Our competitive edge

It was a pleasure to spend most of yesterday in the company of representatives of different government entities, NGOs as well as local councils to embark the drafting of a National Strategy for Cultural Heritage. It was an open and frank discussion that brought together the stakeholders who need to own such a strategy.

Gone are the days when governments are expected to draw up, behind closed door, strategies on every conceivable subject without involving the persons directly concerned.

When it comes to our cultural heritage, we owe much not only to what Government has been and will continue doing for its conservation and to make it more accessible to the public, but also to the different non-governmental organisations which throughout the years have been championing all that is our own, raising awareness and offering exemplary commitment, dedicating time, energy and other resources.

I firmly believe that it has been through the indefatigable character of those who over 30 years ago set up such trend-setting organisations as Din l-Art Helwa that in Malta we have grown to understand better the sheer rich texture of our heritage.

I also believe that it is only through awareness that one can then better appreciate and ultimately become committed to this patrimony. It is also the same process that leads to communicating better our identity not only among ourselves but also to our large number of foreign visitors. It would be rather silly of us if we continue to think that we can only bring people over to Malta for our sun, sea and sand!

Our cultural heritage should be regarded as our competitive edge. In an age where 'competitiveness' has become one of the new buzzwords in commercial and administrative circles, it would be a mistake not to maximise on an area where we have a clear and distinct advantage.

Second only to Rome, Malta has the highest concentration of heritage sites in Europe. When tourism and culture were merged within the same ministry, the message was essentially to emphasise a synergy that is fundamental to any strategy that we need to evolve together. We are no longer promoting Malta merely as another tourism destination, but as an experience that is built on what gives us our identity.

Our rich history has given our country some unique advantages. Those include our megalithic temples that are the oldest free-standing structures in the world, remains from the Bronze Age and Roman times, the living legacy of the Order of the Knights of St John of Jerusalem, our military architecture and the mix that results from a Latin way of life merged with an Anglo-Saxon organisational set-up.

The legal requirement for drafting and publishing a National Strategy for Cultural Heritage is an innovative measure where the objective is to provide a coherent framework and vision for Malta's cultural heritage sector.

The law provides that the minister responsible for cultural heritage "shall prepare a policy document outlining the National Strategy for Cultural Heritage. In preparing such a document the minister shall consult with all the entities set up under this (Cultural Heritage) Act and those other agencies, whether public or otherwise, as the minister may deem proper. The minister shall cause a copy of such a document to be laid on the Table of the House as soon as it is ready and the House shall dedicate one sitting for a discussion on it."

Throughout, the Cultural Heritage Act lays down important principles by which Malta's heritage sector should be governed. Firstly, the Act stresses the importance of heritage as an "asset of irreplaceable spiritual, cultural, social and economic value" and that its protection and promotion are "indispensable for a balanced and complete life". In its preamble, the Act further stresses the importance of integrating conservation and management practices at all levels of government, local government, the private sector and NGOs.

One of the hallmarks of the Council of Europe - the principle of integrated conservation - seeks to bring together various solutions that can have a positive influence on the survival and well being of cultural heritage. Given the geographic limitations of the Maltese Islands, their densely populated urban areas and their relative accessibility, as well as the dense presence of cultural heritage, the issue of vulnerability of the heritage should be a foremost concern.

Sustainability remains a key guiding principle that should underlie long-term strategy. Malta's cultural heritage is a prime asset and an inalienable resource. Its presence is not limited to museums and enclosed monuments, or even to palaces and historic buildings.

Cultural landscapes, urban and non-urban, are main factors that define Maltese identity. Yet unlike museums and well-known protected monuments, these cultural landscapes are probably the most vulnerable.

The Cultural Heritage Act also promotes the principle of accessibility as a key principle. Access to cultural heritage can only be successful if access is provided to research, study and enjoyment of the heritage. The role of state entities and other organisations is that of facilitating and safeguarding such access.

It is envisaged that the National Strategy for Cultural Heritage will take the form of a written document that will be published and also made available over the Internet. The document will outline policy principles and objectives as well as timeframes to achieve these objectives.

It is expected that the drafting process will include important input not only from entities within the Ministry for Tourism and Culture such as the Superintendence of Cultural Heritage, Heritage Malta, the Malta Centre for Restoration and the Committee of Guarantee but, equally important, from other government and non-government organisations such as MEPA, the Restoration Unit, the University of Malta, Fondazzjoni Patrimonju Malti, Din l-Art Helwa, Fondazzjoni Wirt Artna, local councils, as well as individual specialists, should the case arise.

The policy document will need to address the use and treatment of heritage assets. This is a complex area which requires detailed long-term attention. Success factors depend on the promotion of policy through policy guidance material and the establishment of national standards for the use of heritage assets.

The strategy must also examine how certain particular assets, such as fortifications, cart ruts, ancient cemeteries, reserve collections, heritage found in local council boundaries and others, are currently being treated with a view to improve their sustainable use.

In this regard, the strategy should therefore address the various issues related to heritage asset management and how such management can be reviewed periodically. In particular, this area of concern can benefit tremendously from the introduction of the 'management plan' concept developed by a number of international organisations.

As explained yesterday, it is envisaged that drafting will take the form of topic papers, workshops, consultation correspondence, individual meetings, public workshops and conferences, review sessions and final drafting.

The final draft should be ready for discussion in Parliament by the end of 2006. That timeframe is meant to allow for the creation of special interest groups of specialists/stakeholders; identification of issues and key specialists who can help contribute to resolving issues; drafting of topic papers; circulation of topic papers and other documents; working group meetings; the written consultation process; public meetings; outreach initiatives (media, etc); producing further drafts and then publication and presentation to Parliament of the strategy drawn up.

The national cultural heritage strategy that we have set out to produce is another priority area on the agenda that we are setting together to maximise for Malta our competitive edge.

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