Appendices

Appendix A: Actions and implementation

The action plan should contribute to the implementation of the objectives and vision, and respond to the challenges and opportunities highlighted in Section 5. It should be the most 'live' section of the plan, subject to frequent monitoring and review.

Prioritisation, timescales, financial and human resource needs, and the parties responsible for implementation are central considerations for the preparation of an effective action plan. (31)

High priority management actions should be identified during the action planning process, and resource allocated to these areas. Routine work associated with core responsibilities should also be in the action plan, to ensure they are factored into resourcing alongside project work.

Funding and other necessary resource should be identified and secured for all anticipated work within the plan lifecycle if possible. These details can be presented in the action plan, and updates can be incorporated throughout the management plan's lifespan. Resource availability, such as a contingency fund or guarantee of financial resource from partners, should also be identified to address any unforeseen actions that may be required at the property.

In summary, the action plan should:

• Present short-term actions that contribute towards, and are cross-referenced with, the long-term vision and medium-term objectives
• Identify priorities and allocation of human and financial resources
• Set out the sources and amount of funding available to the World Heritage property for routine activity on an annual basis, funding that will facilitate planned projects, and contingency funding (32)
• Provide realistic timescales for work programmes

The management plan template includes a suggested format for the action plan which could be used or adapted for an individual property.

Appendix B: Monitoring outputs and outcomes

An effective monitoring framework is needed to ensure implementation of the plan is effectively evaluated, planned actions are amended as necessary and shortcomings are addressed. The management plan should present a list of indicators, against which implementation of actions and contributions to outcomes (the fulfilment of the objectives and vision) can be monitored.

The indicators should take 2 primary forms: indicators designed to assess the implementation of the action plan, and indicators designed to assess the status of work towards the objectives and vision for the property. Indicators focused on outputs of the action plan are likely to be quantitative, while indicators focused on the vision and objectives are likely to rely on largely qualitative data.

For successful monitoring and assessment, indicators need to be specific, tightly linked to the related output or outcome and measurable in a repeatable and resource-efficient manner. The resources required to monitor the indicators and a feasible frequency for this should be considered in the planning process and integrated into the development of budgets and work plans.

The principle outcome to be assessed in the monitoring framework is the protection and management of the property's OUV, but there will likely be other outcomes it is also useful to monitor.

Indicators should be linked to other World Heritage monitoring processes such as Periodic Reporting and State of Conservation reporting, to support join-up and avoid duplication of resource (33). Consideration should be given to whether any data requested in the Periodic Reporting process could be integrated into the monitoring framework for more frequent collection.

The monitoring framework should assess the following:

• The state of conservation of the attributes of OUV, and the property's authenticity and integrity. This should make use of the indicators defined in Section 5
• Factors affecting the property, also in line with the data presented in Section 5. Indicators that may support anticipation of whether specific factors may become a particular threat would be useful
• Progress towards other outcomes defined in the management plan
• Progress in the delivery of outputs defined in the action plan

This section of the plan should present:

• A list of indicators to monitor the implementation of the plan, addressing the points outlined above
• How the data will be collected, and by who
• The frequency with which each indicator will be assessed
• explanatory notes on assessment measures, as useful

Appendix C: Maps

As suggested in Section 2.1, for properties where several maps are required to fulfil the 2023 UNESCO technical requirements, detailed maps could be presented in the Appendices rather than in the main text.

Appendix D: Designated Assets within the World Heritage Property and Buffer Zone

A comprehensive list of the designations introduced in Section 3.4 could be included here, if not already available elsewhere.

Appendix E: Terms of reference for management groups

It is helpful to include the terms of reference for management groups in the Appendices, as indicated in Section 4.2.

Footnotes

31. UNESCO., ICCROM., ICOMOS., and IUCN (2013). 'Managing Cultural World Heritage', UNESCO, 141. (Accessed 19 February 2025)
32. UNESCO., ICCROM., ICOMOS., and IUCN (2011). 'Preparing World Heritage Nominations’, UNESCO, 119. (Accessed 19 February 2025)
33. UNESCO., ICCROM., ICOMOS., and IUCN (2013). 'Managing Cultural World Heritage', UNESCO, 142. (Accessed 19 February 2025)