Global Destination Cities Index 2018. https://newsroom.mastercard.com/latin-america/ es/views/insights-research-es/ [last consultation 08.20.2019] Muccini H. (2019). Proyecto Università degli Studi dell’Aquila y Gallerie degli Uffizzi. http://www. henrymuccini.com/progetto-univaq-gallerie-degli-uffizi [last consultation 08.22.2019] World Tourism Organization (2016). Alianza entre turismo y cultura en el Perú – Modelos de colaboración entre turismo, cultura y comunidad.

Madrid. 137 p. https://www.e-unwto.org/doi/ pdf/10.18111/9789284417575 [last query 08.21.2019] Pizano O., Zuleta L.A., Jaramillo L. and Rey G. (2004).

La fiesta, la otra cara del patrimonio. Valoración de su impacto económico, cultural y social. Convenio Andrés Bello. Bogota. 138 p.

PromPerú (2013). Maestros de la Artesanía en el Perú.

Comisión de Promoción del Perú para la Exportación y el Turismo – PromPerú. Lima.

Richards, G. (2011). “Creativity and tourism: the state of the art”, in Annals of tourism research. 38 (4): 225-53.

Ruiz Torres D. (2017). Focus el uso de las tecnologías digitales en la conservación, análisis y la difusión del patrimonio cultural, in Anuario AC/E de cultura digital 2017. Acción Cultural Española. Madrid. https://www. accioncultural.es/es/anuario2017 [last consultation 19.08.2019] SECTUR CDMX (2018). Perfil del turista que visita Ciudad de México 2017. Reporte ejecutivo. Secretaría de Turismo de Ciudad de México e Instituto Politécnico Nacional. Mexico City. Mexico. 54 p. Accessible at https://turismo.cdmx.gob.mx/ [last consultation 08.20.2019]

Sicilia A. de (2012). “Evaluación económica del impacto del turismo cultural en la ciudad de Zacatecas”, in Investigaciones Geográficas (Mx) 78: 89-103.

Tresserras Juan J. (2004). “La tematización de las ciudades: el uso de la cultura en las estrategias de desarrollo local y promoción del turismo urbano “, in Turismo y Sociedad 3: 71-85. Universidad Externado de Colombia. Bogotá.

Tresserras Juan J. (2014). “El turismo naranja, el color del turismo cultural y creativo”, in Revista de Economía Creativa. Santiago Creativo 1: 51-52. Programa CORFO del Ministerio de Economía de Chile. Santiago. https:// issuu.com/santiagocreativo/docs/revista_cscl_ed1 [last consultation 08.26.2019] Tresserras Juan J., Escalante E.A., Hanamura Ch. and Vidal T. (2017). “El efecto turístico de Pokemon Go, un videojuego de realidad aumentada, en museos y sitios inscritos en la lista del Patrimonio Mundial de la UNESCO: estrategias, experiencias y buenas prácticas en la gestión de (nuevos) públicos.” Communication presented at the III Congreso Internacional Científico Profesional de Turismo Cultural (Córdoba, 23-25 February 2017). Universidad Loyola Andalucía, Diputación de Córdoba and Córdoba City Council.

UNESCO (2016). Culture Urban Future: Global Report on Culture for Sustainable Urban Development. UNESCO. Paris.

Vera Rebollo J., López Palomeque F., Marchena Gómez M. and Antón Clavé S. (2013): Análisis Territorial del Turismo y Planificación de Destinos Turísticos. Ed. Tirant.

Valencia.

Zuleta L.A. and Jaramillo L. (2003). Impacto económico del patrimonio del centro histórico de Bogotá DC. Corporación la Candelaria y Convenio Andrés Bello.

Bogota. 89 p.

Zuleta L.A. and Jaramillo L. (2006). Cartagena de Indias.

Impacto económico de la zona histórica. Convenio Andrés Bello and Corporación Centro Histórico de Cartagena. Bogota. 171 p.

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ANNEX I - OTHER NOTABLE EXPERIENCES Experience: The Uffizi Gallery (Florence), championed the use of Big Data through an algorithm system that improves the experience and reduces the wait time to access the museum The Uffizi Gallery in Florence (Italy) receives 3.4 million annual visitors. Since 2015 it is under the direction of Eike Schmidt who reordered the collection, reformed the space to regulate the flow of attendees to the bestknown works, and stipulated a variable rate system depending on whether it was high or low season. In 2019, an algorithm system designed by a team from the University of l’Aquila has been implemented to regulate queues and reduce wait times. The objective is to achieve more sustainable tourism, since it redistributes the visitor load and improves the quality of the experience and the viability of the city. The Big Data-based system uses data such as average visiting time, the capacity of the rooms, the time of the year, and statistical information of the last two years collected at the points of sale of the premises.

This system works by combining three algorithms:

Experience: The Fiesta de los Patios de Córdoba The Fiesta de los Patios de Córdoba, was registered by UNESCO in 2012 in the List of Intangible Heritage of Humanity. This fact contributed to its popularity and caused the City of Córdoba to establish an information system in 2013 with the objective of knowing and establishing: •

The distribution of the flow of people in one of the six zones of the city with patios open to the public through a free ticket reservation system based on zone and time slots that could be printed or displayed on a mobile device

•

A differentiated management for tour agents and groups of visitors from outside the city that allows them to acquire a larger number of tickets

•

A statistical information system about access to the different patios

•

A call center to answer questions that arise from users of the platform.

- Statistical. It analyzes historical data to anticipate what will happen the next day, with a margin of error of 3%.

In its first year more than 350,000 passes were reserved, and a big data system was structured that provided:

- Optimization. It indicates how to distribute access to the museum and specifies how many people can enter every fifteen minutes to not exceed capacity.

•

Distribution of city visitors across other areas of the city avoiding overcrowding of areas

•

Knowledge of the demand of groups to go to the city’s patios

•

Knowledge of the geographical origin of the people who go to the patios of Córdoba.

•

Knowledge of visitor behavior, number of patios visited, and group characteristics

•

Distribution of expenditure per visitor across several neighborhoods

•

Generation of a database of people and where they come from

- Adaptive. It adjusts in real time what is happening and allows more or less people to enter. It adapts to external factors such as the rain – when it rains, people usually stay longer inside the museum.

This system is under testing and is applied the first Sunday of the month, which is when the museum is free.

Visitors show up at the entrance of the museum and receive a time slot indicating what time they can enter.

When the system is implemented, the visitor will not only receive a notice of the best hours for visits to the Uffizi Gallery but also alternatives to occupy their time until the time of entry.

Source: Henry Muccini. Proyecto Università degli Studi dell’Aquila and Gallerie degli Uffizzi. http://www.henrymuccini.com/progetto-univaqgallerie-degli-uffizi/

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In 2019, the system changed. The patios were still free and open, but there were no special passes or reservations of any kind. Schedules were established so that any person or group could visit them from May 6 to 19, inclusive, from 11:00 a.m. to 2:00 p.m. and from 6:00 p.m. to 10:00 p.m. Since some of the patios outside the contest had a special and restricted schedule, an interactive map with description sheets of each patio was established.

Visitors, during busy or very busy time slots, could follow the alerts on the web in real time or consult Twitter and Facebook, defining which routes were most affected.

There are private initiatives, such as Patios de San Basilio, that sells a guided route on its website for 15 euros throughout the year that gives access to three patios and an ethnographic culinary museum.

Source: Patios de Córdoba. Córdoba City Hall. http://patios.cordoba.es/en/como_visitar_informacion

Here and Now: the official application to discover Mexico City – CDMX My CDMX Here and Now is the official application of Mexico City for mobile devices (phone, tablet, or smart watch) created by the Ministry of Tourism and the Globaldit company that offers personalized detailed information on tourist attractions based on GPS geolocation and public preferences, interests, and needs. It also offers opinions from other travelers and can receive alerts when it is close to potential places to visit. It has information on mobility by public transport (metro, tram, train, and eco-bike). To use the application, interested people must access their Facebook account and then they can organize their trip and share it with those they want. In addition, an option can be added to report errors to the creators of the app.

Experience: Áppside Project for more accessible tourism in Spanish cities on the World Heritage List The Áppside project entails a series of free applications promoted by the Fundación Orange and the GVAM (Accessible Virtual Museum Guide) company for Spanish cities inscribed on the UNESCO World Heritage List.

Tours have a duration of 40-50 minutes and are offered to all audiences interested in knowing the city by foot and by car, and include still images and three accessibility solutions adapted to people with visual or hearing disabilities: audio descriptions, subtitling, and Sign Language videos in Spanish and English. It also contains useful information for people with reduced mobility.

Source: Áppside Project - https://www.appside.org/

Experience: Edinburgh World Heritage App (United Kingdom) The application “Edinburgh - World Heritage city app” is the official guide of this British city inscribed on the World Heritage list in 1995 that has a historic center of medieval origin and the new Georgian city, which include more than 4,000 historic buildings. Depending on time availability and interests, the user can select one of four city tours with maps, high resolution images with zoom, and an exploration game that measures your achievements against other teams. It also allows posting of comments and photographs taken by users, as well as sharing them in the form of a postcard. Audio clips also help bring buildings to life with information about residents and their past.

Source: Edinburgh World Heritage - https://ewh. org.uk and https://apps.apple.com/gb/app/edinburgh-world-heritage-city/id465692697

Source: SECTUR CDMX.

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Experience: Play & Go Fallas - Valencia (Spain) This official application of the Fallas in Valencia was created in 2017 by the company Play & Go Experience with the support of the Federación de Fallas de Sección Especial, Federación de Fallas de Primera A, Interagrupación de Fallas de València, Festes de València and Turismo València. In 2018, it was used by almost 20,000 people, mostly tourists. Valencia is a city that is committed to positioning itself as a “smart” destination. In 2019, they incorporated the use of a virtual assistant with artificial intelligence algorithms developed in partnership with the startup Localixo. This virtual assistant can be asked by voice or in writing about anything related to the festival (like the geolocation of Fallas monuments through OpenStreetMap (OSM), an open and free standard base topographic layer, with details on name and section, Fallas artist, motto and sketch of the Fallas), or the most important events throughout the year and, especially, during the days of the festival (mascletàs, fireworks, light shows, contests, parties, etc.). The app also includes the guide to the city’s culinary offerings and other interesting information (street closures, restrooms, location of areas for people with reduced mobility, etc.). Another novelty was gamification, with the incorporation of the “Game of Fallas”, which using augmented reality invites the user to complete geolocated missions while visiting the Fallas monuments and the most important events of the festival. The user can review these, share selfies on social networks, and collect firecrackers and conquer Fallas by collecting trophies that can be exchanged for real prizes.

Users must buy the Valencia Tourist Card (13 euros) that also offers many other discounts. The app promotes sustainability through agreements with organizations such as Bioparc, the shops at Valencia Shopping Mall, some of the Fallas and active tourism companies such as Atrévete Aventuras and the Grefusa snack brand. It has also embraced the rules prepared by various groups of the city’s social fabric to foster an optimal coexistence during the Fallas.

Source: Play & Go Experience - https://playgoxp.com/ gamificacion/chatea-con-las-fallas-este-anyo-teentiende/

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Experience: 1001 stories from Denmark, proposals to enjoy Danish cultural heritage This application promoted by the Danish Culture Agency allows users to share knowledge on how to enjoy the cultural heritage of the country, creating the possibility of creating your own heritage routes or being inspired by proposals recommended by other people. For its implementation, 180 professionals from the country with experience in cultural heritage collaborated to incorporate their proposals. With free access it is possible to comment on existing stories, share links, videos, and audio. If a profile is created, it is possible to add new stories to existing places or to incorporate new sites. Profiles can be public or private but must always use a real name and provide a contact email, since the platform reserves the right to verify the information and delete messages. The minimum age requirement to use the site is 13 years.

Source: The Heritage Agency of Denmark - http://www. kulturarv.dk/1001fortaellinger/en_GB

Experience: Barberia 500 Panama Barberia 500 is a project of the Mayor’s Office of Panama with support from the United Nations Development Program, UNDP, that was presented within the framework of the 500-year commemoration program of the founding of Panama City. At a stand at the International Book Fair, attendees, either locals or tourists, were immersed in a two-minute virtual reality experience and transported to 1671 a few minutes before Old Panama was invaded by the pirate Henry Morgan and his pirates.

Source: Panama City Hall - https://ciudadpanama500. org/2017/09/04/barberia-500-gira-por-la-ciudad/

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Experience: StreetMuseum, the first app of the London Museum (United Kingdom) In 2010, the London Museum presented StreetMuseum, one of the first iPhone and iPad apps based on a selection of photographs and works of art from its collection that testify to various moments in the city’s life. The mobile application uses geolocation and augmented reality to make users travel in the past to every corner of the city. This tool geolocates people who open the application and, with the camera of the mobile device, focuses on the place where they are located. Through a catalog of photographs and geotagged artworks from the museum itself, the application superimposes those historical images with the current city. Thus, another way of interacting with cultural heritage was generated, generating walks with history within the framework of more unique and accessible experiences that could be saved and shared with other people. In the first month there were more than 65,000 downloads. At this moment this pioneering app is in the update phase.

Source: Museum of London - https://www. museumoflondon.org.uk/discover/museum-london-apps

Experience: Video Guide of Casa Batlló with augmented and virtual reality and 3D animations In 2014, the video guide for tablets of the Casa Batlló was the solution that organized the tour inside the building; recreated the interiors through 360º videos and 3D modeling techniques since the original furniture was not preserved in place; and valued the architectural and decorative forms of the work of Antoni Gaudí through 3D animation that gave life to the organic forms, showing its inspiration from nature as always present in the work of Gaudí. With the augmented and virtual reality technologies, it was easier to understand the building’s global vision and observe how it was at the beginning of the 20th century. The video guide was adapted to a children’s audience and a 360º virtual tour was also made for Casa Batlló accessible from the website for people who cannot visit it personally. SmartGuides are currently used, using BQ mobiles that combine augmented reality and virtual elements. Users simply put on the helmets and place the smartphone in one of the marked explanatory points so that the objects come alive or to see first-hand how a room was decorated and how Gaudí conceived it. To promote universal use of the audio guide, it is integrated into the price of the ticket. It follows a script, leading the visitor on the entire tour through a sequence of twenty

explanatory points, allowing flexible and repeated visits adapted to the rhythm of each visitor, and promoting an ideal level of silence inside the site. The guide is available in eleven languages: Catalan, Spanish, French, English, Italian, German, Chinese, Japanese, Russian, Portuguese, and Korean.

Source: Casa Batlló - https://www.casabatllo.es/

Experience: QR codes integrated in the black and white mosaic of the city of Lisbon (Portugal) In 2012, the sidewalks of the Chiado neighborhood in Lisbon incorporated QR codes that offered tourist, cultural, and commercial information of the area in English and Portuguese. They were one square meter and used the characteristic black and white square blocks of the Portuguese mosaic representing more than five hundred years of history. An original, inclusive, and innovative proposal, it was very well received by both tourists and the community, although it had to be constantly maintained to guarantee its functionality. This initiative was promoted by the Associação de Valorização do Chiado, developed by the creative agency MSTF Partners, and funded by Turismo de Portugal. It has also been used to promote the city abroad, with campaigns such as the installation in Barcelona where users who accessed the code had information about the destination and at the same time participated in a promotion to win a free hotel night in Portugal. The Lisbon experience has been replicated in other locations, such as the initiative promoted by the Prefeitura de Rio de Janeiro (Brazil).

Source: Partners - http://partners.pt/cliente/turismode-portugal/

Experience: Sound Landscape Project of the Capital of Zacatecas (Mexico) In 2018, on the commemoration of the 25th Anniversary of the registration of Zacatecas as World Heritage, the Municipal Presidency and the Zacatecan Radio and Television System (Sizart) promoted the design and placement of postcards and posters in QR format that make sounds. These QR codes allow the user to listen to the characteristic sounds of emblematic sites and demonstrations of the city such as Cerro de La Bufa, the Mercado de Abastos, the Basilica Cathedral, the aguamielero, the roosters, the train, etc., through different eras.

Source: Capital of Zacatecas - Zacatecas City Hall https://capitaldezacatecas.gob.mx/

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Experience: Origin app, an interactive story to visit the Agbar Water Museum (Spain) using beacon technology The Agbar Water Museum is in the city of Cornellà de Llobregat, in the metropolitan area of Barcelona. On World Water Day in 2015, it convened a HackatH2On contest in which 75 participants developed mobile applications to try to bring the world of water closer to the general public. The Origin app, created by Cubus Games, was the winner with an application that takes advantage of beacon technology to attract young audiences and mixes real experience and fiction, and that requires a visit to the museum to complete it. It is the story of two twin brothers who must fulfill a mission, and the visitors/users must decide what step to take at each moment, with the option to follow different paths to experience an adventure while they get to know the museum. It also offers gamebooks: the “choose your own adventure” interactive comics of the 21st century.

Source: Fundació AGBAR - Museu de les Aigües https://www.fundacioagbar.org/es/museo

Experience: Tenemosqueir.com – Know the gastronomic reviews before entering bars and restaurants in Madrid with NFC technology Tenemosqueir.com is a gastronomic guide of Madrid (Spain) that reviews the essential places of the capital. The premises that participate in the website Tenemosqueir have a sticker at the entrance of a chef with a mustache. When customers wave their cellphones by the smart sticker, they can see the reviews of that establishment. This NFC marketing campaign has been developed by Codigonexo, which has other projects with this technology that creates a multiple-platform communication with the end customer who becomes a participant through its use.

Source: Tenemosqueir.com

Experience: WIZPR.guide, a specialized platform for activation and participation of visitors in heritage spaces and museums WIZPR.guide, successor of ibeaken, is a specialized platform for the heritage and museums sector accessible to all types of users with smartphones that allows the management of multimedia content in multiple languages​​ on any type of resource (works of art, buildings, monuments, routes, etc.). Each point of interest has a label associated with multimedia information hosted in the cloud that any smartphone can access in several different ways: browsing a website and entering an alphanumeric code, scanning a QR code, using NFC technology, or using augmented reality. It also has a friendly and in-

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tuitive content manager, so that loading and updating multimedia material can be done entirely by the agency in charge of managing those resources, without requiring external services and reducing the maintenance costs of the solution.

This interactive product is committed to people and reactivates them after their visit through a set of tools and techniques that adjust depending on the facility and the audience. It has a reward points program that, if available, can be redeemed at the facility store or local shops. Through a coordinated management system, it is possible to create a combination of social networks to involve and retain visitors. Its implementation by the British Museum (London, United Kingdom) and the Maritime Museum of Barcelona (Spain) should be noted.

Source: WIZPR.guide - http://www.ibeaken.com/

Experience: The virtual reality video game “Legends of Catalonia” “Legends of Catalonia. The land of Barcelona” is a branded content campaign carried out by Aftershare.TV for the Catalan Tourism Agency with the aim of bringing Catalonia to the United States. Through a virtual reality video game compatible with Sony PlayStation, it promotes the destination by publicizing other tourist brands in addition to the city of Barcelona. The video game, produced

by Virtual Voyagers with Chamo San as creative author, manages to capture hyper realistic landscapes and scenarios through photometry, and recreate in detail its five protagonists: the former FC Barcelona captain, Carles Puyol; the mountaineer Edurne Pasaban; and the Roca brothers cooks. The challenge is to unlock the six medals that give access to the diary of Sant Jordi, but to do this, the player must pass six tests with the help of the other characters in six emblematic places in Catalonia: the Roman amphitheater of Tarragona, the Seu Vella of Lleida, the mountain of Montserrat, the Dalí Cadaqués, the Market of Sant Antoni, and the Sagrada Familia in Barcelona. The duration of the game is 50 minutes and is available in five languages ​​for free in the PlayStation online store and on the Steam platform. To play it is necessary to have virtual reality glasses. A free and compatible augmented reality application has also been developed for both Android and iOS. In 2018, an original promotional campaign was designed around the game for the US tourism market since it is one of the fastest growing tourist markets in recent years with some of the highest spending. In 2017, Catalonia received 1,114,200 American tourists, 28.9% more than the previous year, who spent 2.11 billion euros at the destination. The campaign budget was 1.4 million euros, of which 70% went to media diffusion and 30% to creative and integrated production for all channels. The

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campaign focused on the states of New York and New Jersey. Digital and print advertising was released in the media (The New York Times, Wall Street Journal, and The New Yorker), a 30-second commercial that was viewed from November 5 to 18 on the legendary Times Square screens was shown, and three urban art murals designed

by Sergio Mora were painted in Soho and on Canal Street in New York. The innovation was with a geolocated “push” campaign, so that anyone who was in New York surfing the internet within a 2-kilometer radius of these murals received an advertising message that indicated the route to the publicity closest to them. The campaign had other online actions and dissemination through social networks (Facebook, Instagram, YouTube).

The success of the “Legends of Catalonia” campaign generated a replica aimed at the British market that had London as the stage through CataloniaLand, an immersive pop-up amusement park where each attraction, made with the latest virtual reality technology, transported the visitor to a different destination in Catalonia to know its tourism offer in a surprising and fun way. Publicity was achieved in written and digital media (The Guardian, The Times, and The Telegraph), in murals by Sergio Mora in London and Manchester, on buses that travel both cities, and on giant screens in Piccadilly Circus.

Source: Agència Catalana de Turisme. https://isyourhome. catalunya.com/legendsofcatalonia/en/

Experience: Epson Mapping Challenge Latin America 2017-18 Epson Mapping Challenge Latin America emerged as a promotional activity for the Japanese company along with Dataton and local partners through an interactive audiovisual experience. Developed between 2017 and 2018, the Challenge united Epson’s cutting-edge technology in laser video projectors with talent and local history in an innovative multi-country high impact show.

Audiovisual artists (mappers) were selected from more than a hundred proposals in a contest where the best ideas were presented to project on emblematic buildings in Latin America: the Temple of San Juan Bautista in Coyoacán (Mexico); the National Museum of Fine Arts in Santiago (Chile); the Church of San Francisco de Guayaquil (Ecuador); the Convention Center of Cartagena (Colombia); the Metallic Building of San José (Costa Rica); the Copacabana Palace in Rio de Janeiro (Brazil); the archaeological site of the Qoricancha in Cuzco (Peru); and the Law School of the University of Buenos Aires (Argentina).

Source: Epson - https://epson.com.mx/mappingchallenge and https://www.youtube.com/ watch?v=004_OWpqWu0

Experience: Projeta Rio, a cultural activity of social inclusion Projeta Rio was an initiative of the Ministry of Culture created in early 2018 as a digital inclusion cultural activity supported by, among others, the Epson company. It carried out videomapping workshops for youth from the communities of Rocinha, Vidigal, and Santa Marta in Rio de Janeiro (Brazil). Dozens of young people were trained in the creation and realization of mapping projections. The dynamics of the workshops included analog and digital art and practice demos with specialized software. One of the results was the collaborative videomapping coordinated by the VJ Notívago that was projected on the front and back surfaces of the Christ the Redeemer statue after the New Year’s fireworks sending a peace message in sign language. The projection generated an illusory rotation of 180° of the statue and was appreciated from the neighborhoods near the Floresta da Tijuca and was transmitted to a giant screen on Copacabana Beach, being one of the most remembered activities by the local community and visitors.

Source: Projeta Rio - Ministry of Culture of Brazil - https:// www.youtube.com/watch?v=OJwbMUpAhlA

Experience: Taüll 1123: synergies between the National Museum of Art of Catalonia - MNAC (Barcelona) and the Vall de Boí through the animated videomapping of the digital reintegration of the Romanesque paintings of the church of Sant Climent de Taüll The church of San Climent de Taüll is part of the Catalan Romanesque complex of Vall de Boí inscribed by UNESCO on the World Heritage List in 2000. As with other churches in the Pyrenees, the original paintings were detached with the strappo system between 1919 and 1923 by the Board of Museums of Catalonia and are preserved and exhibited in the current National Museum of Art of Catalonia (MNAC) in Barcelona. In the main apse a plaster replica had been made that was the subject of a restoration intervention that resulted in the recovery of original frescoes that were still preserved in situ. These were restored and a digital reintegration of the paintings was performed, in contrast to those preserved in the MNAC. Since the end of 2013, through the technology of videomapping, the original frescoes were restored with 6 high-definition projectors with the aim of showing the visiting public what they were like in 1123, to understand the pictorial technique of the Romanesque frescoes and at the same time discover the different iconographic representations. The soundtrack emotionally transports the era of painting. The audiovisual project and animation were led by Burzon*Comenge and the technical development and musical composition was developed

by Playmodes. In 2016, given its value as an educational

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resource, a new commented videomapping was carried out, which alternates with the previous one, aimed at schools and interest groups. According to the Romanesque Center of Vall de Boí, after the first year of videomapping, visits increased by 30%. These initiatives were funded under the “Open Romanesque” program, thanks to the collaboration between the Generalitat de Catalunya and Foundation “la Caixa”.

The MNAC in Barcelona became a promotion and distribution center for visitors through the region, being an example of synergies between urban and rural heritage tourism. Ora - Centenary of the Romanesque Operation is a project that commemorates the centenary of this program to recover the Romanesque paintings of the Catalan Pyrenees and prevent their sale and export to American museums. Through the Catalan Tourism Agency and the MNAC, in collaboration with other local authorities, a twinning act has been promoted between museums in both countries, as well as a program of joint actions, including familiarization trips for specialized tour operators. The combination between the permanent collection of the MNAC in Barcelona and experiences such as that of videomapping Taull 1123 constitutes a key factor of differentiation and an example of redistribution of visitors through the area.

Source: National Museum of Art of Catalonia, Vall de Boí and Agència Catalana de Turisme.

Experience: Festival of Light (Quito) The Festival of Light was an artistic festival with emphasis on videomapping produced by the Mayor’s Office of Quito in collaboration with the City of Lyon (France) where a similar event was held, which had its origin in the framework of cultural activities of the United Nations Habitat III Conference. The interventions were carried out on the facades of emblematic buildings in the Historic Center of Quito. In 2019, after three years of being carried out and with the change of government, the Ministry of Culture dismissed it, arguing the high cost of the event (approx. USD 950,000 in 2018) and a lack of positive feedback from the local artist community. In the 2018 Festival of Light, projections had been made in 19 locations in the historic center during the four nights of the event. Of the 3.7 million people who participated, 1.36 were domestic tourists from different provinces of the country. More than USD 19 million was generated. In 2019, the alternative programming was not tourism-oriented and consisted of three cultural initiatives: LiberArte (11 light sculptures distributed in the city center), Itinerarte (four music festivals), and Musearte (exhibitions and workshops in municipal spaces). It had hardly any tourist significance.Source: Quito City Hall.

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Experience: Culturtickets Culturtickets, a company created in 2013, is a multilingual platform for marketing products and services of museums, operas, and theaters, focusing on reservations and ticket purchases through its website or its application for mobile devices. In addition, the software has the option of geolocation, offering and providing users with all the information about the cultural centers that are nearby. Regarding payment methods, the cultural platform is integrated with multiple operators and can be done through different ways: PayPal, Visa, authorized. net, etc. Ticket acquisition processes are also varied and offer the options of providing printing from home, collecting tickets at the box office or points of sale, RFID cards, Apple passbook, etc Source: Culturtickets https://www.culturtickets.com/

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IDB Cities Network

Living

Heritage

TECHNICAL NOTES Latin America and the Caribbean (LAC) is home to a wide variety of cultures and unique historical and natural places, which both contribute to the region’s unique heritage and are valuable assets for its development. The region has more than 140 UNESCO World Heritage sites, including 42 historic centers recognized for their cultural, tangible, and intangible cultural value. In addition to this international recognition, more than 600 LAC historic centers and heritage areas have been declared assets of cultural and heritage interest at the local level, under national laws. However, the phenomenon of rapid urbanization and globalization in LAC has resulted in erosion of the heritage assets of the region, cultural identity of its inhabitants, and the environmental sustainability of their cities.

For this reason there is an urgent need to revitalize LAC's urban, cultural, and natural heritage to protect the roots of Latin American culture. This challenge also presents an opportunity to harness the economic and social potential of urban heritage, contributing to the sustainable, resilient, and equitable development of cities in the region.

The opportunity to revitalize LAC’s urban heritage lies in reaching “Living Heritage” status. We understand living heritage to be the set of expressions and cultural and natural assets that represent the history, traditions, and identity of a city. These expressions are recognized as historical, cultural, and natural valuable by international organizations, by local and national legislatures, or by the valuation and appropriation of its own inhabitants, and their protection and enhancement has the ability to contribute to the sustainable development of the urban area where they are located.

Given this criteria, we believe that a Living Heritage is compromised of four defining pillars: it is a Productive Heritage in its offering of better economic opportunities to its diverse citizens, protecting the most vulnerable; It is a Resilient Heritage by developing capacities for disaster risk management and protection against the effects of climate change, as well as reducing environmental, social, and economic vulnerability; It is an Ecoefficient Heritage that promotes an optimized and intelligent management of natural resources, promoting better conditions for its own preservation and the functioning of the city; and it is a Collaborative Heritage by opening new and better channels of participation and governance that allow for coordinated action amongst various social actors in the management and financing of heritage. With this, a Living Heritage not only guarantees its own selfsustainability over time, but also brings significant benefits to the city and to its communities.

* These notes have not been approved to be cited.

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Cultural Heritage Tourism – Latin America and the Caribbean 1. Introduction The current White Paper entitled “Cultural Heritage Tourism – Latin America and the Caribbean” has been prepared at the request of the Inter-American Development Bank (“IDB”) for distribution to participants in the IV Latin-American Mayors Summit, to be held in Seville, Spain, on September 16–18, 2019. Said event is intended to provide attendees, primarily mayors of municipalities from countries in Latin America and Spain, with an overview of factors to consider in planning the rescue and redevelopment of historic districts, particularly related to opportunities to expand heritage tourism.

Indeed, tourism development is often a key component in the revitalization of historic districts, allowing for private investment, job creation and, therefore, economic development, and long-term stability.

The event hosted by the IDB will highlight the importance of recovering areas and customs of historical and cultural significance in urban settings and set forth considerations of different types that might aid in planning processes.

The IDB and many government entities in the countries, provinces, and towns represented at the event –and certainly many others around the world with similar responsibilities and concerns– are committed to the idea that recovery of areas of historical significance is an important practice on several levels, including:  It is respectful of history, customs, traditions, and the trajectories that form different communities,  It improves living conditions for the population in an area of influence in proximity to the rehabilitated area,  It creates economic opportunity for different constituent groups in the community, and  It promotes practices consistent with long-term ecological sustainability.

The manner in which such recovery projects are undertaken can vary, and this significantly affects the type and level of impact that any such effort may have on its community. In accordance with its mission, the IDB

supports projects that improve conditions for community members of different socioeconomic backgrounds and that are inclusive and fair to those most vulnerable.

Such projects value the improvement of monuments and historic districts, as well as the cultural heritage of urban areas, to be found in customs, the arts, culinary experience, and natural spaces.

Within the above context, the present White Paper sets out to identify practices conducive to successful rehabilitation and repositioning of historic districts, with a focus on steps that lead to greater development of the local tourism industry. It argues that the approach to such endeavors must be multi-disciplinary in nature and engage public- and private-sector participants alike. It also supports the view that while the initial motivating elements that give rise to such initiatives are in themselves sufficiently important to garner support and action, proper planning and execution can lead to results that surpass initial objectives.

2. Scale and Structure of the Travel Sector and Tourism Industry As we consider the key elements that impact planning efforts around the recovery of historic districts, it is helpful to note the scale and structure of the “Travel Sector” and the “Tourism Industry” and to highlight certain trends.  According to 2018 data from the World Tourism Organization (WTO), the tourism sector comprises approximately 10% of the global Gross Domestic Product (GDP), representing one in ten jobs around the world. This industry grew from an estimated 25 million international tourists in 1950 to over 1.4 billion in 2018. The WTO has forecast continued industry growth to reach 1.8 billion travelers by 2030. Historically, leisure travel has accounted for approximately 70% of total international travel, while business travel has equated to roughly 30%.

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It is projected that international arrivals in emerging markets will grow at an average annual rate of 4.4% by 2030, double what is estimated for the more developed economies. In 2018, the Middle East experienced the strongest increase in travelers, at approximately 10%, followed by Africa at 7%, and Europe at 6%. Asia and the Pacific also experienced an estimated growth of 6%. The Americas region experienced a 3% increase in travelers, led by North America (+4%), followed by South America (+3%), while Central America and the Caribbean (both -2%) reached mixed results, the latter reflecting the impact of Hurricanes Irma and Maria in September 2017.  Viewed broadly, the Travel Sector comprises multiple interrelated and interdependent components, including several means of transportation such as aviation, rail, cruises, and road travel, as well as the hotel industry, the restaurant industry, local transport, entertainment, and others. While all are important to their local communities, certain components have greater impact in enabling visitation to points of interest within a travel destination.

For example, resort areas tend to be highly dependent on airlift and on a supply of hotel inventory that can complement local attractions–historical, cultural, natural, or a combination of these. If the latter elements are not in place, it is difficult for providers of local transportation services or restaurants to succeed. Thus, planning efforts are often designed such that adequate access and an attractive offering of hotels can drive visitation and generate demand for other service sectors.  The Travel Sector has scale because it includes visitation by both business and leisure travelers. While their needs may differ significantly, effective planning, public policy, and private investment initiatives tend to consider that, structurally, the industry presents a complex and complementary mix.

By way of example, several hotel assets in the Cusco– Machu Picchu corridor are affiliated with brands and operators that have presence in Lima and, in many cases, look to establish a footprint across the region. Within the hotel industry, a one-off presence in Cusco or Urubamba is managed differently from one that is complemented by an anchor hotel in Lima.

A different example is presented by the Puerto Madero District in Buenos Aires. When this area was redeveloped in the 1990s, planning efforts allowed it to combine a significant inventory of Class-A office space that would be occupied by prominent Argentine and multi-national

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companies over time, alongside a varied offering of hotels, restaurants, retail, and entertainment options. For all of its appeal as a tourist destination, Puerto Madero works in part because it is also an important office district, addressing the needs of local demand.  The Travel Sector, considers all of the components noted above, whereas, the Tourism Industry, is more focused on an important subset that is centered on leisure travel. But even in markets that cater primarily to vacation travel, hotels and meeting venues tend to attract groups traveling to business conferences of all types and sizes. A further definition is in order, that being the “Hotel Industry,” which relates specifically to the supply of a varied inventory of hotel properties and the different segments of demand that require accommodations.  The redevelopment of historic districts is a matter of interest the world over. However, practices employed in planning and execution vary. Exhibit A of the present document presents four illustrated examples in Latin American markets, some of which are far along the path of consolidation while others remain work in progress.  In each country, the size and nature of the hotel industry is a function of different drivers. Furthermore, each country houses different sub-markets, some more oriented to business travel and others to leisure travel. Markets like Mexico are mature and robust and present a variety of product and branding alternatives.

Other markets are more reduced in scale and offer more specialized hotel alternatives geared to specific attractions. Exhibit B presents general data points that illustrate such differences for selected markets. As planning processes are undertaken, contextual data such as that presented are helpful in understanding current market conditions as well as a potential direction that might be pursued.

3. Key Elements of Successful Historic District Redevelopment Projects In Latin America and throughout the Caribbean Basin, as in other regions of the world, redevelopment of historic districts has been a frequently discussed theme among public authorities at all levels of government, as well as among private-sector participants. The protection and classification of buildings of historic significance has been a common practice for decades. In many cases

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where entire districts preserve their historical essence, broader designations can be achieved. In a limited number of cases, such districts are classified as UNESCO World Heritage Sites; in others, in accordance with local regulations, such areas may be designated as Pueblos Mágicos or a similar descriptive classification. Such designations convey a commitment to conservation an area’s historical heritage and are recognizable to people near and far.

In and of itself, as a matter of principle, conservation of buildings and districts of historical significance is the right thing to do. This principle has guided public policy and been viewed as a civic responsibility in countries the world over. In Spain, the recovery of breath-taking buildings for conversion to Paradores presents a wonderful example.

This system was created in 1926, currently numbers 97 properties and is run by a government agency. Any one property in this portfolio would be considered a triumph for historical and cultural conservation; taken together, Paradores de España reflect a policy commitment that has endured through different periods.

Public authorities and private-sector parties alike have a say in how such conservation projects are planned and implemented, and can make affirmative, deliberate decisions that benefit local communities in different ways. They improve living conditions for local residents, provide better workplaces for businesses of all types, and add sources of employment in areas that, almost invariably, are densely populated. They are also instrumental in preserving an urban area’s cultural heritage. And, importantly, they draw visitors from around the world attracted to differentiated experiences.

So, the question arises: Is it sufficient to “list” a building or classify an area as “protected” and announce it to the world? Often, it seems that this worthy objective falls short of realizing the potential offered by such endeavors. Rather, the objective might be redefined in a more comprehensive manner, envisioning opportunities that can only be capitalized by careful planning, with involvement of public entities and private players alike.

Below, we outline key practices to which public authorities and their private-sector partners can adhere as they plan the rescue and repositioning of historic districts. Our notes address different elements of the planning process but focus most directly on steps that can help to weave tourism into the fabric of the local community, thereby creating economic opportunity for different constituent groups.

Tourism Promotion is Important but Insufficient In many travel destinations, government authorities tend to weigh tourism development efforts heavily toward marketing and promotion. Virtually every market, either national or by destination, boasts some version of a “Visit Mexico”, “Essential Costa Rica”, or “Spain is Part of You” tagline, accompanied by media and promotional plans to bring attention to the market. Such efforts are certainly important, as they highlight differentiated features within the context of a competitive regional and global tourism market. However, from a planning, public policy, and private investment standpoint, successful destinations go significantly beyond branding and market promotion, setting broader goals and pursuing a multi-disciplinary approach.

The Objective Challenge is to Create an Environment that Enhances Conditions for the Local Community While Encouraging Private Investment In a broad sense, an important role of government authorities at all levels and of public policy is to bring to their jurisdictions –local, regional, and national– conditions that allow communities to prosper in a safe and stable environment and that provide a framework within which private-sector participants can invest and operate businesses of all types with a sense of short-, mid-, and long-term security. Such principles apply to macroeconomic issues and to ambitious policy proposals. In a very real and practical sense, they apply to urban planning efforts, including those oriented to the rescue of historic districts.

The rationale and pact can be summarized as follows:  Government authorities strive to create an environment that equally a) protects key assets of historic importance, as well customs and practices that comprise cultural heritage, b) attends to needs of the local community, and c) presents opportunities for economic growth.  Private-sector parties will step in to pursue investment. They may participate directly in the rescue of historical assets by restoring them and updating or converting their use, or bring to market new projects that are consistent with and complementary to the area.  If investors step in to create new businesses, it will help to revitalize the area being redeveloped.  As that occurs, new employment opportunities will arise for people in the community.

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 If certain businesses focus on drawing visitors from outside of the immediate area, then the objective market for economic growth will expand.

attracted visitation to downtown Tegucigalpa, and provided affordable working space for initiatives that fuel the local economy.

 As these things occur together, then a virtuous cycle is created, bringing further stability that invites additional investment and provides for greater opportunity in the community.

 Corporación Antiguo Puerto Madero was designed as a public-private framework that allowed for planning of the early 1900s warehouse district. It facilitated transfer of publicly owned assets to private sector parties which, in turn, enabled financing of the area’s revitalization, marking the beginning of the comprehensive transformation. Its success lies in the emphasis placed to careful consideration of the mix between office, residential, retail, hotel, and cultural uses.

 Together, government authorities and private sector players can work to preserve the elements that define the area’s character. Community members may find opportunity to start businesses around trades, services and products familiar to them. Others are trained in new skill sets necessary for incoming ventures.  Government planning and policy seek to enhance the network of services intended to improve quality of life, including health care, childcare, education and training resources, and recreational spaces. Of great importance, housing policy measures are implemented to aid local residents to remain in the area, preserving a sense of community and identity.

Government authorities at all levels have different means by which to implement collaborative endeavors in an institutional framework. Public-private partnerships in the form of Asociación Publico–Privado or APPs, Social Enterprise entities and similar models help to define objectives and outline agreed actions, timetables and funding provisions. Similarly, through fiscal incentives and other such levers, government authorities can incentivize private participation in key projects. It is helpful to cite some examples:  Conservatorio Panama is a real estate development company with a focus on sustainable urban revitalization, mostly active in the Casco Antiguo historic district.

Aside from the renovation of historic buildings to mixed-use, mixed-income projects, its business model incorporates a “community engagement model” through which it seeks to mitigate negative externalities such as the displacement of local residents and cultural homogenization. The American Trade Hotel could be cited as one of is successful projects. It has provided employment during construction and as an operating hotel, and added a differentiated hotel experience with appeal to international visitors.  Casa Quinchón is an urban redevelopment project in downtown Tegucigalpa that converted a 1950s building into an open-kitchen restaurant concept and coworking space. Since its opening in 2018, it has successfully

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 Mérida was founded during the Roman Empire as a recreation spot for generals and political figures of the day, and is but one example of the Spanish city centers that benefited from concerted and coordinated regional investment following the country’s entry to the European Community (now European Union) in 1986. Designated as a UNESCO World Heritage Site in 1993, it functions as an administrative, economic, and cultural center within the Comunidad Autonoma de Extremadura. Like many other cities in Spain, Mérida has preserved its historical and cultural heritage while offering improved living and working conditions. It has also become a popular tourist destination.

It is fair to point out that, in all communities, some may oppose undertakings that leverage historic recovery projects prescribed as noted above. Critics argue that such projects result in gentrification, loss of a community’s essential characteristics, and displacement of its residents. It is important to listen to all voices, and to reconcile varying interests as one moves forward.

Neighborhoods transition over time, and thoughtful, deliberative planning is helpful in achieving a reasonable balance.

Public Policy Creates the Framework, Including Constraints and Opportunities Our discussion is focused on the rescue and rehabilitation of areas of historical significance, which we have said is justification enough to undertake such programs. We have also stated that such endeavors are consistent with the creation of economic opportunity for private-sector players and the community at large. A policy framework helps all parties to advance in their respective lanes.  Any such initiative will spell out constraints. In fact, the listing or protection of historic buildings and districts limits or outright prohibits certain activities that

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might compromise the assets one seeks to preserve or adversely affect the area’s cultural heritage. While one moves forward to consider a range of opportunities, it is understood that their pursuit would be subject to any such constraints.  A public policy framework would consider requirements that promote improved conditions and opportunities for local community members. Social concerns matter, and redevelopment efforts provide an opportunity to recalibrate the manner in which they are institutionally woven into the planning process. Inclusion, tolerance, and access to opportunity for different stakeholders is not merely a by-product of the process; rather, like other aspects, it is a matter of deliberate design.  Ecological sustainability has rightly become a high priority across public and private initiatives of all types.

Redevelopment projects provide an opportunity to review policy and redesign requirements, and to create a structure that allows for proper implementation at all levels.

Urban planning, building design, waste management, water treatment, and many other disciplines can look to a broad array of practices employed around the world to arrive at workable solutions. As we advise largescale real estate and tourism projects of different types, we are encouraged to work alongside architects and planners who aspire to making environmental impact and sustainability standards “net neutral” as a minimum, and “net positive” where possible.  At the same time, the experience of successful historic district development initiatives makes it clear that private-sector activities can be identified and executed in a manner that is consistent with –and that often enhances– the goal of preserving assets of historical significance. The goals of preserving a cultural heritage, improving conditions in the local community, and creating business opportunities for private-sector players are not competing or dichotomous interests; rather, they are fully complementary in nature.

Quality Infrastructure is Indispensable As we review different travel destinations, particularly a selection in Latin America and the Caribbean Basin, it is clear to note that hotel supply and visitor demand conditions are affected by infrastructure improvements.

In many cases, this is in the form of upgrades to airport facilities and transportation needs. In the case of drive-to markets, the same occurs with significant modifications

to roadway systems.

Within historic districts themselves, successful projects consider pedestrian and vehicular traffic flow, public transportation, and parking. The same is true of access to public services including water (and drainage) and power. Often, programs to enhance the aesthetic appeal of an area –for example, the removal of overhead power and communication cables to underground ducts, or standardized signage nomenclature– provide an opportunity to modernize technology and improve efficiency and the visitor’s experience.

Infrastructure planning and implementation are clearly a central role of public authorities at all levels of government, and the challenge inherent in financing improvement cannot be underestimated. Within the context of redevelopment projects, the idea is to consider infrastructure elements as part of an integral, multi-disciplinary planning and design process, rather than as a separate, standalone area of endeavor in a more technical silo.

Legal Certainty is Required Across Latin America and the Caribbean Basin, it is fair to say that the efficacy of legal processes is inconsistent.

The complexity of such issues is historic, and initiatives to modify laws and regulations are almost invariably accompanied by active political and social debate.

Efforts to redevelop historic districts cannot be isolated from the context of local laws. To the contrary, they should adhere to them. At the same time, the specific needs of redevelopment projects require a specific, sometimes complementary, legal framework within which pubic action and private investment can occur.

Two key considerations are noted below:  Zoning and Land Use – Create a Master Plan In order for redevelopment of historic districts to prosper, it is implicit that elements tied to the conservation of heritage assets be considered. Beyond this, needs and opportunities in the area of influence can be studied as an exercise in master planning. It is easy to understand how this relates to the need for quality infrastructure, appropriate transportation and circulation. But both challenges and opportunities tend to be greater.

Implementation of a master-planning approach to urban development in such areas leads to the definition and articulation of the different types of real estate assets that comprise them. While respecting an area’s

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historical character, it is important to determine the mix of residential, office, retail, and hotel space that drive economic activity, as well as public buildings and spaces. This, in turn, translates into zoning and land-use designations and regulations, and permits alignment with an economic model that enables long-term stability. ďƒ˜ Tenure, Clear Title, and Legal Framework Ownership of existing buildings and land holdings in historic areas tends to be particularly complex. One would expect to find assets owned by government agencies, private parties, religious institutions, and other types of entities. It is not uncommon to find disputes over ownership, assets in disuse, assets claimed to be illegally occupied, and many other conditions that complicate the path toward redevelopment. The importance of working through issues to create clarity cannot be overstated.

Government authorities can fundamentally elect to manage assets under their control as they deem appropriate, and they therefore tend to dictate conditions for certain key assets. However, in order to promote investment, clear title to specific assets and within the development district is indispensable. Investors tend to follow a precept that holds that they can only enter an investment if they can envision the path to exiting in the future. If the ability to exit an investment is clouded by lack of clear ownership, investors will balk at the opportunity of becoming involved.

Examples of initiatives to tidy up ownership and title issues in a manner conducive to private investment abound. They tend to be difficult and tedious, but proper attention to this issue is important to unlocking economic potential.

More broadly, strengthening of the judiciary system is important, both because it provides a sense of security and justice to local residents, and because it establishes rights and obligations for domestic and foreign investors.

The Mix of Economic Activity is a Matter of Deliberate Design As noted above, a fundamental premise that guides projects intended to recover and reposition historic districts is that the actions taken by government authorities to secure their protection also serve as a platform that allows for private-sector players to invest in different endeavors. We have similarly established that planning processes can determine appropriate zoning and land-use conditions and clarify ownership.

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All of these efforts are leveraged further if the planning process outlines intended uses for key locations and corridors within the area of influence.

In fact, it is possible to view many urban planning processes as those undertaken in connection with complex mixed-use projects that incorporate different uses, such as hotel, office, retail, and/or residential space.

Bearing in mind that historic buildings and landmarks can anchor any redevelopment or new construction that would take place, and that this may influence pedestrian and vehicular traffic flow, it is then possible to determine a base-case mix of real estate uses compatible with the character and key features of the area.

By way of example, in both Cartagena’s historic district and the Casco Antiguo district of Panama City, many smaller buildings house boutique hotels and bed-andbreakfast facilities, while certain larger buildings have been converted to hotels with higher room counts, in some cases affiliated with international brands.

Certain streets concentrate service retail space for local residents and tourists alike, while others are geared toward an offering of more upscale retail, restaurant and entertainment options primarily intended to serve visitors.

In contrast, it is easy to think of historic districts where little planning and limited control of land uses have resulted in corridors of stores that all look alike and sell the same wares.

Zoning and land-use designations and regulations should consider the opportunity to create successful businesses that incorporate local community members and other investors, as well. As in mixed-use projects created anew, the mix of real estate product will ultimately be important in the determination of an area’s positioning among both local residents and visitors.

Consider Historic Conservation and Social Conditions Alongside an Economic Impact Model The type of undertaking described above can ultimately be analyzed by way of an economic impact model.

Government authorities would certainly estimate the investment required in connection with initiatives that fall in the public domain, including infrastructure and actual conservation of historic buildings and landmarks.

Furthermore, they would just as surely determine the sources of funds to be employed in carrying them out.

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Beyond this, if comprehensive planning can establish a base case of real estate uses with respect to which private parties might be invited to invest, it is in the interest of public authorities to create an initial model that could reflect the anticipated financial performance of the planned mix of assets. This can help to formulate a strategic approach to funding and execution, as well as articulate for third parties the nature of key investment opportunities that might be considered. A sound financial model is helpful in evaluating and structuring public-private partnerships and in determining when and how to apply fiscal or other incentives that lie within the purview of government authorities.

It is helpful to bear in mind that, in the real estate world, from a financial viewpoint, there are basically three main types of assets: 1.

Income-Producing Real Estate

This category comprises real estate assets that generate a cash-flow stream for its owners. For example, investors in office buildings and shopping centers rent space to a variety of companies and retail tenants, respectively.

Said rents represent a return on the amount invested.

The same holds true for owners of hotels that generate income from hotel operations, which represent a return on the amount invested. Ownership positions tend to be a mid- to long-term proposition, and investors can choose to exit at a future time by selling the asset in accordance with market values. The new owner will similarly generate returns on the amount invested from the income produced by the real estate.

2.

For-Sale Real Estate

This category most often accounts for residential units offered for sale. The investment group creates the project for disposition. Upon sale of the units, the original investor no longer has an ownership position or income from the asset, as this was fully realized at the time of sale.

In some real estate markets, office assets and retail space are still developed for sale in condominium interests.

However, as financial markets and practices evolve in Latin America and the Caribbean Basin, this practice is gradually diminishing in favor of assets developed for rent as income-producing real estate.

3.

Assets That Behave as Public Spaces

The ownership of many asset types does not in itself generate income of any type. Rather, in financial terms, such assets are conceived as public spaces. This is

the case of government-owned buildings, as well as museums, historic sites, and places of religious worship.

The same is true of parks and natural conservation areas.

As one develops an economic model in connection with the recovery of a historic district, it is possible to forecast the performance of each asset type, thereby gaining insight that can help in planning and financing efforts. Moreover, a modeling exercise allows officials overseeing complex historical recovery projects to design a layered approach to the financing and execution of components of the overall undertaking. For example, restoration of historic landmarks and improvement of infrastructure works may lie with and be funded by the public sector. Certain retail, restaurant, entertainment, and local transportation elements, as well as smaller lodging facilities, might be structured such that they allow ease of entry by local residents, perhaps with a combination of self-financing and resources available through government-sponsored programs. Certain local establishments might be specifically designated toward preservation of the area’s cultural heritage through the arts, culinary experiences, and local customs. Finally, the more capital-intensive components, such as hotels, larger retail projects, and office assets, could be packaged for financing and execution by developers and investment funds that are capable of bringing institutional real estate experience and discipline to the overall project.

Leveraging Historic Districts Beyond the Directly Impacted Area To this point, the present White Paper has sought to outline an approach to redevelopment of a historic district in a manner that meets the goal of protecting cultural heritage and creates a sustainable economic model on a long-term basis. Planning and execution of a program that accomplishes these complementary objectives is justifiable and valuable in its own right, even if it does not create additional opportunities beyond the immediate area of influence, although it often does.

The complex process inherent in conservation of key historic landmarks, and those that create a framework that encourages private investment within the historic district, can unlock opportunities in other sectors of an urban area. In fact, while recovery and repositioning of a historic district is justifiable unto itself, it is possible that, given the many constraints in such areas, the economic opportunity created is limited in size. That is, by their nature, historic districts tend to allow for relatively small

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inventories of office, hotel, retail, and residential real estate. Yet, by improving a focal point, the city becomes an attractive destination, and opportunities to plan additional development in additional corridors arise.

By way of example, Cartagena’s walled center houses roughly 2,500 hotel rooms and a limited amount of retail space. Yet the beach areas that extend toward Baru and the Zona Norte present further opportunity by virtue of the fact that the historic district constitutes an important attraction and helps to define Cartagena as a world-class destination. With proper long-term planning, based on many of the same principles and practices described above, new development activity might well be justified in other areas, helping to spur economic growth and employment beyond the historic district. As other areas are developed and draw visitors, the community at large gains better living and work conditions, as well as public services and recreational spaces.

4. Role of Hotel Development in Repositioning Historic Districts The recovery of historic districts has been undertaken in numerous locations the world over, and presents opportunities in many others, notably in Latin America and the Caribbean Basin. Invariably, such projects are met with complex challenges of all sorts, but they also allow for the improvement of living conditions and for the creation of economic opportunities throughout the local communities. As we have noted, the recovery of buildings and landmarks lies at the core of such undertakings, but the opportunity to reorganize certain commercial and residential real estate holdings is a complementary discipline that provides long-term stability to the area.

As historic districts are recovered and repositioned, an important element often considered revolves around tourism and, more specifically, the planning and delivery of hotel assets to the immediate area of influence, as well as within additional development corridors that might be phased into planning efforts. Indeed, it makes little sense to invest in capital-intensive infrastructure projects, such as airports, roadways, and cruise-docking facilities, and highlight buildings and landmarks of historic significance without developing an attractive offering of lodging alternatives that can house visitors to the area. Moreover, by virtue of their characteristics and/or branding, hotels added to the product mix of the historic district can accrue to branding of the area overall and favorably

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impact visitation. Examples of this phenomenon can be found in places as diverse as Miami’s South Beach in the U.S., San Miguel de Allende in Mexico, and Cusco in Peru.

In light of the importance of hotel assets to the consolidation of historic districts, it makes sense to gain an understanding of key structural elements to consider.

The following pages offer an overview of hotel categories and segments of demand. They also outline selected trends in both business and leisure travel.

While the overview provided below may offer guidance, each redevelopment initiative and each market require full due-diligence efforts in determining if and how lodging alternatives of different types might conform part of the planned real estate mix. Such an approach allows the inventory of lodging alternatives to match the overall vision for the area. In addition, such a process leads to identification of potential investors, brands, and operators that might be a good match for each specific opportunity.

Hotels Categories In considering planning efforts, as well as potential for private investment, it is useful to review the manner in which market participants classify hotel properties as a function of their physical characteristics and service offering or, alternatively, on the basis of positioning of different bands operated by hotel chains.

In many countries, tourism authorities have implemented grading systems over decades that define hotel categories by using a number of stars or some comparable measure, often based specific property features. Said grading systems tend to be of some value locally, but comparison across markets becomes difficult due to the differing criteria applied in varying locations.

So-called “Chain Scales” seek to classify hotels based on the features and positioning of products and brands operated by hotel chains. In the language of this system, which is largely based on hotel average daily rates, categories include luxury, upper-upscale, upscale, upper-midscale, midscale, and economy, among others.

While it is useful to have familiarity with this system and the notion that hotel operators and brands view their families of products along this type of scale, the categories are not always a good fit for hotel markets in Latin American and the Caribbean Basin, as the U.S. rate structures used to establish definitions tend to differ from those prevalent in the region. For example, a highquality hotel product in a mid-sized Latin American city

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would likely have a lower average daily rate than a similar product in a U.S. market, and would therefore fall into a different category.

hotels in this category can include properties operating under either a traditional European Plan model or an AllInclusive business format.

In light of the above, it is helpful to identify a basic framework that can be used with consistency across markets and that is compatible with language used in the financial markets. We offer the following categories as a reference:

Hotel Brands and Operators



Limited-Service Hotels

Limited-service hotels were first introduced as properties that did not contain restaurant/bar facilities, meeting/ event space, or a variety of support services and amenities. Over time, hotels in this category have come to offer a mix of services and amenities, often including a business center or lobby computer workstation, a fitness room, a swimming pool, a market pantry or sundries shop, and a relatively small amount of meeting space.

Rooms tend to be limited in size, offering a more basic level of finish. Such hotels tend to be geared to economy travel. 

Select-Service Hotels

Select-service hotels evolved from the limited-service hotel model to offer certain additional services, particularly in the F&B area. Hotels in this category often include a restaurant that can cover different guest needs, but not full-selection restaurant alternatives. Restaurants often operate during somewhat more limited schedules than those typical of a full-service hotel and do not provide room service. Rooms tend to be smaller than those of full-service hotels, with an intermediate level of finish. 

Full-Service Hotels

Full-service hotels are generally characterized by relatively large and well-appointed rooms, a robust food and beverage offering, meeting space capable of accommodating corporate and social events, and varied additional services, such as spa, room service on extended schedules, valet parking, bell-captain service, and concierge service.

For purposes of analysis in Latin America and the Caribbean Basin, the full-service category covers a fairly broad range of hotel offerings, including larger urban hotels positioned to attract high-end business and leisure travelers and guests attending conferences, as well as smaller luxury hotels in urban or resort destinations with highly differentiated features. In regard to resorts,

Whether a destination’s hotel inventory is renovated or expanded by way of conversion of existing buildings or new construction, investors consider branding and operating alternatives deemed to be a good fit for the project. In many cases, local investors may have capabilities and experience that enable them to take on the day-to-day operation of a hotel asset directly. In such cases, they can consider whether to operate under an independent brand or whether the project would benefit from a franchise agreement with a domestic or international hotel chain. In other cases, investors will look to third-party hotel management companies to operate the property and will consider branding by the operating company itself or a separate franchise.

The resolution of operating and branding decisions lies with the investment group and usually follows preparation of a market and feasibility study that provides context, recommends an appropriate positioning for the asset, identifies possible operating and branding alternatives, and presents an independent forecast of the project’s market and financial performance. Such studies are employed by investment groups in internal decision-making processes, and similarly serve in efforts to secure operating and/or branding agreements, as well as financing.

The ecosystem of hotel brands and operators is extensive and complex. It comprises a number of large-scale international companies with thousands of hotels and hundreds of thousands of rooms under management and in far-reaching branding and reservations systems.

It similarly includes many other companies of varying sizes, in many cases local to specific countries, in others, international in scope, that add to the competitive landscape. Many companies offer a diversified family of brands, such that a particular brand concept in the portfolio can be explored in connection with a specific project under review. The array of product runs from economy hotels to ultra-luxury hotels and resorts and includes both European Plan and All-Inclusive operating formats. In addition to its role in positioning the asset and in working toward financial targets, domestic and international brands alike bring visibility and prestige and attract visitors to the market area.

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San Miguel de Allende in Mexico has long been known as a market that appeals to Unites States tourists and retirees. For all of its appeal, until recently, the town presented extremely limited lodging options for potential visitors. Over the past decade, hotel alternatives have grown in number and become more varied, ranging from hostales to branded luxury and lifestyle-oriented hotels.

As new hotels with internationally recognizable brands have come online, the market has become increasingly attractive, giving rise to a pipeline of additional hotels.

Hotel Demand – Definition of Guest Segments Hotel demand is invariably measured in occupied room nights. In the hotel industry, travelers are classified in relation to the principal reason for which they have decided to travel to a destination and to occupy a hotel room. We outline below the principal segments typically deemed in the industry to comprise hotel demand. Within hotel chains and independent properties, analysis of demand segmentation is often considerably more detailed, but consistent with the categories described below. 

Commercial Segment

Commercial demand consists mainly of individual businesspeople passing through a market or visiting area businesses, in addition to high-volume corporate accounts generated by local and international companies. Brand loyalty and location with respect to businesses and amenities influence lodging choices in this segment. Commercial demand is strongest Monday through Thursday nights and declines significantly on Friday, Saturday, and Sunday nights. Demand levels tend to be closely tied to GDP trends and are also influenced

by Foreign Direct Investment and new businesses in a specific location. 

Meeting and Group Segment

The meeting and group segment includes attendees to meetings, seminars, conventions, trade association shows, and similar gatherings of ten or more people.

Peak convention demand typically occurs in the spring and fall. Although there are numerous classifications within the segment, the primary categories are corporate groups, associations, and SMERFE (social, military, ethnic, religious, fraternal, and educational) groups.

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

Leisure Segment

Leisure demand consists of individuals and families spending time in an area or passing through en route to other destinations. Travel purposes include sightseeing, recreation, or visiting friends and relatives. Leisure demand is strongest Friday and Saturday nights, and all week during holiday periods. Leisure demand is related to the overall economic health of the region and its feeder markets, both domestic and international. 

Wholesale Segment

Lodging accommodations for this demand segment are purchased in room blocks and subsequently sold by wholesale tour brokers directly to independent travelers or to retail tour brokers. Wholesale tour brokers sell hotel accommodations, airline tickets, and recreation options via vertically integrated reservation systems. Within Latin America and the Caribbean basin, large resort markets tend to be significantly dependent on wholesale travel. In addition, destinations with difficult access tend to have high wholesale participation, as guests rely on third parties to work out challenging logistics. Visitors to world-class destination such as Machu Picchu and the Galapagos Islands are good examples.

Business Travel – Characteristics and Trends As noted above, the Travel and Hotel Industries encompass business and leisure travel. While the rescue and repositioning of historic districts might be assumed to focus on the latter, planning process can benefit from an understanding of trends in business travel. We offer selected commentary below:  In varying degrees, countries in the region have worked toward integration to the global economy, often driven by structural economic changes and by Foreign Direct Investment. Growth fueled by such changes and that driven by increases in local consumption tend to give rise to increased demand for hotels that might service business travel.  In capital cities and other large urban areas, the percentage of branded hotels and rooms is relatively high, including a robust inventory of full-service properties.

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 In smaller urban centers and in cities whose economic base centers on the industrial sector, branded hotels have increased in number. In these markets, there is a trend toward a gradual migration from independent to branded hotels, which offer lodging solutions that business travelers require in different markets they visit, and that allow for the negotiation of corporate agreements. While many markets have full-service hotel inventories, growth is centered largely on limited- and select-service product types.  Many urban and industrial markets are characterized by robust economic activity, based primarily on the presence of important corporate demand generators.

Markets exhibiting these characteristics tend to have relatively deep lodging demand.  Urban and industrial markets typically exhibit greater demand on weekdays, with lower occupancies on weekends. Consequently, certain markets could have limitations on their overall potential occupancies.  Trends in business lodging are often relevant to historic district redevelopment initiatives. Frequently, such areas house government agencies that receive business travelers across a wide range of industries, many of whom stay at nearby hotels consistent with their needs. In addition, organizations of all types hold corporate meetings and are drawn to hotels in areas of historical and cultural appeal. In the United States, cities as diverse as New Orleans and Nashville present good examples, as do the historic centers of Mexico City and Cartagena.

Leisure Travel – Characteristics and Trends As we have established above, hotels that draw tourists can be an important driver in revitalization of historic districts. We outline selected trend lines that provide context for planning processes below:  The Latin American and Caribbean Basin resort market is robust, with significant variances in scale and style among the many countries that comprise the region. Mexico is ranked sixth worldwide, as measured by tourist arrivals. The Dominican Republic and Panama have also realized the development of large inventories.

Meanwhile, other markets offer smaller inventories positioned in keeping with their specific characteristics and attractions.

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 While the penetration of international brands cannot be compared to that of the United States, countries in the region have long been receptive to international brands in different sectors of the economy, including the hotel industry. International hotel brands are effective in attracting and serving guests. Their in-house reservations and sales systems are complemented by a dynamic distribution system that includes wholesalers and online search engines.  The luxury lodging market is well established in many Latin American and Caribbean Basin markets, yet in some countries receives less overall attention than larger, more visible market segments. Selected luxury hotels across the region have garnered recognition as premier leisure destinations for affluent travelers. The region’s luxury inventory includes independent boutique hotels as well as chain-affiliated hotels, combining to offer diverse alternatives and price-points for guests seeking highly differentiated experiences.  In recent years, a shift in the prevalence of lodging supply has occurred, complementing the traditional European Plan business model with a significant supply of properties operated under the All-Inclusive model.

Hotel guests have become increasingly receptive to this operating format, which might previously have been associated with lower-class properties and less-affluent guests. In fact, All-Inclusive hotel chains have varied their product offerings and are themselves segmented by location, type of experience, quality of accommodation, and guest profile.  Certain countries in the region have acquired extensive experience in the development of masterplanned projects. During the 1970s Mexico´s government introduced the Fondo Nacional de Fomento al Turismo (FONATUR), which was charged with creating a platform that might facilitate development of selected coastline destinations. Beginning with Cancún, and in other destinations years later, FONATUR created large-scale, master-planned areas characterized by clear title, sound infrastructure, and attractive amenities. While success has been mixed among different FONATUR-sponsored destinations, the agency anchored development efforts along Mexico’s Caribbean, Pacific, and Baja California beach areas. As the years passed, private developers in Mexico, as well as other Latin American and Caribbean Basin countries equally undertook carefully designed and executed master-planned projects following the same precepts.

 As historic districts are redeveloped, the opportunity to plan for hotel additions that match up to leisure travel trends is particularly relevant. Vacation travelers are drawn to differentiated experiences such as those provided cultural and historic corridors and many hotels contained in renovated –often repurposed– buildings. The area’s heritage, including music, dance, food and drink, and local customs is integral to the appeal. Many guests seek out inexpensive lodging alternatives, including hostales and economy hotels, while others are prepared to pay high rates for more upscale accommodations in the heart of environments that are authentic. Industry trends point to a growing number of luxury hotels in historic centers, and to an equally growing appetite for such alternatives by guests willing to pay premium rates for the experience. In many cases, it is possible to articulate visitation to several destinations in region, thereby highlighting historical districts. Such is the case of Cusco and Quito, where quality hotels can extend length of stay for travelers whose primary destinations are Machu Picchu and the Galapagos Islands, respectively. The same is true of Merida, Mexico, which is often packaged with visits to Maya archaeological sites and/or beach destinations in the Cancun-Riviera Maya Corridor.

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5. Conclusion The rescue and repositioning of historic districts is a sound practice on many levels and represents a long-standing trend around the globe. The motivation to preserve and highlight assets, landmarks, and cultural practices that are significant historical references is reason enough to take on the challenges implicit in such undertakings. Yet, adherence to an orderly work process in the planning and execution of such projects and familiarity with key elements and trends of their component parts enhance opportunities for varied community members and provide a more solid basis for long-term stability.

The approach to such recovery and repositioning projects should be multi-disciplinary in nature, seeking to integrate cultural priorities with infrastructure needs, a workable legal and regulatory framework, comprehensive urbanism and master-planning, and modeling of the anticipated financial outcome of key components and of the undertaking overall. If cultural, social, and economic interests can be reconciled, such redeveloped historic areas tend to thrive and may ultimately anchor opportunities that lie beyond the original area of influence.

Tourism is invariably an important component of such recovery and repositioning projects. As with other aspects of such complex endeavors, planning and execution of the mix of assets that will draw and house visitors to the area is nuanced and should be the subject of specific deliberation. While tourists still flock to beach destinations for rest and relaxation, trendlines point to growing interest in experience-oriented journeys, ranging from adventure and nature travel to visitation of urban centers imbued with history, culture and character.

The experiences of many travel destinations around the world support this view and offer guidance for Latin American and Caribbean Basin government authorities and private investors.

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Exhibit A - Case Studies

Case Study 1 – Casco Antiguo, Panama City, Panama REVITALIZATION OF CASCO ANTIGUO, PANAMA Declared a UNESCO World Heritage Site in 1997.

Public-private partnership created to formulate a comprehensive master plan, seeking to rescue historic monuments, relocate roads, construct visitor centers, and recover the district’s original layout.

Legal and fiscal incentives were put in place for private property holders who engaged in the restoration of their buildings.

Over 70% of the nearly 523 landmark buildings are considered to be in improved condition, reflecting notable progress since the district’s designation as a World Heritage Site.

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Many older buildings continue to be rehabilitated for residential use, complemented by service retail corridors and areas featuring specialty retail, much of it intended for local, independent stores, as well as cultural and social organizations.

Enjoys local visitation, particularly on the weekends, and is a major attraction for international visitors to Panama City. The area has a growing offering of restaurants and night life venues appealing to a diverse array of visitors.

As of 2018, two major hotel projects with international branding were under development. They are expected to bring further visitation to the area and strengthen the Casco Antiguo’s position as a destination for high-end, differentiated tourism, as well as corporate groups.

Redevelopment of the historic district remains a work in progress.

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Main Demand Generators

Size of market

Selected Hotel Market Data Points

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Case Study 2 – Centro Histórico, Cartagena, Colombia REVITALIZATION OF CENTRO HISTORICO, CARTAGENA Cartagena is a city of over one million inhabitants, and houses Colombia’s principal port facility. As such, the city is characterized by vibrant commercial activity as well as tourism. The Centro Histórico district was declared a UNESCO World Heritage Site in 1985.

Cartagena has long been a weekend and vacation destination for Colombian residents, primarily from Bogota, Cali, and Medellin. Upon receipt of the UNESCO designation, many old properties within the historic center were acquired by Colombian nationals and foreigners alike to restore and use as second homes. This trend continues to this day.

The Cartagena tourism market includes the historic district, as well as beach areas with large hotels, primarily in the Boca Grande, Baru, and Zona Norte submarkets.

In light of a relatively large and diversified hotel market and the appeal of the Centro Histórico, Cartagena is the site of small, medium and large group meetings, held at larger hotels as well as in the city’s convention center.

The city enjoys a reputation as a safe venue for leisure and business travel alike.

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Current visitation is estimated to be 80% domestic and 20% international. As new hotel product and brands enter the market, visitation is expected to increase, as is the percentage of international arrivals.

According to a study conducted by Convento Andrés Bello and the Centro Histórico de Cartagena de Indias Corporation, approximately one quarter of all visitor expenditures in the Cartagena market are made in the historic center. Said study also notes that the appeal of the historic center is a main reason for visiting the city.

Many older buildings in the historic district have been repurposed as vacation rental villas, bed & breakfast inns, and small boutique hotels, with a vast majority targeting high-end visitors. The proliferation of a quaint, upscale lodging supply, including some properties affiliated with international brands, has led to recognition of Cartagena as an attractive tourist destination.

Currently under construction, a Four Seasons Hotel and Residences will serve to strengthen the market’s position. Said project entails redevelopment of several adjacent buildings, including the 16th century Saint Francis Church, the Club Cartagena, a 1920’s Beaux Arts building, and four theaters.

Cartagena’s hotel inventory is expected to grow in coming years. While the historic district is consolidated and important port facilities support business lodging, development of the coastline offers additional opportunity. Recently developed hotels include a Conrad

by Hilton, Melia Karmairi, and others are likely to follow.

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Main Demand Generators

Size of market

Selected Hotel Market Data Points

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Case Study 3 – Puerto Madero, Buenos Aires, Argentina REVITALIZATION OF PUERTO MADERO, BUENOS AIRES Built as a major cargo shipping port during the late 1800s that fell into neglect in the latter part of the 20th Century. Transformation efforts began in the 1990s with an urban renewal project outlined in the “Anteproyecto Para Puerto Madero.” This public-private partnership established an initial master plan, and subsequent phases of development have taken place in response to market needs.

Transit was eased and traffic issues were resolved through the rebuilding of the local road network, complemented by several streets reserved for pedestrian access.

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Puerto Madero is fully consolidated as a successful Class-A office market housing multinational and Argentine companies. Old warehouses were repurposed as upscale residential, office and retail buildings. The mix of uses brings activity to the area on weekdays and weekends, drawing visitors from the greater Buenos Aires area, business travelers, and international visitors.

The district is home to a number of luxury lofts, private universities, hotels, theaters, restaurants, shops, galleries, and a yacht club. Through economic cycles, Puerto Madero has come to stand as an example of sound recovery and repositioning of a historic district.

Hotel development came to be an integral part of Puerto Madero. A Hilton Hotel is complemented by domestic brands and independent lodging alternatives. Demand generated by Puerto Madero spills out to nearby hotels, which cater equally to business travelers, attendees to group meetings, and tourists. Additional hotels are expected for delivery in the coming years.

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Main Demand Generators

Size of market

Selected Hotel Market Data Points

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Case Study 4 – San Miguel de Allende, Guanajuato, Mexico REVITALIZATION OF SAN MIGUEL DE ALLENDE, MEXICO Declared a UNESCO World Heritage City in 2008.

Domestic (85%) and international (15% - half originating in the U.S.) tourism has traditionally been a mainstay of the economy of San Miguel de Allende.

San Miguel de Allende benefits from its location proximate to important commercial and manufacturing centers including Guanajuato, Querétaro, León, and San Luis Potosí. In addition, Mexico City is also within a threehour drive time.

Given this proximity, San Miguel de Allende has become a popular option for incentive travel and business groups, adding to its long-standing tradition as a driveto destination for social events such as weddings.

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Local authorities have consistently made efforts to preserve the historic center and its distinct character, garnering a reputation through the years as an attractive tourist destination and as a desirable retirement location for many American and Canadian retirees.

Over the years a limited inventory of independent boutique hotels and bed & breakfast facilities grew to include internationally branded Belmond and Rosewood properties, helping to establish a luxury market, bring more visitors to the area, and draw additional investment.

Recent additions include a Live Aqua Hotel, with other projects in different stages of development.

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Main Demand Generators

Size of market

Selected Hotel Market Data Points

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Exhibit B – Hotel Industry Data Points – Selected Latin American Markets

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Notes

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IDB Cities Network