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C. The HUL Toolkit The successful management of urban heritage in complex environments demands a robust and continually evolving toolkit. It should include a range of interdisciplinary and innovative tools, which can be organised into four different categories, each of which will be discussed by presenting a list of established approaches, practices and instruments. It should be emphasised that for urban heritage management to succeed, the policies and actions in these four categories need to be adapted for local application and addressed simultaneously, as they are interdependent. Community engagement tools should empower a diverse cross-section of stakeholders to identify key values in their urban areas, develop visions, set goals, and agree on actions to safeguard their heritage and promote sustainable development. These tools should facilitate intercultural dialogue by learning from communities about their histories, traditions, values, needs and aspirations and by facilitating mediation and negotiation between conflicting interests and groups. Knowledge and Planning tools should help protect the integrity and authenticity of the attributes of urban heritage. They should permit the recognition of cultural significance and diversity, and provide for the monitoring and management of change to improve the quality of life and urban space. Consideration should be given to the mapping of cultural and natural features, while heritage, social and environmental impact assessments should be used to support sustainability and continuity in planning and design. Regulatory systems could include special ordinances, acts or decrees to manage tangible and intangible components of the urban heritage, including their social and environmental values. Traditional and customary systems should be recognised and reinforced as necessary. Financial tools should aim to improve urban areas while safeguarding their heritage values. They should aim to build capacity and support innovative income-generating development rooted in tradition. In addition to government and global funds from international agencies, financial tools should be deployed to promote private investment at the local level. Micro-credit and other flexible financing mechanisms to support local enterprise, as well as a variety of models of public-private partnerships, are also central to making the HUL approach financially sustainable. (UNESCO, 2011) 14 | The HUL Guidebook
The HUL toolkit can be adapted to suit each local context. It can contain any number of existing, reimagined and/or new tools. These tools are continually adapted and applied as the city changes and evolves over time. TOOLKIT FOR (CITY) KNOWLEDGE & PLANNING TOOLS COMMUNITY ENGAGEMENT TOOLS REGULATORY SYSTEMS FINANCIAL TOOLS Planning Publicity Laws and regulations Economics GIS Dialogue and consultation Traditional custom Grants Big data Community empowerment Policies and Plans Public-private cooperation Morphology other? Cultural mapping other? Impact/ vunerability assessment other? Policy assessment other? The HUL Guidebook | 15
Page 1 and 2: THE HUL GUIDEBOOK Managing heritage
Page 3 and 4: 1. About this guidebook 05 2. A new
Page 5 and 6: 1. ABOUT THIS GUIDEBOOK Introductio
Page 7 and 8: A new international framework for u
Page 9 and 10: 2011 Recommendation on the Historic
Page 11 and 12: 3. WHAT IS THE HUL APPROACH? The Hi
Page 13: PARQUE NACIONAL CAJAS Av. 27 de Feb
Page 17 and 18: 5. CASE STUDIES AND BEST PRACTICE I
Page 19 and 20: Similar to other cities, the need f
Page 21 and 22: Ballarat AUSTRALIA People, Culture
Page 23 and 24: 3. Management of change A key objec
Page 25 and 26: Ballarat’s HUL model Ballarat’s
Page 27 and 28: Shanghai CHINA Hongkou River Area,
Page 29 and 30: CASE STUDY: Shanghai, China 4. Pers
Page 31 and 32: Wujiang District, Suzhou CHINA Pres
Page 33 and 34: Fig. 3. The presentation of the dev
Page 35 and 36: Cuenca ECUADOR The text shown is pa
Page 37 and 38: At this event, cities were able to
Page 39 and 40: Rawalpindi PAKISTAN Ayesha-Pamela R
Page 41 and 42: of the historic city and the attrib
Page 43 and 44: Zanzibar TANZANIA Ng’ambo Tuikayo
Page 45 and 46: 4. Perspectives and results In 2013
Page 47 and 48: Naples ITALY Pilot application of t
Page 49 and 50: 4. Perspectives and results Althoug
Page 51 and 52: Amsterdam heritage policy analysis
Page 53 and 54: Heritage officers were more focused
Page 55 and 56: Categories WHY Values WHO actors co
Page 57 and 58: OTHER INSTITUTIONS: • American Pl
Page 59 and 60: REFERENCES Page 7: UNESCO (2015) ht

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