Management Plan of the UNESCO World Heritage Site Historic Centre of Urbino
with the contribution of
City of Urbino
United Nations Educational, Scientific and
Cultural Organization Historic Centre of Urbino Inscribed in the UNESCO World Heritage List in 1998
Law February 20, 2006 n. 77
“Misure speciali di tutela dei Siti italiani di interesse cultural, paesaggistico e ambientale, inseriti nella “Lista del Patrimonio Mondiale”, posti sotto la tutela dell’UNESCO
The report Management Plan of the UNESCO World Heritage Site “Historic Centre of Urbino"
was prepared during 2012-2013 by the Urban Planning Office of the City of Urbino, with the direct contribution of:
Carlo Giovannini (Engineer) Luana Alessandrini (Architect) Angelo Brincivalli (Lawyer)
and with the advice and supervision of the Coordinator:
Paolo Ceccarelli, Architect
Etra Occhialini, Architect Riccardo Feligiotti, Architect Davide Luca, Architect
Have also contributed to its elaboration.
Contributions on specific themes have been provided by various Public Authorities, Institutions and Associations, including:
Municipality of Urbino with its Sectors, Offices and Departments
Ministry of Heritage, Cultural Activity and Tourism - MIBACT - offices of Urbino and Ancona University of Urbino “Carlo Bo”
ISIA of Urbino
Archdiocese of Urbino, Urbania and Sant'Angelo in Vado Province of Pesaro and Urbino
Mountain Community of the High and Middle Metauro
Cover photo by Melania Tombari student of the Scuola del Libro of Urbino - ISA Cover graphics by Etra Occhialini, Architect.
Book flap photographs by Paolo Mini.
Thanks to architect Giovanna Vellucci for her contribution to the editing of the English version of the Management Plan.
FOREWORD
This abridged English version of the “Management Plan of the UNESCO WH Site of Urbino” is composed of four of the five sections of the original text in Italian.
The sections are:
− SUMMARY OF CONTENTS
− SECTION 1. Inscription and universal value of the Site
− SECTION3. Initiatives and projects of main local actors
− SECTION 4. Strategic proposals of the Management Plan
− SECTION 5. Implementation and monitoring of the Management Plan
SECTION 2. “Analysis of the Site”- is a survey of the main architectural monuments of the Historic Centre of Urbino (in APPENDIX). It has not been translated. It contains only the detailed list and the characteristics of the main properties and activities on going in the Historic Centre of Urbino and in the Buffer Zone.
3.1. Cultural projects and objectives 39 3.2 Projects and objectives for local tourism
41 3.3 Projects and objectives for creating employment and solve social issues
3.4 Projects and objectives for scientific research, technological innovation, digital networks 46 3.5. Projects and objectives for the economy and for sustainability
48 3.6 Projects for citizens’ participation 52 3.7 Projects for the use of the Site by tourists
54 3.8 Projects for the road network, permeability, accessibility, parking
3.9 Projects and objectives for supporting traditional arts and crafts and local organic agriculture.
57 3.10 Projects and objectives for marketing, territorial communication and social networks 59 3.11 Projects and objectives for risk protection of the Site
60 SECTIONFOUR
STRATEGIC PROPOSALS OF THE MANAGEMENT PLAN
4.1. Conservation and enhancement of the urban structure, of nature and of the landscape according to the principles of the HUL ( Historic Urban Landscape)
77 4.2. Valorisation of the cultural and touristic system of Urbino 81 4.3. Accessibility and mobility within the Historic Centre
84 4.4. Projects for the economic and social development of the local community 87 4.5. Diversification of the land use pattern in the Historic Centre
4.6Innovation and strengthening of several functions in the Historic Centre through digital technology. Urbino Smart City
88 4.7.Security and emergency management of the historic structure. Management plan of disasters risk. Guide to risk management – DRM (Disaster Risk Management)
7 INTRODUCTION
13 SUMMARYOFCONTENTS
17 SECTIONONE
INSCRIPTION AND UNIVERSAL VALUE OF THE SITE
1.1. Inscription of the Historic Centre of Urbino in the List of the World Heritage.
Nomination criteria and motivations of the nomination 21 1.2. The Declaration of Outstanding Universal Value (OUV)
23 1.3. Current value of the inscription criteria. Critical elements and new challenges 26 1.4. The promoting body, the subjects involved, the agreements
29 1.5. Identification of the Site and of the areas of protection 32 1.6. Cultural values and historic identity
1.7. Contemporary values of the Site. Architecture, society, leisure and tourism.
33 1.8. Values of the Site for the local economy 1.9. Social and political values for residents
34 SECTIONTHREE
INITIATIVES AND PROJECTS OF MAIN LOCAL ACTORS
92 SECTION5
IMPLEMENTATION AND MONITORING OF THE MANAGEMENT PLAN
5.1 Implementation of the management plan. Historic Centre Office - World Heritage UNESCO 93 5.2 The monitoring process. The Evaluation and Monitoring Committee
94 5.3 The indicators to assess the implementation of the Management Plan
101 APPENDIX
102 BIBLIOGRAPHIC SOURCES
109 PHOTOGRAPHIC REFERENCES - GRAPHICS PROCESSING
I
NTRODUCTIONThe Management Plan. Why a
The Management Plan is an official
included in the WHC list. It aims at promoting outstanding universal value of the properties The Management Plan plays a relevant role when Historic Centre. It is an importan
implement it. People who live and use the Historic C
protecting the Heritage both as a property of universal value and as a resource to a specific territory.
The challenge to be faced is how to combine with its current use and its future role, b
as it is inhabited and used by the interested communities.
difficult but privileged role. On
their heritage and to challenge it with they are encouraged to reinterpret the cultural resource . This allows for present society but are as well World Heritage Site is in fact
while maintaining a unique and recognizable identity,
The case of the Historic Centre of Urbino These arguments acquire a specific meaning the World Heritage List for its
In this case the concept of heritage
stratified in time, oriented in its development by crucial moment of its history.
The remarkable correspondence and the tight relation of Urbino and the cultural principles that shaped it heritage: the town as an expression of
abilities, laboratory of ideas, incubator
unique and irreproducible urban and natural environment This can take place only if the conse
same cultural, social and economic values which its inhabitants will be directly involved in this project.
7
The Management Plan. Why a plan? What is its purpose and who needs it?
The Management Plan is an official document requested by UNESCO for all
ncluded in the WHC list. It aims at promoting the protection and the enhancement of the universal value of the properties included in the UNESCO
e Management Plan plays a relevant role when it concerns a complex
important tool for the community which elaborate the Plan who live and use the Historic Centre are the main
as a property of universal value and as a resource
faced is how to combine the maintenance and conservation of
urrent use and its future role, being aware that its value is all the more authentic and used by the interested communities. These are sked to perform a cult but privileged role. On one side they are stimulated to understand the
heritage and to challenge it with insight, continuity and responsibility. O interpret the message the Site transmits and to tur
ce . This allows for innovative changes that meet urgent and basic needs of as well open to the future; they also are based on sustain
in fact a dynamic entity that regenerate itself and unique and recognizable identity,
entre of Urbino
acquire a specific meaning when referred to Urbino that was in ist for its whole Historic Centre and not for a single
In this case the concept of heritage is identified with the town as a
oriented in its development by ideas and principles expressed
correspondence and the tight relationship between the
principles that shaped it, form a binomial to be protect expression of strategies, and focal point of the co
laboratory of ideas, incubator of experiments and innovations e urban and natural environment.
take place only if the conservation of the Historic Centre will be inspired by the economic values which have made of it an exce
ly involved in this project.
plan? What is its purpose and who needs it?
requested by UNESCO for all properties the protection and the enhancement of the
in the UNESCO List.
complex Site such as an unity which elaborate the Plan and are the main actors in as a property of universal value and as a resource belonging
ce and conservation of the Site s value is all the more authentic hese are sked to perform a one side they are stimulated to understand the meaning of and responsibility. On the other s and to turn it into a urgent and basic needs of based on sustainability. A
itself and evolves in time
that was inscribed in a single monument.
a collective creation, and principles expressed in a
ship between the built environment binomial to be protected as he community and its nd innovations that capitalize on a
re will be inspired by the made of it an exceptional site, and if
The Management Plan
The Management Plan of the Urbino primary concern with urban H
− 1. A method of making and implementing the Management Plan population (permanent and temporary
tourists, city users) is actively involved Many proposals of the
Tables“ (working has actively involved and the Strategic Plan in
participated. The implementation process proactive participation and capacity preserving the Historic Centre
− Specific attention is given
It is considered the main guarantee that both public and private stakeholders and the community at large will have the
In addition to individual private properties the management of which requires
“horizontal” subsidiarity stat have needs, but also capabilities: t
disposal in order to solve, in cooperati common interest.
− 3. The model of economic development the Strategic Plan. It suggests a process of cultural and social identity of Urbino: e.g.
on which physical conservation is b economic development based on
guidelines of UNESCO ( Hangzhou Declarat Sustainable Development Policies”
and on youth, two resources that are mass tourism, but rather it aims to attract In short the protection and conservation o actions. And their implementation
commitment of the local community has been inherited from the pas
Urbino will produce tangible and intangible elements also constitute the future Heritage.
The Management Plan is envisaged as a tool largely local stakeholders.
8
The Management Plan of the Urbino’s Site is based on three principles which integra urban Heritage and landscape conservation, they are:
A method of making and implementing the Management Plan
and temporary residents, university students and faculty, ) is actively involved .
Many proposals of the Management Plan have been originated by “
ively involved citizens groups) set for the Management Plan in which a significant share of Urbino’s population The implementation process of the Plan also foresees a wide range of proactive participation and capacity building opportunities, with
entre and the cultural landscape of Urbino is given to the social and economic development
the main guarantee that both public and private stakeholders and the have the resources to conserve and maintain the h
In addition to individual private properties the Site has “common goods”
management of which requires an active citizenship based on
rizontal” subsidiarity stated in the Italian Constitution. The inhabitants pabilities: these capabilities must be put at
to solve, in cooperation with the local government,
model of economic development taken as a reference is the one suggests a process of economic development social identity of Urbino: e.g. a process that is not agai physical conservation is based but rather it enhances them.
based on a vision of culture consistent with
guidelines of UNESCO ( Hangzhou Declaration “Placing Culture at the Heart of Sustainable Development Policies”) and consequently it is based on cr
resources that are abundant in Urbino. It does not it aims to attract sustainable cultural tourism.
the protection and conservation of Heritage are not considere
implementation is not ensured by external resources without
commitment of the local community, and it is not based on a passive exploitation of what has been inherited from the past. This approach represents the only
tangible and intangible elements belonging to present time future Heritage.
nvisaged as a tool largely shared by the local
ree principles which integrate its hey are:
A method of making and implementing the Management Plan in which the local students and faculty,
lan have been originated by “Working set for the Management Plan share of Urbino’s population has the Plan also foresees a wide range of with the objective of al landscape of Urbino
to the social and economic development of Urbino.
the main guarantee that both public and private stakeholders and the maintain the heritage.
ite has “common goods” the based on the principle of The inhabitants of Urbino hese capabilities must be put at the community’s on with the local government, issues of
aken as a reference is the one introduced by economic development compatible with the process that is not against the principles it enhances them. It is a sustainable consistent with the recent Placing Culture at the Heart of based on creative activities es not heavily rely on sustainable cultural tourism.
f Heritage are not considered as mere technical external resources without a direct based on a passive exploitation of what the only way to ensure that present time that can
by the local community and
For this purpose from the very beginning the Plan interaction with governmental agencies, public insti citizens that on one side provided
and needs and on the other made formulating the present report
As already anticipated the Management
parallel with the Strategic Plan of the Municipality of Urbino, with it.
This important choice is based on two arguments.
helps to develop a shared vision
process of public participation that stimulate proposals made by citizens, associations and stakeholders living in Urbino
economic policies which over the years conservation of the Heritage
publication of a “Handbook of stakeholders – both individual
These arguments lead to the following tool for a proactive conservation of the
components it must introduce precise measures to guarantee that interventions are of the highest possible quality and that the urban context as a whole preserves the characteristics that have made it a unique case
current practices such as the use
commercial structures, the proliferation of the low quality of urban furniture
direction.
The interventions proposed by the Management Plan defend the urban quality which is a
and the very reason of its inclusi
The first phase of formulation of the Management Plan has
quantitative and statistical information and the survey of initiatives and interventions under development and programmed
feasible to make an objective and up to da
trends, problems and weaknesses but also potentialities and variables to take in consideration
In the second phase the general objectives to protect t shared future scenario the community
punctual actions to be made with reference to strategically relevant
The final phase concerns implementation and monitoring. The monitoring takes into consideration not only the realization of pro
9
se from the very beginning the Plan has been made through a continual interaction with governmental agencies, public institutions, associations
on one side provided information and brought to attention a variety of issues and on the other made suggestions that were taken into careful consideration in formulating the present report.
Management Plan of the UNESCO Site has been developed parallel with the Strategic Plan of the Municipality of Urbino, and is strongly interrelated
This important choice is based on two arguments. The synergic action of the two plans op a shared vision of the future of the Site and its management, through a process of public participation that stimulate proposals made by citizens, associations and
in Urbino. In addition it facilitate the develop over the years can support the process of
Heritage. For this purpose the Management Plan foresees the Handbook of Best Conservation Practices” to be
duals and institutions. (see section 4, par. 4.2.11).
These arguments lead to the following conclusion. Since the Management Plan is a onservation of the Historic Centre of Urbino
components it must introduce precise measures to guarantee that interventions are of the highest possible quality and that the urban context as a whole preserves the characteristics
a unique case of outstanding value. The issue is complex since e use of main public spaces for car parking or
the proliferation of disordered public and private advertising signs, furniture and the neglect of green spaces
roposed by the Management Plan are binding
ality which is a crucial resource for the future development of Urbino on of its inclusion in the World Heritage List.
formulation of the Management Plan has been the collection of basic quantitative and statistical information and the survey of initiatives and interventions under development and programmed by different actors and stakeholders
to make an objective and up to date picture of local conditions.
nesses but also potentialities and strengths whi to take in consideration when the Management Plan is implemented.
the general objectives to protect the value of the Site and to design the community will face are examined. Moreover
with reference to strategically relevant topics are suggested mplementation and monitoring. The monitoring takes into the realization of proposed interventions
s been made through a continual tutions, associations and individual brought to attention a variety of issues taken into careful consideration in
ite has been developed in strongly interrelated
ic action of the two plans ts management, through a process of public participation that stimulate proposals made by citizens, associations and development of social and process of maintenance and . For this purpose the Management Plan foresees the be circulated among 4, par. 4.2.11).
gement Plan is a crucial ntre of Urbino in its different components it must introduce precise measures to guarantee that interventions are of the highest possible quality and that the urban context as a whole preserves the characteristics issue is complex since many of main public spaces for car parking or temporary and private advertising signs, green spaces go in the opposite
are binding in order to strictly urce for the future development of Urbino
the collection of basic quantitative and statistical information and the survey of initiatives and interventions both by different actors and stakeholders. This has made te picture of local conditions. It has pointed out strengths which are the when the Management Plan is implemented.
ite and to design the Moreover the specific and
topics are suggested.
mplementation and monitoring. The monitoring takes into posed interventions but also their
effectiveness in terms of expected results. Thi service in charge of the implementation
coordinate different offices responsible for promoting the S building, collecting financial resources
process of change of the Site itself.
The role of the Management Plan The Management Plan does not
Its role is rather to direct and coordinate the political choices and interventions of the stakeholders concerning the town as a whole.
Even if the Plan is a legal document would tackle crucial issues with a criti
broad-minded and inclusive vision which emphasizes best practices points-out weaknesses.
Beyond its function of protecting the
enhancing the awareness of local people that they unique value, a town which stimulate
and sees it as a resource for its
How to make the community aware of the relevance of the S A key component of the management process of a
awareness of its outstanding relevance (OUV)
In Urbino, also thanks to the parallel process of making
have been widely asked for advice and have suggested proposals through “Tavoli di lavoro” (working groups) and
and private stakeholders around the problems architectural Heritage.
Several “Tavoli di lavoro” debated issues such as cultural activities, the landscape and territory, frequently and produced several reports.
contributed with important initiatives and proposals.
Many Departments of the University of Urbino
develop research projects concerning different aspects of the cultural, economic and social life of the city and its territory, its political and artistic history, its main actors.
A new Master program of the University of Urbino on “Conservation and Restoration of Cultural Properties” specifically contributes to the conservation of Urbino’s tangible heritage.
10
in terms of expected results. This implies the establishment of ge of the implementation of the Management Plan. This service
responsible for promoting the Site, training and capacity ial resources. It will also perform as an observatory of the ite itself.
of the Management Plan and its aims
does not have the task of constraining, regulating and prescribing and coordinate the political choices and interventions of the the town as a whole.
is a legal document issued by the Municipality it was decided
crucial issues with a critical and independent approach and with an objective, d and inclusive vision which emphasizes best practices and
protecting the World Heritage Site the Management Plan he awareness of local people that they have the privilege to
town which stimulates a continuous comparison with its for its future.
aware of the relevance of the Site
A key component of the management process of a World Heritage
of its outstanding relevance (OUV) of both inhabitants and visitors also thanks to the parallel process of making the Strategic Plan
have been widely asked for advice and have suggested proposals through “Tavoli di and documents. The Strategic Plan mobilized both
and private stakeholders around the problems of use and conservation of its
debated issues such as housing in the Historic cultural activities, the landscape and territory, tourism and arts and crafts.
frequently and produced several reports. Educational and research institutions a initiatives and proposals.
tments of the University of Urbino offer courses, seminars,
develop research projects concerning different aspects of the cultural, economic and social life of the city and its territory, its political and artistic history, its main actors.
new Master program of the University of Urbino on “Conservation and Restoration of Cultural Properties” specifically contributes to the conservation of Urbino’s tangible s implies the establishment of a dedicated . This service will also aining and capacity as an observatory of the
constraining, regulating and prescribing.
and coordinate the political choices and interventions of the
e Municipality it was decided that it approach and with an objective,
and at the same time
the Management Plan aims at ge to live in a town of continuous comparison with its cultural Heritage
orld Heritage Site is the level of both inhabitants and visitors.
the Strategic Plan, inhabitants have been widely asked for advice and have suggested proposals through “Tavoli di mobilized both the public of use and conservation of its historic
istoric Centre, mobility, tourism and arts and crafts. “Tavoli” met Educational and research institutions also
offer courses, seminars, forums and develop research projects concerning different aspects of the cultural, economic and social life of the city and its territory, its political and artistic history, its main actors.
new Master program of the University of Urbino on “Conservation and Restoration of Cultural Properties” specifically contributes to the conservation of Urbino’s tangible
The students of the School of Journalism of the University hel
about conservation aspects of the tangible and intangible heritage through different media Several courses and laboratories of I
the Historic Centre and elaborate a range of communication tools (thematic maps, itineraries, guides, etc.).
A number of courses at ISA (Th
advantage of the Strategic Plan and the Management Plan to elaborate visual them. For instance students designed sample
of their work (Urbino Recto/Verso year 2012-2013.
Another interesting contribution to offered “from below” by the
conference “ UNESCO Historic Cities. Heritage of Peace” in which several Rotary clubs of European World Heritage cities participated.
The conference was the kick-off of a project that in future ye Rotary Clubs of several European W
The case of the Management Plan of Urbino conference.
All the initiatives concerning the Management Plan participated process for the formulation of the Strategic Plan.
The “Guide to Best Conservation Practices”
adequate awareness of how relevant
The structure of the report. Models reference, updates, adaptations The report is organized according
UNESCO Sites at the Ministry of Heritage and Cultural Activity 25-26, 2004) for the elaboration of the Management Plans
In addition the report follows UNESCO World Heritage Sites MIBACT and Federculture of
Thanks to the joint elaboration and the integration
Strategic Plan the suggestions to implement a sustainable management of the
“promoting an ethic of protection which involves with the existing planning tools or with the strategic guid
important requisite which increase the effectiveness of the Plan) are concretely answered.
The Management Plan of the UNESCO two recent UNESCO documents
Heritage conservation and the development.
11
The students of the School of Journalism of the University help to circulat
of the tangible and intangible heritage through different media laboratories of ISIA (Higher Institute for Artistic Industries
and elaborate a range of communication tools (thematic maps,
A number of courses at ISA (The State School of Art and “School of Books advantage of the Strategic Plan and the Management Plan to elaborate visual
udents designed sample covers of the Management Plan
Urbino Recto/Verso) took place in the Ducal Palace at the end of the school
interesting contribution to a better understanding of the Management Plan was by the Urbino Rotary Club. The club organized
conference “ UNESCO Historic Cities. Heritage of Peace” in which several Rotary clubs of cities participated.
off of a project that in future years will permanently involve European World Heritage cities. Urbino will coordinate the project
ent Plan of Urbino was presented and examined in the
concerning the Management Plan have been formulation of the Strategic Plan.
est Conservation Practices” will further contribute to develop an how relevant the Site is and to orientate citizens’ behaviour.
odels reference, updates, adaptations
organized according the guidelines set by the National Commission for Ministry of Heritage and Cultural Activity - MIBAC
2004) for the elaboration of the Management Plans.
follows the “Guidelines for the Development of Cities and It UNESCO World Heritage Sites” set by Italian UNESCO World Heritage A
of 2011).
elaboration and the integration of the Management Plan Strategic Plan the suggestions to implement a sustainable management of the
protection which involves the civil society” and “the integration the existing planning tools or with the strategic guidelines for loca
important requisite which increase the effectiveness of the Plan) are concretely answered.
The Management Plan of the UNESCO Site of Urbino also takes into careful consideration documents which introduce important new principles in the field of Heritage conservation and the crucial role it plays in the implementation of sustainable
circulate the knowledge of the tangible and intangible heritage through different media.
Higher Institute for Artistic Industries) analyse and elaborate a range of communication tools (thematic maps,
School of Books”) took advantage of the Strategic Plan and the Management Plan to elaborate visual supports for the Management Plan. An exhibit alace at the end of the school
of the Management Plan was organized the international conference “ UNESCO Historic Cities. Heritage of Peace” in which several Rotary clubs of
ars will permanently involve coordinate the project.
presented and examined in the
integrated into the
further contribute to develop an citizens’ behaviour.
the National Commission for MIBACT (Paestum, may
Guidelines for the Development of Cities and Italian Heritage Association,
of the Management Plan with the Strategic Plan the suggestions to implement a sustainable management of the Site by and “the integration elines for local development” (an important requisite which increase the effectiveness of the Plan) are concretely answered.
careful consideration principles in the field of in the implementation of sustainable
They are the “Recommendation on Historic Urban Landscape new principles for the protection and co
Hangzhou Declaration “Placing Culture at the Heart of Sustainable Development Policies”
2013 which reasserts the crucial role of culture in sustainable development.
The document is divided in five section The first section deals with the
which are main objectives of the The second and third sections Site and an account of the activ different stakeholders (City Hall, Un Historical Patrimony, Artistic and Ethno
Architectural Heritage and Landscape, Mountain Communities) that will have an impact on the Historic Centre and will
The fourth section deals with weaknesses and potentialiti to enhance the Historic Centre
corrective interventions are suggested.
Finally the fifth section focuses on the implementation of the Management Plan monitoring.
12
Recommendation on Historic Urban Landscape (HUL)” of 2011 which sets protection and conservation of Historic Urban
Hangzhou Declaration “Placing Culture at the Heart of Sustainable Development Policies”
2013 which reasserts the crucial role of culture in sustainable development.
ocument is divided in five sections in order to facilitate its reading and use.
deals with the peculiar values of the Site the promotion and the Management Plan.
sections consist of a detailed survey of the present situati
tivities and projects under development and programmed City Hall, University, Archdiocese, Province, Superintendency for Historical Patrimony, Artistic and Ethno-Anthropological Heritage
Architectural Heritage and Landscape, Mountain Communities) that will have an impact and will start processes of its change.
he fourth section deals with weaknesses and potentialities of the Site. T
the Historic Centre are pointed out. Maintenance and conservation actio are suggested.
focuses on the implementation of the Management Plan
of 2011 which sets the rban Landscapes and the Hangzhou Declaration “Placing Culture at the Heart of Sustainable Development Policies” of 2013 which reasserts the crucial role of culture in sustainable development.
in order to facilitate its reading and use.
the promotion and protection of
present situation of the under development and programmed by Superintendency for Superintendency to Architectural Heritage and Landscape, Mountain Communities) that will have an impact
ite. The potentialities conservation actions and
focuses on the implementation of the Management Plan and its
SUMMARY OF CONTENTS
As anticipated in the Introduction structured in the five sections.
SECTION ONE
INSCRIPTION AND UNIVERSAL VALUE OF THE
Section one lists the specific values that characterize the
UNESCO World Heritage Site and outlines the process of nomination and inscription in the World Heritage List.
Inter alia the attention focuses on the notion of the Site, according to the Operational G
considered the basic parameter to evaluate the state of authenticity and integrity of the Site, and its possible changes (positive and negative)
consistency of the projects under development. N
actions are dealt with in the following sections of the report.
Section One shows tangible and intangible values expressed by considered both strengths of the specif
and reinforced, and potentialities for generating process itself.
The section is organized as follows:
1.1. Inscription of the Historic Centre of Urbino in the List of the World Heritage.
Nomination, criteria and motivations
1.2. The Declaration of Outstanding Universal Value (OUV) 1.3. Current value of the inscription criteria. Critical
1.4. The promoting body, the subjects
1.5. Identification of the Site and of the areas of pro 1.6. Cultural values and historic identity
1.7. Contemporary values of the
1.8. Values of the Site for the local economy 1.9. Social and political values for residents
SECTION TWO
ANALYSIS OF THE SITE
Section two is the cognitive component of the Management Plan.
create a consistent analytical framework on which the choices of the Plan will be based are collected and classified. Information
set by the National Committee of UNESCO S Activity (2004). Each paragraph provides
document, a short synthesis of its contents and the sources of its data. The original 13
OF CONTENTS
As anticipated in the Introduction, the Management Plan of the UNESCO five sections.
VERSAL VALUE OF THE SITE
lists the specific values that characterize the Historic Centre of Urbino as a UNESCO World Heritage Site and outlines the process of nomination and inscription in
focuses on the notion of “ Outstanding Universal Value (OUV) e Operational Guidelines of 2005. Outstanding Universal Value considered the basic parameter to evaluate the state of authenticity and integrity of the
ite, and its possible changes (positive and negative). It is also used projects under development. Needed corrections or
in the following sections of the report.
tangible and intangible values expressed by the specific character and identity of the town and potentialities for generating process of improvement of
is organized as follows:
Inscription of the Historic Centre of Urbino in the List of the World Heritage.
, criteria and motivations of the nomination;
The Declaration of Outstanding Universal Value (OUV);
the inscription criteria. Critical elements and new challenges the subjects involved, the agreements;
ite and of the areas of protection;
Cultural values and historic identity;
Contemporary values of the Site. Architecture, society, leisure and tourism ite for the local economy;
Social and political values for residents;
Section two is the cognitive component of the Management Plan. The d
create a consistent analytical framework on which the choices of the Plan will be based are collected and classified. Information is organized according to themes base
e National Committee of UNESCO Sites of the Ministry of Heritage and Cultural (2004). Each paragraph provides information about the kind of the
document, a short synthesis of its contents and the sources of its data. The original of the UNESCO Site of Urbino is
Historic Centre of Urbino as a UNESCO World Heritage Site and outlines the process of nomination and inscription in
Outstanding Universal Value (OUV)” of Outstanding Universal Value is considered the basic parameter to evaluate the state of authenticity and integrity of the . It is also used to measure the ded corrections or new objectives and
tangible and intangible values expressed by Urbino. They are of the town to be protected of improvement of the Site in
Inscription of the Historic Centre of Urbino in the List of the World Heritage.
ew challenges;
society, leisure and tourism;
The data necessary to create a consistent analytical framework on which the choices of the Plan will be based are organized according to themes based on guidelines istry of Heritage and Cultural the kind of the collected document, a short synthesis of its contents and the sources of its data. The original
documents (maps, photographs, reports, graph document of the Management Plan and assembled these analyses enables to identify the
Plan want to solve. Information is organize 2.1. Digital geographic data base;
2.2. Data base and images of historic resources;
2.3. Data base and images of environmental resources and the eco 2.4. Data base and images of archaeological resources
2.5. Data base and images of the urban planning;
2.6. Data base and images of the cultural supply and
2.7. Data base and images of intangible events: cultural events, traditions, customs a traditions;
2.8. Data base of economic an 2.9. Data base of demography and
2.10. Data base on mobility and accessibility 2.11. Data base of risks and protections
2.12. Criticalities and strategic objectives for the protection of Historic Urban Landscape, HUL;
2.13. Synthesis of present condition
SECTION THREE
INITIATIVES AND PROJECTS OF MAIN LOCAL A
This section contains the initiatives and projects of different and other public stakeholders: University, Archd
Their aims and operational aspects are illustrated.
While information in Section T
plans, etc. data collected in Section T meetings with representatives o
concern projects at different stages of design and implementation.
Information concerns both issues related to the management and use of urban spaces with reference to accessibility, mobility, use, maintenance,
related to cultural, touristic, economic, social policies and to projects of local development.
The objectives and the implementation tools concerning
effects evaluated and possible corrections and improvements suggested.
This section shows that the Management Plan coordinating initiatives and managing
The projects already implemented or under i
14
s, photographs, reports, graphs, statistics, etc.) are attached to the of the Management Plan and assembled in specific files. The critical examen of to identify the weaknesses that the projects of the Management . Information is organized as follows:
Digital geographic data base;
nd images of historic resources;
Data base and images of environmental resources and the eco-system Data base and images of archaeological resources;
Data base and images of the urban structure, the landscape, of regulations and urban ges of the cultural supply and its usability;
Data base and images of intangible events: cultural events, traditions, customs a Data base of economic and productive conditions;
Data base of demography and real estate;
Data base on mobility and accessibility;
Data base of risks and protections;
Criticalities and strategic objectives for the protection of Historic Urban Landscape, present conditions of the Site.
ECTS OF MAIN LOCAL ACTORS
This section contains the initiatives and projects of different sectors
and other public stakeholders: University, Archdiocese, Province, Superintendency aspects are illustrated.
ile information in Section Two was gathered through documents, stati
plans, etc. data collected in Section Three have been collected through interviews and ith representatives of local institutions, stakeholders, associations, etc. T
at different stages of design and implementation.
both issues related to the management and use of urban spaces with mobility, use, maintenance, improvement and
related to cultural, touristic, economic, social policies and to projects of local development.
and the implementation tools concerning each action are effects evaluated and possible corrections and improvements suggested.
e Management Plan is a tool for sharing decisions and actions, g initiatives and managing the Site in its complexity.
The projects already implemented or under implementation are as follows:
statistics, etc.) are attached to the files. The critical examen of the projects of the Management
system;
structure, the landscape, of regulations and urban
Data base and images of intangible events: cultural events, traditions, customs and
Criticalities and strategic objectives for the protection of Historic Urban Landscape,
rs of the Municipality Superintendency etc.
wo was gathered through documents, statistical records, hree have been collected through interviews and akeholders, associations, etc. They
both issues related to the management and use of urban spaces with and recycling, issues related to cultural, touristic, economic, social policies and to projects of local development.
each action are examined, their effects evaluated and possible corrections and improvements suggested.
s a tool for sharing decisions and actions,
llows:
3.1. Cultural objectives and projects
3.2. Projects and objectives for local tourism
3.3. Projects and objectives for employment and social issues
3.4. Projects and objectives for scientific research, technological innovation, digital networks;
3.5. Projects and objectives for the economy and 3.6. Projects for citizens’ participation
3.7. Projects for the use of the S
3.8. Projects for the road system, permeability, accessibility, 3.9. Projects and objectives
agriculture;
3.10 Projects and objectives networks;
3.11 Projects and objectives for risk protection of the
SECTION FOUR
STRATEGIC PROPOSALS OF THE MANAGEMENT PL
The Fourth Section deals with the specific programs and projects of the conceived as a project in itself. It
suggest but it also has an autonomous role of guide and coordination and sectorial policies. It is a transversal to
for direct management and on the other suggests wider projects, related to of the Site or to choices of the Strategic Plan.
Issues originated by the inclusion of the
Heritage List imply a responsible critical answer shared visions.
The protection of the Site is an opportun gave at a specific moment of its history. G
fields of intervention, punctual and systemic weaknesses to be corrected proactive conservation are defined within this perspective.
The Management Plan of Urbino
fields of intervention. Each field includes in an integrated way will enable to meet It is worth to remind that in agreement
relevance of historic areas in modern societies the Management Plan and its specific projects have been set in parallel with the
on the assumption that the opportunity of integrating the conservation (including the ones
local development has involved involved in the two Plans.
15 Cultural objectives and projects;
for local tourism;
for employment and social issues;
bjectives for scientific research, technological innovation, digital for the economy and for sustainability;
Projects for citizens’ participation;
use of the Site by tourists;
the road system, permeability, accessibility, parking
Projects and objectives for supporting traditional arts and crafts and local organic Projects and objectives for marketing, territorial communication and social
bjectives for risk protection of the Site.
OF THE MANAGEMENT PLAN
deals with the specific programs and projects of the in itself. It takes into consideration what Section also has an autonomous role of guide and coordination
transversal tool which on one side supplies specific proposals direct management and on the other suggests wider projects, related to
the Strategic Plan.
by the inclusion of the Historic Centre of Urbino in the UNESCO
a responsible critical answer and the elaboration of participated
ite is an opportunity to rediscover the innovative lesson that Urbino a specific moment of its history. General objectives of future choices,
punctual and systemic weaknesses to be corrected proactive conservation are defined within this perspective.
The Management Plan of Urbino organizes plans and projects for the to Each field includes a number of specific projects that will enable to meet the objectives set for the field.
that in agreement with the UNESCO recommendations
relevance of historic areas in modern societies the Management Plan and its specific parallel with the Municipal Strategic Plan. This approach
the opportunity of integrating the strategies of conservation (including the ones concerning the landscape) with policies and p
has involved agencies, institutions and private and public stakeholders bjectives for scientific research, technological innovation, digital
parking;
for supporting traditional arts and crafts and local organic for marketing, territorial communication and social
deals with the specific programs and projects of the Management Plan ections Two and Three also has an autonomous role of guide and coordination of different plans side supplies specific proposals direct management and on the other suggests wider projects, related to typical values
entre of Urbino in the UNESCO World laboration of participated
ve lesson that Urbino ctives of future choices, strategic punctual and systemic weaknesses to be corrected, opportunities of
plans and projects for the town in different r of specific projects that implemented
field.
with the UNESCO recommendations on the relevance of historic areas in modern societies the Management Plan and its specific . This approach is based strategies of heritage the landscape) with policies and projects of agencies, institutions and private and public stakeholders
The projects are localized within the H
Actions are arranged by intervention fields relat For each field of intervention
be implemented on short and
4.1. Conservation and enhancement
landscape according to the Historic Urban Landscape, HUL approach;
4.2. Valorization of the cultural
4.3. Accessibility and mobility within the
4.4. Projects for the economic and social development of the local community 4.5. Diversification of land use patterns in the Historic C
4.6. Innovation and strengthening of several digital technology - Urbino Smart City 4.7. Security and emergency
Management – DRM.
SECTION FIVE
IMPLEMENTATION AND MONITORING OF THE MAN
In Section Five the issues related to the
whole and to the assessment of single interventions The coordination of different
consideration.
It has been suggested to the Municipality of Urbino
charge of the implementation of the Management Plan. It will directly manage the interventions by the Municipality and
actors.
It is also suggested that in agreement Italian UNESCO Chairs in the field of H
monitoring. In cooperation with the Italian National Commission for UNESCO and the University this group could possibly
5.1. Implementation of the Management Plan. The UNESCO;
5.2. The monitoring process. The evaluation and Monitoring Committee 5.3. The indicators to evaluate the implementation of the Management Plan
16
jects are localized within the Historic Centre and in the areas near by intervention fields related to specific needs of Urbino.
intervention the Management Plan indicates plans and projects that can medium-long terms and can have a wide
Conservation and enhancement of the urban structure, green spaces and landscape according to the Historic Urban Landscape, HUL approach;
Valorization of the cultural and touristic system of Urbino;
ity and mobility within the Historic Centre;
Projects for the economic and social development of the local community of land use patterns in the Historic Centre;
n and strengthening of several functions in the Historic Urbino Smart City - ;
emergency management in the Historic Centre
ONITORING OF THE MANAGEMENT PLAN
In Section Five the issues related to the implementation of the Management sment of single interventions and their results, are examined he coordination of different actors involved in this process i
the Municipality of Urbino to create a specific UNESCO
of the implementation of the Management Plan. It will directly manage the by the Municipality and promote and coordinate the interventions by
that in agreement with MIBACT and UNESCO an advisory in the field of Heritage conservation will be set
with the Italian National Commission for UNESCO and the could possibly tackle other issues.
5.1. Implementation of the Management Plan. The Historic Centre Office
5.2. The monitoring process. The evaluation and Monitoring Committee The indicators to evaluate the implementation of the Management Plan
near the town walls.
ed to specific needs of Urbino.
and projects that can have a wider impact.
of the urban structure, green spaces and landscape according to the Historic Urban Landscape, HUL approach;
Projects for the economic and social development of the local community;
istoric Centre through entre – Disaster Risk
implementation of the Management Plan as a are examined Jointly.
actors involved in this process is also taken into
a specific UNESCO Office in of the implementation of the Management Plan. It will directly manage the promote and coordinate the interventions by other
n advisory group of will be set for assistance in with the Italian National Commission for UNESCO and the
Office -World Heritage
5.2. The monitoring process. The evaluation and Monitoring Committee;
The indicators to evaluate the implementation of the Management Plan.
SECTION ONE
INSCRIPTION AND UNIVERSAL
1.1 Inscription of the Historic Centre of Urbino in the List of the World Heritage.
Nomination, criteria and motivations of the nomination;
1.2. The Declaration of Outstanding Universal Value (OUV);
1.3. Current value of the inscription criteria. Critical e
1.4. The promoting body, the subjects involved, the agreements;
1.5. Identification of the Site and of the areas of protection;
1.6. Cultural values and historic identity;
1.7. Contemporary values of the Site. Architecture, s 1.8. Values of the Site for the local economy;
1.9. Social and political values for residents;
1.1 Inscription of the Historic Centre of Urbino in the List of the World Heritage.
Nomination, criteria and motivations
The nomination course an its promoters
The Historic Centre of Urbino has been inscribed in the UNESCO World Heritage the 22nd session of the World Heritage Committee
5, 1998.
The nomination dossier was made by the Municipality of Urbino it was
on May 5 1996.
Even if at the time of the nomination the procedure did the Site, ICOMOS asked Urbino
towards the protection of
implemented since the end of WWII and programmed for t the Buffer Zone aimed to protect
the inscription in the World Heritage management of the territory rel the landscape surrounding it.
The ICOMOS requests were met and approved in 1977. The sections of Historic Centre and the Urbino’s
specific documents and information about by public and private actors.
17
UNIVERSAL VALUE OF THE SITE
Inscription of the Historic Centre of Urbino in the List of the World Heritage.
Nomination, criteria and motivations of the nomination;
The Declaration of Outstanding Universal Value (OUV);
Current value of the inscription criteria. Critical elements and new challenges;
The promoting body, the subjects involved, the agreements;
Identification of the Site and of the areas of protection;
Cultural values and historic identity;
Contemporary values of the Site. Architecture, society, leisure and tourism;
Values of the Site for the local economy;
Social and political values for residents;
Inscription of the Historic Centre of Urbino in the List of the World Heritage.
criteria and motivations of the nomination
promoters
entre of Urbino has been inscribed in the UNESCO World Heritage session of the World Heritage Committee held in Tokyo, November 30
The nomination dossier was made by the Superintendency and in
was presented to the Ministry of Heritage and Cultural Activity
e nomination the procedure did not require a Management Plan of ICOMOS asked Urbino to make explicit the orientations
the historic Heritage, the conservation interventions implemented since the end of WWII and programmed for the future, and a definition of
aimed to protect the landscape surrounding the Site. It was
the inscription in the World Heritage List implied precise commitments of planning and management of the territory related to the conservation of the architectural heritage and
met by the General Master Plan made by
and approved in 1977. The sections of the Master Plan concerning the conservation of the Urbino’s landscape were submitted to UNESCO
and information about the restoration interventions implemented Inscription of the Historic Centre of Urbino in the List of the World Heritage.
lements and new challenges;
ociety, leisure and tourism;
Inscription of the Historic Centre of Urbino in the List of the World Heritage.
entre of Urbino has been inscribed in the UNESCO World Heritage List in held in Tokyo, November 30- December
in agreement with the Ministry of Heritage and Cultural Activity
Management Plan of ke explicit the orientations of the Municipality eritage, the conservation interventions he future, and a definition of ite. It was obvious that precise commitments of planning and architectural heritage and
made by Giancarlo De Carlo the conservation of the landscape were submitted to UNESCO jointly with e restoration interventions implemented both
The Buffer Zone originally limited to a narrow belt order to include areas classified as “parks”
Historic Centre.
These additional documents helped to positively complete World Heritage List1.
Justification for inscription The Historic Centre of Urbino on the base of the following Committee:
Criterion (ii) “To exhibit an important
within a cultural area of the world, on developments in architecture or te monumental arts, town planning or landscape design;
“During its short cultural pre-eminence, Urbino attracted some of the most outstanding humanist scholars and artists of the Renaissance, who created there an exceptional urban complex of remarkable homogeneity, the influence of which
Criterion (iv) to be an outstanding example of a type of building, architectural or technological ensemble or landscape which illustrates (a) significant stage(s) in human history;
“Urbino represents a pinnacle of Renaissance art and arc
physical Site and to its medieval precursor in an exceptional manner.
The motivations
The extraordinary cultural, artistic and architectural value history and that makes the town
many cultural personalities both in past and mention Carlo Bo, Paolo Volponi
international reputation and who and human and spiritual relationship The uniqueness of Urbino is well stated book “Urbino e il Mondo” (Urbino and the World)
“Urbino is different from other small Italian towns rich of a unique place in the world history; it
consequence of an intricate play of historic events)
1The exact delimitation of the UNESCO Buffer Zone can be viewed at the following link:
City of Urbino - Geographic Information System
2The criteria for the inscription of the Historic Centre of Urbino are also available at the following links::
http://whc.unesco.org/en/list/828 http://www.sitiunesco.it/urbino-il-centro
http://www.rivistasitiunesco.it/sito.php?id_sito=30
18
one originally limited to a narrow belt around the town walls was widened in areas classified as “parks” by the new Master Plan in order
helped to positively complete the inscription of Urbino in the
entre of Urbino was inscribed in 1998 in the UNESCO World Heritage List on the base of the following selection criteria established by the World H
o exhibit an important interchange of human values, over a span of time or within a cultural area of the world, on developments in architecture or te
planning or landscape design;
eminence, Urbino attracted some of the most outstanding humanist scholars and artists of the Renaissance, who created there an exceptional urban complex of remarkable homogeneity, the influence of which was carried far into the rest of Europe.
to be an outstanding example of a type of building, architectural or technological ensemble or landscape which illustrates (a) significant stage(s) in human
Urbino represents a pinnacle of Renaissance art and architecture, harmon ite and to its medieval precursor in an exceptional manner.”2
cultural, artistic and architectural value that Urbino
history and that makes the town unique in the world has been analysed many times by tural personalities both in past and recent years (in the last decades one can mention Carlo Bo, Paolo Volponi, Leonardo Benevolo, Giancarlo De Carlo
and who for different reasons have had professional connections human and spiritual relationships with Urbino).
The uniqueness of Urbino is well stated by Leonardo Benevolo in the i Urbino and the World).
“Urbino is different from other small Italian towns rich of monuments and works of art (…) I a unique place in the world history; it still shows the signs of values that only
intricate play of historic events) could be born ad develop. To judge
The exact delimitation of the UNESCO Buffer Zone can be viewed at the following link:
Geographic Information System - http://sit.cm-urbania.ps.it:8080/q4web/index.jsp criteria for the inscription of the Historic Centre of Urbino are also available at the following links::
centro-storico.html http://www.rivistasitiunesco.it/sito.php?id_sito=30
walls was widened in by the new Master Plan in order to protect the
iption of Urbino in the
in the UNESCO World Heritage List teria established by the World Heritage
interchange of human values, over a span of time or within a cultural area of the world, on developments in architecture or technology, eminence, Urbino attracted some of the most outstanding humanist scholars and artists of the Renaissance, who created there an exceptional urban complex of
e rest of Europe.”
to be an outstanding example of a type of building, architectural or technological ensemble or landscape which illustrates (a) significant stage(s) in human hitecture, harmoniously adapted to its
Urbino acquired during its analysed many times by in the last decades one can , Leonardo Benevolo, Giancarlo De Carlo who have wide for different reasons have had professional connections
Benevolo in the introduction of his
monuments and works of art (…) It has the signs of values that only here (as a ad develop. To judge Urbino is
urbania.ps.it:8080/q4web/index.jsp criteria for the inscription of the Historic Centre of Urbino are also available at the following links::
also to some extent to judge the past and present world.
cities where decisive events of our civilization took place and
cities of medium importance (Venice, Florence, Bruges, Amsterdam) metropolises (Athens, Rome), or
(London, Paris, Vienna). In this list Urbino compares time and space it holds a special and peculiar
to a generation or rather only to
small agglomeration of houses and people
town contributed to characterize the cultural essence
Montefeltro, rich of saviours from different regions of the world, was slowly evolving rural civilization and by a natural
hamper the wideness of its exchanges with
Benevolo is the scholar who more directly examine the region of Urbino, but Urbino
as Bruschi, Burckardt, Chastel,
Mazzini, Papini, Polichetti, Roeck, Rotondi In Italy from the second half of the 14
generation of intellectuals, artists and patrons anticipate Renaissance and educated the
Sforza, Estensi, Gonzaga, Malatest and Pio II.
Federico II, from Mons Feretrius, a rugged area and Romagna but educated by Vittorino da Feltre
Gonzaga, fully embodies a new figure of warrior and humanist. While widening his domains and establishing a personal state protected by
personal cultural path based on a fruitful relationship with artist different countries.
One of the most noticeable political
represent his personal power and vision of the world important court and the transformation of
medieval urban structure is incorporated in a new unitary plan of “ideal city”
the principles of the architectural
Urban transformations of this magnitude can’t be in Italy. The urban form was redesigned
and religious architectures protected Urbino becomes the only example of intact.
3L. Benevolo, P. Boninsegna. Urbino. Bari: Laterza , 1986
19
past and present world. For this reason Urbino of our civilization took place and which have become
(Venice, Florence, Bruges, Amsterdam), or downgraded modern ), or are metropolises still performing as primary
). In this list Urbino compares favorably with others but thanks to
e it holds a special and peculiar place. Its contribution to world civilization is limited r rather only to a period of twenty years (from 1465 to 1482)
small agglomeration of houses and people even for the standards of that time
ibuted to characterize the cultural essence of Urbino, when the court of Federico di Montefeltro, rich of saviours from different regions of the world, was still
y evolving rural civilization and by a natural static landscape. Its size and location did no exchanges with many other near or far-away places”
holar who more directly examine some issues of the Historic C
the region of Urbino, but Urbino has been widely studied by outstanding historians such Burckardt, Chastel, Clough, Fiore, Frommel, Krautheimer,
Mazzini, Papini, Polichetti, Roeck, Rotondi, Salmi, Venturi, and many o
In Italy from the second half of the 14th century to the beginning of the 15
of intellectuals, artists and patrons anticipated the cultural expression of the leaders of Italian Signorie, such as the ones
rza, Estensi, Gonzaga, Malatesta, Montefeltro, and humanist Popes such as
Mons Feretrius, a rugged area north of Urbino at the by Vittorino da Feltre in Mantua at the
new figure of warrior and humanist. While widening his ablishing a personal state protected by a strong army he pursues a based on a fruitful relationship with artists and writers from
political expressions of this new prince is h
personal power and vision of the world through the construction of an court and the transformation of the town of Urbino. The pre
urban structure is incorporated in a new unitary plan of “ideal city”
the architectural treatises of that time.
tions of this magnitude can’t be found at that time neither in Europe nor n form was redesigned by the Palazzo built by Federico and other civil
protected by new imposing city walls.
Urbino becomes the only example of fully designed and built Renaissance city
. Bari: Laterza , 1986
this reason Urbino is similar to larger which have become either modern or downgraded modern as primary cultural centers favorably with others but thanks to the role of . Its contribution to world civilization is limited from 1465 to 1482) when it was a very ards of that time. The smallness of the of Urbino, when the court of Federico di surrounded by a very . Its size and location did not away places”3
some issues of the Historic Centre and has been widely studied by outstanding historians such rautheimer, Kristeller, Lutz, , and many others.
century to the beginning of the 15th a new the cultural expression of such as the ones of Medici, and humanist Popes such as Nicolò V
north of Urbino at the borders of Tuscany at the court of Ludovico new figure of warrior and humanist. While widening his a strong army he pursues a s and writers from
new prince is his willingness to through the construction of an . The pre-existing roman and urban structure is incorporated in a new unitary plan of “ideal city” following
at that time neither in Europe nor Federico and other civil
ssance city that is still
