Integrated Management Plan For Hampi World Heritage Site

Introduction
CHAPTER 1: INTRODUCTION
Indian heritage is an important source of the cultural identity of the country and
therefore is of utmost value and importance. Comprehensive management systems are required
to be put in place to take this exceedingly valuable, unique and irreplaceable resource of the
nation to the future generations. However, unlike some of the popular management areas
‘Heritage Management’ in our country is relatively unknown, still in a nascent stage and in the
process of being developed.
It is important to understand that ‘Heritage Management’ is not to be confused with the
contents and concerns of popular management areas such as Business Management, Finance
Management, Human resources Management, Project Management, et al, which are well known,
well paid and considered great career opportunities in our country. Because of these more
privileged sectors of management, there exists the trend to confuse application of their ideas,
practices and priorities of management to Heritage areas and Cultural Resources. It is thus
imperative that a clear understanding of ‘Management’, ‘Heritage Management’ and
‘Management Plans’ for conservation of Heritage sites with outstanding universal values such as
Hampi, is first established.
Today when traditional management is being viewed anew within international
conservation practice, this introduction to the IMP attempts to explain the idea of effective
‘Management’ through exploring the relationship of the society and its social institutions with its
traditions, customs, norms, living practices and the rational of their continual survival in our
country. We re-discover that the social, religious and cultural values through an underpinning
philosophical basis and their relevant institutions helped as reference points to build, control,
change, modify, regulate, monitor and thus manage society in an effective and holistic way.
Even today, India has rich and living traditional management practices that survive and
flourish alongside contemporary and modern models of management. The nature of traditional
management was crystallized through social, political and economic establishments and cultural
practices which assigned roles and responsibilities to different people according to their best
abilities and also set directions and guidelines for conduct and action. The traditional
management practices reveal an ability to see the whole and the inter-relationships between its
parts. They reveal a systematized and reasonably well-defined body of knowledge in the form of
tacit theories, principles, tenets, values and various ethical codes which are at parity with the
most modern and developed theories, principles and processes of management. As an example
By Prof. Nalini Thakur, Dept. of Architectural Conservation, School of Planning & Architecture, New Delhi 1
Integrated Management Plan for Hampi World Heritage Site July 2007
social institutions such as ‘marriage’ 1 and ‘family’ survive and continue as a result of subliminal
social consensus/ acceptance and collective inheritance of societal norms that keep the
traditional management systems in place.
Similarly extending this understanding to traditional building systems and architectural
practices, it is observed that uniformity and standards were achieved and maintained by the
knowledge systems that grew out of the local cultural contexts and living traditions. The
continuity was ensured through observation, experiential learning, high conceptual and human
skills and shared contextual understanding achieved through adherence to underpinning
common principles for overall control. Architectural landmarks such as the huge formidable
forts in different parts of the country, the World Heritage Sites like Ajanta Caves, Taj Mahal, etc.
are tangible evidences and living symbols of ‘deployment and result of management practices’
with tremendous scope, strategy, systems and skills in place by way of tens and thousands of
people.
The integration of all these elements enhanced the traditional processes, which were
highly participatory in nature and which in the contemporary notion are equivalent to
‘comprehensive and developed management systems’.
Only the ‘word’ management as unfortunately used today to signify commercial context never
existed at that time, although the ‘concept’ as a goal oriented, purposeful, collective, situational,
creative and dynamic yet continuous process, did.
The above explication shall hopefully dispel the doubts expressed during the
course of the preparation of the IMP and help bring about an attitudinal change towards
the recent and emerging Cultural Resources and Heritage Site Management, as a
concept familiar.
1.1 ARRIVING AT A DEFINITION OF HERITAGE MANAGEMENT

WITHIN THE INDIAN FRAMEWORK
As is now explicit from the above understanding, the term ‘Management’ is as such neutral,
generic, inclusive, universal and timeless. The principles, practices and processes of management have
been familiar and integral to people’s day to day life the world over and from times immemorial
1
An example in traditional management is the social institution of “marriage” resolved by all society groups in
their own way. Its relevance and continuing survival is because many of the classic management concepts such
as roles and responsibilities regulated by both beliefs and society at tangible and intangible levels, are built and
controlled within the institution itself. Thus, for anybody entering this institution, they are inherently implied.
2 Prepared for Archaeological Survey of India

Introduction
as ‘Management’ is essentially targeted towards efficient use of ideas, things and people (Conceptual,
Material and Human Resources) to attain specific goals or meet pre-determined objectives.
By the common adage, Management is believed to be the ‘oldest art and the youngest science’. 2
To be able to define management from a heritage perspective, which is also coherent
within the National framework, one requires going back to the generic and inclusive meaning of
‘management’ explained above. Having established that Cultural Resources and Heritage Site
Protection, Conservation and Management, is a specific and emergent subject area that will be
developed in the course of this Hampi Management Plan endeavour, a definition for the same is
required.
Although the ‘word’ management is far more used and applied in our country in certain
prior-mentioned disciplines which are commercially lucrative, the underlying sustainability
through values and collective relevance is lost in these forms of management.
That’s exactly where the relevance and application of the term to the area of Heritage
Management gets defeated. In the absence of the latter, management for heritage is simply not
possible, although it may still be functional in the other management disciplines. Thus we can
successfully conclude:
Heritage Management is an inclusive and timeless concept that has been
traditionally practiced in the Indian society through its varied institutions with major
emphasis on underpinning sustainability through values, collective responsibility,
participation, social consensus and relevance for all, besides making maximum efficient
use of conceptual, material and human resources for the conservation and continuity of
heritage.
The strategy of developing heritage management systems in India has to understand that
at the sub-conscious level some cognizance of ‘the universal management principles and
processes’ exists in all. Heritage Protection and Management thus has to be broad based and
encompassing so that it makes a meaning in contemporary living.
There is a need to develop a framework based on existing systems of administration and
democracy and weave the needs of our heritage into this.
IMP has thus encouraged making of a new tradition through the development of
a methodological, scientific and contemporary approach to complement our traditional
management which has grown over time and has been tested not by mechanisms but by
time through its very survival.
2
The elucidation of Management as both a Science and Art is as follows. Management contains systematic body
of theoretical knowledge (Science) as well as the practical application of such knowledge (Art).
1.2 ANTICIPATING AN INTEGRATED MANAGEMENT PLAN: THE NEW

TRADITION OR THE PARADIGM SHIFT
The new tradition that IMP starts, is based on an integrated and holistic approach that
takes care of the timeless principles of management, the old management traditions of the
country, the existing National framework, the roles of the stakeholders, the needs of the people
and the aspirations for the future of the nation which has recently celebrated six decades of
independence.
It must be noted that it is essential not to have any preconceived notions of heritage site
management but to develop them from the needs and realities of the site. The Management plan
must unify the community, the heritage and its historic dimension into one agenda and one
programme of action.
It is important to note at the outset that the IMP is a bridge or link between international
and local management methods. The current form of the Management Plan has been created by
incorporating and putting into operation the principles of the World Heritage Convention ‘72
and its Operational Guidelines for implementation within the Indian reality of its Constitutional
mandate, the existing frameworks, the site conditions, living dimensions, et al.
The holistic approach for Integrated Management plan envisages a system for
management that integrates with the existing legal, institutional and economic frameworks on
the ground. It aims to slowly change official systems from the colonial to the democratic
paradigm for heritage sites because of its pertinence, both to the current need to make the
heritage site accessible and to bring the local population into the management process, making
them an integral part of the management of heritage sites in their regions. Also noteworthy is the
nature of the architectural heritage itself, which largely belongs to a more interdisciplinary stream
as well as local traditions. Indigenous knowledge systems do not lend themselves to the readily
available rigid technical expertise of modern times. Therefore, key strategies have been
articulated to develop critical processes for sustainability and harmony among stakeholders. All
management proposals emerge from the IMP Team’s study and analysis of the HWHS, its buffer
zone and the surviving larger cultural landscape. 3
This has been attempted for the first time in the country and the challenge was to link
and adapt the World Heritage Convention and its Operational Guidelines to suit the Indian
context for the World Heritage Site of Hampi. In consonance with the international directions,
the focus of the IMP for HWHS has been to realize the potential that is present within the
3
This is yet to be nominated as World Heritage

Introduction
existing State Party administration and governance for absorption of protection and management
measures through discreet changes and modifications to existing official structures.
As a result, new interfaces have been realized and established as compulsory for the entire
heritage management exercise. Therefore the format and content of this Management Plan is a
paradigm shift from earlier models of heritage management and entirely unlike any work done
previously in the country.
The management framework of the plan is the nucleus from which a clear pattern of
management actions will emerge.
The IMP has taken into consideration the responsibility to conserve the site for future
generations, while at the same time allowing the current ones to enjoy it. The plan has balanced
the two requirements so that the site maintains its Outstanding Universal Values. This involved
tremendous interactions between people of different levels and groups and included
international experts as well as those from within the country, plus the local population at the
site.
The Management plan which emerges from this tradition therefore has to be integrated
and holistic with addressal and inter-relation of all the above mentioned facets. Thus, integration
is sought as:
y Integration with universal and inclusive principles of management
y Integration with traditional and contemporary management practices
y Integration with International requirements and standards
y Integration with the Existing National Framework (Legal, Administrative, Social and Economic)
y Integration with different Sectors (Planning, Development, Tourism, etc.)- Sustainability of heritage
y Integration with different Disciplines- Interdisciplinary
y Integration with all, stakeholders including community
y Integration in action on site, operationalizing and implementation of the management system
The IMP for Hampi World Heritage Site attempts to refer to these concepts and
translates them into a coordinated programme with the numerous stakeholders putting forth a
mechanism for informed and effective management.
The IMP is thus seen as the crystallization of the theory and ideas of contemporary
heritage conservation into an operational plan to be used as an instrument for heritage
management within our nation’s constitutional mandate.
The importance of this exercise cannot be overemphasized. It has demonstrated, both to
UNESCO and the State Party, the method to ensure effective value-based management for
complex living heritage sites in the Indian context and the State Party’s responsibilities towards
this.
It is essential to realise that this IMP goes beyond the existing paradigm and that
its comprehension and implementation can be achieved with collective will and
determination as national responsibility to effectively manage an irreplaceable resource
that gives us our identity.
1.3 PATHS TO BE TRAVERSED IN SHIFTING FROM THE EXISTING

PARADIGM
The new tradition that IMP sets requires many paths to be traversed in order to make it a
sound reality on the ground. These are:
1. From Discourse mode to Management mode
2. From Global to Local
They are clarified as follows:
1.3.1 From Discourse Mode to Management of a WHS
Why is this ‘path’ required? It is crucial to understand that living heritage sites like Hampi are
very complex and one has to learn and develop constantly for responsible WHS management
especially since holistic heritage management is a new area. Management of such sites goes
beyond theory, academic discourse and debate.
This is also necessitated as no readymade solutions can be applied for the management
of the site.
The reason for renewed emphasis on discourse is the peculiar post-colonial problem
encountered due to the great dependence to this day on colonial scholarship which has not been
or being replaced by a new post-colonial scholarship that encourages debate and discourse to
evolve into common knowledge.
Now is the time that the democratic paradigm has to come into its own. Although, there
has been a quantum jump in the quantity of educational and academic institutions since
independence, somehow, the learning has not been processed and absorbed through collective
dialogue into the mainstream. It is not within the scope here to discuss this further but it has
been an impediment which has negatively impacted the growing of learning, which is not readily
available at the practical level anymore.

Introduction
To overcome this post-colonial phenomenon for the site of Hampi in a way that informs
the management decisions and actions on the site, it is necessary to understand the conceptual
basis of ‘the discourse and the management modes’.
Thus, there are two distinct modes involved in formulating a management plan for a
heritage site: the discourse mode and the management mode.
Discourse is a dialogue, discussion, exchange, formal exposition or a process of reasoning,

resulting from an institutionalized way of thinking on a specific subject.
It embodies systemized theories comprising of observations, perceptions, concepts, arguments,
reglementary decisions, scientific statements, philosophical, moral and even philanthropic
propositions which enhance knowledge on a specific subject and help in grasping the reality
better.
Discourse brings in people, institutions, rules, values, needs, concepts, machines,
instruments, and anything else that could have played a part in the construction of knowledge.
The idea of discourse also carries with it the notion of inclusion and exclusion.
Management as already explained above in great depth is related to organizing and managing all
resources in such a way that the task, activity or project is completed within defined scope,
quality, time and cost constraints. The emphasis is on ‘deliverance of an output’ or some ‘real
action’ within the constraints and at the right time.
The process of Selection and Differentiation determines the critical relationships
within the two. They determine the context, environment, and conditions within which a defined
knowledge is produced, made accessible and functional to others through some concrete action
on the ground. The concepts are explained in greater detail below:
Discourse mode Differentiation Management mode

(Theory) (Practice)
Selection for
Specific Actions
1.3.1.1 Discourse mode
Various experts and scholars, both from India and abroad, have carried out several
detailed studies on various aspects of Hampi. These experts and scholars were from diverse
fields such as humanities, urbanization, archaeology, historical architecture and anthropology.
Their findings can be debated and discussed at seminars, and further disseminated to inform
others and some aspects utilised in the actions. However, they cannot be absorbed directly into
the management plan. They need to go through the discourse process for differentiation and
selection for specific actions. This sedimentation process that occurs through the discourse
mode of studies is the substance that informs the site managers.
1.3.1.2 Selection and Differentiation
A capacity for clear judgement to use external knowledge astutely is required during the
discourse and dialogue process to take the mode from discourse to management. During the
discourse mode, the right decisions, choices and principles need to be assessed and selected,
while the unsuitable ones have to be weeded out. This ability to assess, evaluate and select the
correct options is defined as ‘differentiation’. Differentiation allows many people with different
perspectives whose expertise need to be channelled appropriately.
Once the right course has been selected, we enter the management mode through
operational steps taken at the ground level. This is where actions are implemented under
controlled monitoring. Anticipating a critical path
The critical path from discourse to management, i.e. theory to practice requires a number
of essentials to be put in place in a competent manner. Foremost in this regard is access and
enabling the generation of right information. For this, it is critical to develop a consciousness to
be able to differentiate and discern between what is actually required and what is rhetorical;
between studies that are relevant for the purpose and those that are not. Abilities to select the
sustainable / suitable options the first requirement is informed facts and data, i.e. a reliable
database, without which a correct diagnosis of the situation and the cultural values of the site
cannot be ascertained to facilitate the right solution.
Another dimension of differentiation concerns itself with recognizing the contributions
of an expert vis-à-vis a scholar, as each has a different approach and methodology to any
situation and therefore each can contribute distinctly to the process. The ability to differentiate is
most critical and becomes the basis for a dialogue among stakeholders that develops into
informed knowledge providing the intellectual capacity for responsible protection and
management as well as proper development.

Introduction
1.3.1.3 Management mode
On the other hand, site managers are driven by the immediate demands of the site and
do not have the time to reflect or inform themselves better. They operate through the action-
oriented cycle hitherto followed in the country – to protect, maintain, repair, conserve, explore
and excavate sites all over the country. They do not make use of the advantages offered by the
discourse mode because they do not have allocated time. This is the root cause of criticism of
conservation works carried out by the ASI and the state departments of archaeology in the media
and other fora.
Isolated discourses and sporadic direct actions on site cannot bring about quality
management of a complex site. However the constant engagement between the two
poles does.
Knowledge-based management of the site coupled with continuous research,
documentation, education and training can bridge these two poles. Further, to achieve
knowledge-based management, cooperation based on accepted procedures and understanding is
needed, particularly when a number of parties are involved in the management. The judicious
guidance of the sedimentation of both discourse and experience can gradually turn into
consensual intellectual substance that can be fruitfully applied to give dependable results. 4 This is
the goal of management. The interventions on the site should be based on time-tested principles
that enter the implementation, execution and maintenance measures of mainstream heritage sites.
This is called the management mode. Effective management of a heritage site is real and
functions at ground level. It is subjected to the activities of many groups of different levels
within and outside the mainstream systems of the country.
1.3.2 From Global to Local
1.3.2.1 International Requirements for Management of Hampi World heritage Site
Preparation of a Management Plan for HWHS was necessitated after it was inscribed on
the List of World Heritage in Danger in 1999 on account of the construction of two bridges in
the inscribed area that were deemed to threaten its Outstanding Universal Values (OUVs),
4
This is the secret of the success and continuity of traditional management where it occurred as a continuous
process. Religion was a part of the control mechanism that kept the individuals and the powerful reined in. The
practices and activities that emerged from these processes were sustainable because they were people centric
and the checks and balances came from within the society itself.
Authenticity and Integrity. UNESCO played the important role of a catalyst, kick-starting this
exercise that was taken up by the State Party as a compliance measure, since it is a signatory to
the World Heritage Convention 1972. (This was to mitigate international concerns towards the
site.)
The Operational Guidelines for Implementation of the World Heritage Convention
clearly describe the responsibilities of the State Party for protection and management of world
heritage properties and the requirements to be addressed in the management systems to be
proposed. They state that the purpose of a Management Plan is “… to ensure the effective protection of
the nominated property for present and future generations specifying how the outstanding universal value of a
property should be preserved, preferably through participatory means.”
They further state that “… an effective management system depends on the type, characteristics and
needs of the nominated property and its cultural and natural context…management systems may vary according to
different cultural perspectives, the resources available and other factors” and that the safeguarding of such
sites has to be ensured through “… long-term legislative, regulatory, institutional and/or traditional
protection and management … at the national, regional, municipal and/or traditional level.”
This implies that there is no prescribed format for a management plan. Every State Party
has to work out its own system of heritage management complying with the principles
mentioned above, and the management strategy so devised has to be customized and based upon
site conditions and requirements. In short, the management plan has to address everything that is
deemed necessary for value-based site management and therefore, is not restricted to a single
sector.
This poses a challenge, as this important work has to be started from scratch in the
Indian context and minds have to be applied afresh. There cannot be a blind application of ideas
and notions that may be preconceived or borrowed from other contexts. The IMP for Hampi
follows the WHC guidelines stringently. It is a contextual document that proposes a management
system following the principles laid down by the WHC and the Operational Guidelines for its
implementation, emanating completely from the realities at the site. Further, it is rooted in the
existing Indian framework towards legal anchoring and operationalization on the ground.
1.4 CHALLENGES IN VALUE-BASED MANAGEMENT OF HAMPI AND THE

BRIDGES TO BE BUILT
An operational Integrated Management Plan has been attempted for the first time for a
Living World Heritage site in the country that is a prototypical of many other heritage sites in

Introduction
India. Hampi is a vast area rich in cultural heritage; it has a large growing population that is
culturally integral to this heritage yet is treated as distinct; there are myriads of agencies
mandated and already operational onsite that are independent of the cultural management
processes. In short, there is a large range of contradictory interests active on the ground that
pose a challenge in effective heritage management and in developing a mutually sustainable
strategy that balances the implications and requirements of all the aforementioned aspects.
The IMP for Hampi World Heritage Site is an attempt at constructing bridges that
traverse across accepted principles and ideas through the management mode to bring about a
document with an effective operational plan that will ensure successful protection and
management of a very large and complex living world heritage site within the Indian context and
situation.
1.4.1 Linking International Obligations with State Party Responsibilities:
There is a requirement for coherence between the World Heritage Convention 1972 and
its Operational Guidelines, and the responsibilities of the State Party towards world heritage sites
in the country.
There are several aspects of management ranging from the comprehension of the
inscribed site to the actual actions for management on the ground that are at variance with each
other and comprise the reasons why Hampi was declared endangered by UNESCO in 1999.
Many aspects mentioned in the Operational Guidelines of WHS management were
incorporated into the IMP. It also introduced the necessary training requirements and new
procedures and processes to bring about a complete cycle of plan–act–review–adapt–start over
again.
1.4.2 Looking Beyond Monuments:
The existing paradigm of heritage comprehension and its protection and management is
limited to monuments in India and deemed as the responsibility of select agencies like ASI and
state departments of archaeology. Comprehension of an area as heritage and the protection and
management of the entire area introduces a new paradigm and new challenges that have to be
understood.
1.4.3 Operational Challenges:
It is also realized that management of a living area with the presence of myriads of
agencies operating on the ground becomes the joint responsibility of all these agencies.
Irrespective of whether or not they are directly involved in protection and management of
cultural heritage, it is imperative to facilitate complex interfaces, both vertically within intra-
agency structures and laterally with other agencies on the ground to provide effective
management.
It is well realized that our official systems have the potential to graduate from their
current colonial paradigm to another that is democratic and rooted in Indian cultural diversity
and requirements. Complex heritage sites like Hampi require participatory and collaborative
involvement, showing the way for a truly democratic method of functioning, which in turn
requires reorientation and lateral coordination on the part of these agencies. Our IMP
endeavours to do just that.
There is now an understanding of the existing mandates of various agencies within the
State Party structure and the emanating roles and responsibilities in unison with one another that
are required to enable value-based management of HWHS. Progress has already been made
towards this through the re-invocation of the spatial planning process as per the existing
GoK law. This was done to address one of the prime concerns of UNESCO – of uncontrolled
development on site – and to provide for planned new development in Hampi.
An important aspect to consider in this regard is that the ensuing system does not suffer
from the existing rigidity and has the potential to accommodate new links and communications
that allow for joint ownership, implementation and monitoring on site.
1.4.4. Lack of Interface with Local Governance:
The process of integrating the panchayats, the local governing bodies at Hampi, into the
management of the site as equal partners is one of the primary recommendations of the IMP.
This shall make the grass-roots level functional for effective management. Direct partnership of
local communities becomes a prerequisite for living heritage sites. Presently, Hampi World
Heritage Area Management Authority (HWHAMA), comprises of administrators and
technocrats and lacks people’s representation.
To comprehensively address this challenge, there is a need to empower and mobilize
local people through the application of existing government policies. The recommended

Introduction
education programme builds intellectual bridges for the local communities to fall in step with the
others towards an effective value-based management of HWHS.
It endeavours to incorporate the heritage resource information into all streams of
education – scientific, technological, the humanities, vocational learning, et al. for local economic
development and self-governance.
1.4.5 Spatial Challenges:
Hampi WHS falls under the two administrative districts of Koppal and Bellary, both with
diverse histories and levels of development. It has double the number of agencies for lateral
coordination for management on the ground.
1.4.6 Legal challenges:
New laws and legal strengthening of the core ordering instruments for democratic multi-
stakeholder participation at a complex and large heritage site are required. This includes the
jurisdictions of the Centre and the State, to strengthen the entire operational system need to be
facilitated on a priority basis.
The mechanism to formalize interface with local governance – formation of a Joint
Committee of Panchayats in Hampi – is recommended in the form of a legal provision to be
included within the Hampi World Heritage Area Management Authority Act, 2002, a special
GoK Act for the conservation of Hampi
1.4.7 Sectoral challenges:
There is a need to develop an all-inclusive sustainable strategy vis-à-vis tourism, planning,

development, etc. and the IMP has made recommendations for the same. It is imperative to
realize that tourism cannot overtake culture and dictate its own terms for it.
Promotion of heritage sites is a good thing, but not at the cost of the health of the site
and the loss of opportunities for local inhabitants.
1.5 NATIONAL FRAMEWORK FOR MANAGEMENT OF INDIAN HERITAGE

SITES (HAMPI WHS)
One of the main achievements of the entire exercise of preparing the IMP for Hampi has
been in the development of a national framework for management of Indian heritage sites
(irrespective of whether they are WHS or not) that not only provides for the aforementioned
bridging but more importantly, formalizes this bridging. The IMP roots it within the Indian
context, integrating it with the existing mainstream legal systems, institutions and economics for
the management and maintenance of the OUV of the site, so that it becomes obligatory and a
part of the mandated system.
This framework has an immense potential to build a shared understanding. It is based on
the cultural values and significance of the Hampi World Heritage Site and its surroundings as a
resource for the world, the nation, the state and for the local communities in the area.
The IMP for Hampi emanates from this framework to put a management system and
regulatory mechanism in place for HWHS. It reconciles the national framework of institutions
and other interests and jurisdictions operating at the site with protection and management
requirements of heritage resources. The tools for management are developed for implementation
thereafter, on this basis. These management tools lead to tasks to be implemented as per heritage
and site specifics, derived from the various studies. They include the required innovations and
modifications in the organizations, strengthening of capacities and conflict resolutions.
Framework for
management –
National Framework
Tool for site

Integrated
Management Plan
Implementation –
actions on site
coordinated by various
stakeholders
Chart 1: The Road Map Followed – Integrated Management Plan for Hampi

Introduction
1.6 SUMMARY OF THE SALIENT ASPECTS OF THE IMP
The foremost achievement of the IMP is that it brings to the fore the true value of the
site towards a common understanding for management purposes. It is imperative to understand
that the IMP is for the entire site and not just a part thereof, and this is essential to protect and maintain
the values of the site at all levels – from its OUV to national, to regional, to local.
The IMP endeavours to address all levels of management from international to local
for such a complex site. This has been done by structuring the IMP based on the National
Framework, and is being attempted for the first time in the country.
The IMP envisages sustainability in all concerned processes and by integrating all the
sectors. The notion of sustainability guides the prioritization of sectors, the development goals
and the protection of heritage.
One of the most critical aspects of this IMP is that it maintains equity amongst all. It is
inclusive and makes a conscious effort to bring to the notice of all sections of stakeholders
and familiarize them with this complex site, its nature and the requirements for responsible
management at all levels possible.
There is an experimental side to the IMP because, being the first attempt of its kinds in
the country, it has no precedent. The IMP follows a scientific process to come to a logical
conclusion, i.e. a process to encourage protection and management of the site in a collective
manner. This can also be observed in the six volumes submitted so far.
The IMP becomes a progressive, participatory and inclusive document with a five-
year time target that encourages the participation of stakeholders across all sections in similar
capacities, especially local governance, as the statutory alternative to the hitherto held stakeholder
meetings.
The IMP follows an inter-disciplinary approach that reflects in the nature of the
proposals and requires qualitative multi-tasking for implementation on site.
The IMP emphasizes upon quality at every step and total quality management is the
underlying principle. The overall management system can only be termed successful upon
successful conception, implementation and execution of every individual task that has been
envisaged in IMP.
Another very important aspect of the IMP is its grounding in the existing legal
framework where many recommendations invoke and apply the existing laws of the land for
heritage management purposes. This imparts another critical advantage to the IMP process – the
implementation of such aspects that apply existing laws on the ground and cater to the
establishment of essential supports can be initiated without final endorsement of the

IMP document itself. It is only where new reforms are required that implementation may start
at a later stage.
Thus, in bringing out the depth and complexity of the site and the management
system required for such a site, the IMP becomes the appropriate document to tackle the
challenges so posed.
1.6.1 Four years of IMP in the making
As mentioned above, UNESCO played a catalytic role in initiating the

management plan for HWHS. Subsequently, it has continued to contribute by
introducing and supporting new aspects of management such as holding two
stakeholder meetings. More importantly, it set the existing machinery into motion in the
direction of the IMP with its support.
Started in 2003, the primary consultant constituted a core team to work on the project
that comprised of her former students, many of whom had attained further additional skills. The
professionals who have participated in the process are as per their diverse skills, emanating from
which the IMP Team got the ability for multi-tasking.
Keeping in view the inter-disciplinary nature of the site, a wide array of experts acted as
advisors to the core Team over time. They consisted of a lawyer and town planner (who
eventually became a part of the Team), a GIS expert, a landscape architect and technocrats and
administrators in the Indian government. Considering the inter-disciplinary requirements to be
addressed in the IMP eminent professionals from other disciplines such as planning, law and
jurisprudence, landscaping and engineering were included to work out interfaces of each of these
sectors with heritage such that they operated in harmony with each other within the overall
management system. The Team had to evolve ways of multi-tasking to be able to address all
aspects of heritage management at Hampi.
The Team strongly believes that such a support system requires to be in-house within the
concerned agencies for the continuous development of management systems that are a critical
requirement in the country.

Introduction
PREPARATION OF INTEGRATED MANAGEMENT PLAN
Contextual Studies, Concept –

Site Analyses, INTEGRATED
Identification of MANAGEMENT
ensuing issues
Integration with
existing framework
Conceptual Management
Plan (IMP Volumes I – V)
INTEGRATED
MANAGEMENT
PLAN
CONSULTATIVE
PROCESS
OPERATIONAL
MANAGEMENT
PLAN
Grounding IMP for
implementation on site
PROCESSING OF PLAN
By relevant agencies, local communities and
other stakeholders;
Discussions on the plan;
Review of the plan as per relevant
comments
FINAL
MANAGEMENT
PLAN
IMPLEMENTATION OF
PLAN ON SITE
1.6.2 Summary of the IMP Outputs produced so far
IMP Volumes I-VI cover many aspects of management at Hampi and represent
development of the attempt towards formulation of an Integrated Management Plan for Hampi
World Heritage Site. It has to be brought to the forum of decision makers to encourage a
dialogue leading to the incorporation of the needs of heritage resources into mainstream
management. The six volumes of the Integrated Management Plan may be summarized as:
Volume I: Integrated Management Plan for Hampi World Heritage Site – Draft for consultation
This is the key document with the proposed Integrated Management Plan and
management system that will be finalized through the discourse process, i.e. through discussion
and dialogue with the stakeholders. The other volumes are supporting volumes, which elaborate,
analyze and process information for training, etc.
The volume presents a base from which emerges an entire range of values from outstanding
universal, regional to local which encompass archaeological, historical, architectural, religious,
socio-cultural, economic and use attributes- a prerequisite for any management strategy.
The contents inform the reader of the relationship of the studies and other explorations to the
development of management systems and an Integrated Management Plan.
Volume II: Integrated Management Plan for Hampi World Heritage Site – Laying the Foundation for an
Integrated Management Plan for Hampi
The context of the site is described in its totality here. The volume explains the three
essentials that is, place, people and the state of conservation at the HWHS and its dynamics
based on surveys, studies, analysis and appraisals at various levels. Issues posed for Heritage
Management are key contents of this volume. It also includes an exploration of the GIS
programme to analyze the cultural resources on site.
Volume III: Integrated Management Plan for Hampi World Heritage Site – Cultural Resource Redefinition
and its Management Implications
An attempt to build a shared understanding about Hampi, the capital of the Vijayanagara
Empire, by all concerned stakeholders is made in Volume III. It enumerates the various heritage

Introduction
components and systems that survive – tangible and intangible – that together contribute
towards the significance of the site, as well as some generic guidelines for their protection and
management. This volume is to be used in training programmes for awareness building.
Volume IV: Integrated Management Plan for Hampi World Heritage Site – Comprehensive Sample of
Cultural Resource Database
Volume IV is a compilation of information from secondary sources (especially the

research VRP of George Mitchell, John Fritz and others) and field surveys which formed the
basis of the first phase of the Management Team’s work in 2003 namely Laying the Foundation for
an Integrated Management Plan for Hampi. This volume gives a true quantitative picture of the
heritage of Hampi in a comprehensive manner, which needs to be expanded across the entire
site. It is a sample to be used for the training of site managers.
Volume V: Integrated Management Plan for Hampi World Heritage Site – Analysis and Amendments to the
Act of 2002 – A Reference Reader
This reader analyzes the implications of the Hampi World Heritage Area Management
Authority Act, 2002, on the management and maintenance of the site. The limitations of this Act
have been addressed to encourage decision makers to focus more on the protection and
management of the cultural resources of Hampi. Accordingly justifications and amendments are
worked laterally to the management plan. It is expected to help in making the IMP functional
and easy to operate.
Volume VI: Integrated Management Plan for Hampi World Heritage Site – Operationalizing the IMP
This volume attempts to ground the Integrated Management Plan for implementation –
at the international, national, state and local levels. The volume also integrates the experience of
the consultative process which took place with numerous persons and groups by the IMP team
to inform, share and build consensus. This was expected to inform the team to develop tasks,
actions and projects that have coherence with the National Framework for implementation, thus
developing a system of management within the Indian system and context.
These six volumes together elaborate the entire process that was followed and found
essential for the site. All proposed measures can be easily counterchecked to ascertain the
manner in which they were formulated. The Plan has adopted this self-monitoring technique,
which is critical for the irreplaceable nature of heritage resources.
1.7 FINAL IMP AND OUTLINE OF CHAPTERS
The IMP Volumes I-V were submitted in August 2005 and IMP Volume 6 –
Operationalizing the IMP in November 2005. It has taken over a year to receive and incorporate the
feedback on them, and to fine tune them further, to finalize and submit this final IMP.
This final document is a synthesis of the six earlier volumes that incorporates
information from each and may be read independently of any of them. However, the previous
IMP Volumes should continue to be used as references and supplements for research and
training purposes.
As intended the Integrated Management Plan has undoubtedly demonstrated the true
nature of the site of Hampi (beyond the presently acknowledged monuments from the
Vijayanagara period). It has also shown that the capacity of the existing systems on the ground –
legal, institutional and economic – are quite sufficient and can accommodate effective heritage
management within their fold, grasp the issues and challenges in heritage management and
envision the process by which management of the site can be undertaken within this existing
framework.
The content and degree of detailing in this document are different from that propagated
in the previous volumes and cover only the most urgent sectors/ requirements of the site. These
should be undertaken with immediate effect on the ground while the detailing of other sectors
and their implementation could be taken up in subsequent phases.
Every chapter in the IMP is a proposal that addresses diverse aspects in effective
management of Hampi World Heritage Site; from ideas to processes and to the action and
organisation suggested are all one unit and interdependent, therefore the IMP is a new product
and cannot be truncated or cut in parts.
The following is a brief description of the different chapters in the IMP and what each
intends to address as a part of the overall management process:

Introduction
Chapter 1: Introduction
The current Chapter introduces the concept of integrated management for living World
Heritage Sites in the Indian context. This Chapter attempts to disperse the various doubts
expressed over time over IMP preparation and explains why the process that was followed so
was essential.
Chapter 2: Definition of the Site to be Managed
The Site of Hampi is looked at afresh and an extended definition is proposed for a
common site comprehension at all levels, from international to local. The aim is that all levels of
stakeholders have a common vision of the site, its cultural values and its complexities; a
comprehension of the ensuing management requirements that help identify the scope of this
IMP; and the necessity for the nature of recommendations proposed.
This Chapter covers various aspects that are critical in understanding the Outstanding
Universal Values of the site and elaborates the Statement of Significance with added inscriptional
criteria. It shows that Hampi is more than the present, officially recognized area and the entire
site needs to be recognized and brought under the purview of heritage management. The new
site definition and comprehension has to be the basis for any management action on the site.
Chapter 3: Issues in the Management of Hampi World Heritage Site
The major issues that hinder effective value-based management of HWHS are
highlighted in this chapter. Emerging from a complex situation of a living heritage site that falls
under the jurisdiction of multiple agencies, these issues have multiple dimensions that add to the
challenge of developing an appropriate management system for Hampi. The issues also help in
prioritizing sectors and actions for immediate attention on site.
The issues largely pertain to Site Comprehension, Anomalies between International and
National Systems, Protection, Planning and Development, Tourism, Social concerns and
Community welfare, Law and Regulation, Roles and Responsibilities, Funding, Site-specific
problems, inadequate Supports and other Operational issues in Management.
The issues can be referred and reverted to anytime to check the necessity and the validity
of the proposed recommendations. The specific and detailed issues can be looked into the
relevant subsequent chapters.
Chapter 4: Developing a National Framework for Integrated Management
The complexity of the Hampi World Heritage Site required a framework to which the
Integrated Management Plan could be hinged. Thus the chapter identifies and establishes the
National Framework for Heritage Management that integrates with the existing mainstream legal,
institutional and economic systems to anchor international principles and other requirements
within the Indian reality. Only then can theory be translated into tasks that can be implemented.
The Roles, Responsibilities, Jurisdictions and Mandates of each Level of Governance are
identified. This is needed so as to be able to grasp the complexity of the existing system and
recognize the responsible agencies and institutions for efficient heritage management as per site
conditions and at all levels.
The crucial processes then can be simulated for the protection and management of other
Indian heritage sites.
Chapter 5: Fundamentals of Integrated Management – the Plan and the System
The fundamentals of what constitutes integrated management for heritage sites and
establishes the role of the IMP as an open-ended document to facilitate this process are laid
down. This Chapter puts forth the basic concepts and definitions in the IMP and the mode of
processing the IMP for implementation on the ground.
It lays down the vision, the priorities and the principles to be followed by the
management system that emanates from it; the overall approach, strategy and structure for
integrated management along with its integral components-Core, Integrative and General
Management.
It also puts forth the support systems and organization for implementing the IMP; the
nature of partnerships and extraneous professional involvement; and the process of monitoring
and review required for HWHS.
The chapter furthermore elaborates on the nature of ensuing recommendations.
Chapter 6: Core Management- Site Protection
Core Management visualized as the highest priority facet of the IMP refers to the actual
protection, maintenance and management of the cultural resource entities and complex spatial

Introduction
cultural systems. The chapter discusses the aspects of Site Protection in detail and lays down
regulatory recommendations for entity and spatial level protection and management at the site.
The identification of the different zones within Hampi World Heritage Area is based on the
concentration, distribution and nature of cultural resources on site. The degree and relevant
measures required for protection at Hampi based on this zoning are specified. The concept of an
Archaeological Park in the Indian context as a mechanism for spatial protection is introduced
here along with the regulations to be followed in each zone.
The chapter underlines the need and ways of protection for the presently unprotected
resources, both tangible and intangible, thus formally recognizing them as heritage. It also
establishes the significance of the Hampi National Heritage Region and the need to re-nominate
it as a Cultural Landscape.
Chapter 7: Archaeological Management
The Outstanding Universal Value of Hampi World Heritage Site lies primarily with its
unique archaeological evidence of the 16th century Vijayanagara metropolis that is well integrated
with its natural setting. This chapter thus endeavours to address all aspects related to protection,
maintenance and management of archaeological resources on site, including monuments, surface
archaeological remains and sub-surface archaeological evidence. This is part of Core
Management and a sector of utmost priority.
The chapter presents a situation analysis, raises various pertinent issues and finally gives
recommendations for the management of this sector. The Joint Programme for Heritage
Management, establishment of the office of the ASI Site manager, training and capacity building
measures, preparation of the Comprehensive Conservation Plan, et al are some of the ensuing
proposals.
Chapter 8: Planning and Development
Planning and Development fall under Integrative Management part of the IMP. It aims
to harmonize the new Master Plan for the LPA with Heritage and value-based management. This
chapter applies the ‘integrated' approach to build a much required interface between Planning
sector and Heritage and re-orients the focus of Development in planning to Sustainable
Development in HWHS.
Through the re-invocation of the Karnataka State Town and Country Planning Act, 1961
and co-ordination of existing planning documents, the process of planned development at the
site is streamlined. Land use plan is used as an innovative and effective way to regulate areas
around the protected monuments to be able to also protect the OUVs, integrity and authenticity
of the HWHS.
Planning and Development in Hampi have to respect the cultural values of the site. The
Chapter identifies the various plans and sub-plans, and the level they are required. It starts from
the regional development and goes down to village regeneration.
Chapter 9: Decentralization and Community Development
The chapter focuses on the ‘living’ heritage management at HWHS as the socio-
economic development and local interests of the community at Hampi is as much part of its
cultural value as are archaeological resources.
The vision of this chapter is to achieve economic, social and developmental goals in ways
that can be supported for the long term by conserving resources, protecting the environment,
and ensuring human health, collective welfare and rights and entitlements for all.
The chapter also envisions that the developmental activities and actions in HWHA are
oriented towards a sustainable model of growth, progress and improved quality of life of people
and the model can be achieved through the extension of ‘Community Diagnosis’ approach.
Along with the weight given on the existing 73rd and 74th amendments, the relevant
sectors and sub-sectors like Housing, Water supply, Irrigation and Social infrastructure, etc. have
been integrated for the overall development of the community. Strong emphasis has been given
on village regeneration plans as a tool to manage historic villages as cultural resources.
This Chapter also concerns itself with the requirements of basic amenities and essential
infrastructure-the general management component of IMP that has the capacity to adversely
affect heritage resources; and is absolutely necessary for the local communities.
The aim is that within the next five years of IMP implementation, the local community is
empowered, becomes capable of managing the site on its own and is able to accrue the benefits
generated from this for its own development. This is akin to a cyclic process.
Chapter 10: Visitor Management to Tourism Sector
This chapter is necessitated because of the existing disjoint between Heritage and

Introduction
Tourism. Tourism is part of the mainstream development; however in absence of a pro-heritage

strategy, the chapter draws from the World Heritage Convention to develop an acceptable and
sustainable tourism strategy by integrating aspects of visitor management, at HWHS.
The chapter explains the existing international, national and state level frameworks,
directives and policies for tourism along with certain prevailing concepts and definitions and the
extent to which they get reflected in the current tourism initiatives. It explains the close link of
Tourism with mainstream Development, which in turn is linked with Community acceptance of
tourism, Local government, Economic and Social planning and many other sectors; the potential
of which is yet to be realized through more holistic and inclusive strategies.
An understanding of ‘visitor’ as both tourists and pilgrims emerges through this chapter.
Even though, the chapter restricts itself to giving directions for a ‘Visitor Management Plan’, it
has to be consequently processed into a Tourism Plan by the relevant ministry, state department
and others concerned.
Chapter 11: Management of Support Sectors
This chapter develops and describes various Support Sectors to strengthen the
Management System. It looks into sectors such as Information Management,
Research, Education, Training and Capacity building, Human Resource Management,
Administrative Management and Finance, to enhance practicality of implementation.
It sees necessity and ways of inspiring confidence, improving qualitative skills and
increasing technical competence of the various people involved in the management of
HWHS for implementation of the Integrated Management Plan; along with
developing sustainable mechanisms for external collaborations and partnerships and
developing a sustainable Funding strategy for the implementation of various tasks and
projects.
The support sectors address the crucial interfaces without which management on
the ground is impossible.
The chapter deals with the support sectors in a broader sense and some of the support
units have been discussed in the next section as part of ‘Implementing the IMP’.
Chapter 12: Implementing the IMP
Effective implementation of the Integrated Management Plan is a serious point that

holds the future of the World Heritage Sites and our cultural identity. The main objective of the
chapter is to develop, process and operationalize the IMP, which takes into consideration all the
implementing agencies and stakeholders. The above chapter facilitates understanding in
implementation of IMP.
Implementation requires agencies with definite roles and responsibilities and essential
supports to ensure the plan is implemented within a National policy framework that mutually
supports the effective management of heritage through the maintenance of its cultural values and
significance.
The scope of the chapter involves strengthening the existing systems and
organizations to proposals of new units, offices and posts-the innovations.
Drawing from the previous chapter, it gives recommendations which are aimed at
addressing the inadequacies in institutional and financial supports, technical and
intellectual capacities, and other supports the absence of which hinders smooth
establishment and continuous functioning of the proposed management system on
ground. It also proposes mechanisms for coordination and integration among all
implementing agencies and interest groups functional within HWHS and for
improving efficiency of interfaces between heritage site requirements and all other
sectors.
The chapter, thus critically sees the existing role-definitions and structures within which
responsible agencies work and operate and proposes extensions, adaptations, modifications and
reinforcement to the existing that would facilitate the proper implementation of IMP.
Chapter 13: The Action Plan Matrix
The Action Plan Matrix endeavours to synthesize all recommendations made in different
chapters of IMP in a common, logical and concise format- converting each into a series of
activities and actions that informs the numerous concerned agencies on how to go about
implementation of each towards operationalization of the IMP on ground.
There is a very large variation in the nature, level and degree of application of each
recommendation, as well as the mandate and role of each responsible agency for action. In many
cases, there is more than one agency responsible to execute a task. Then, there are support

Introduction
requirements, such as legal, institutional or financial, for many recommendations to enable the
process of implementation.
The Action plan directs actions on the basis of priorities to give definite results within a
specified time-frame in future.
Chapter 14: Integrated Monitoring Process
This establishes the critical need for Monitoring of World Heritage Sites and their
Cultural resources and lays down the foundation for a much essential Integrated Monitoring
Process and System at the World Heritage Site of Hampi, which is systematic, regular,
collaborative, pro-active and utilizes internal and in-house capacity of the different agencies.
Monitoring is an ongoing process of observation and surveillance to ensure implementation of
IMP. The Integrated Monitoring Process is thus seen as part of the Management System and like
it, has been conceptualized and will be constructed and developed with time, experience and
endeavours of those responsible for the management of the HWHS.
The monitoring process allows for changes in management priorities, as a result of new
information, unseen requirements and transformed perceptions while keeping the vision and
objectives of the Integrated Management Plan intact. The focus of the chapter is to construct
and develop a system of monitoring which can manage change and resolve conflicts at the site.
The system is visualised to be significance guided and bases itself on standards, technical
approach, good practices and performance-oriented outputs.
Chapter 15: Conclusion
The conclusion sums up the teething problems faced, the efforts and achievements of
the four years of IMP in making and voices its expectations for the future of World Heritage Site
of Hampi and the other Indian Heritage Sites.
It reflects optimism and anticipates development of the proposed model for heritage
management through its sincere implementation at the unique and irreplaceable site of Hampi.
Annexures
The annexures are not to be taken as supplementary to the main chapters or considered
less critical. They provide additional relevant information to the chapters and also at times
explain the way the chapters have evolved. The annexure have to be read in concord with the
respective chapters.
1.8 CONCLUSIONS
1.8.1 IMP as a Five-Year Plan
The IMP is visualized as a five-year plan. Within this period, it is expected that important
aspects in the IMP like the decision-making and monitoring mechanisms are functional and
totally in place. By the end of this time, through specific capacity building initiatives, which are
also proposed in the plan, the entire community is expected to be brought up to a level to
participate in the new economy that will result from the wealth potential of the heritage
resources. The IMP itself will function as the operational instrument for all actions, for all
stakeholders. Each sector with jurisdiction on the site will have developed rules, regulations and
other ancillaries.
Due to the pioneering nature of this project, each task will be translated from the study
and discourse mode to the management mode, made operational through close scrutiny,
enabling decision making by the relevant working group of stakeholders.
The proposals in the IMP follow the sequence given below and this sequence needs to be
carried over during the implementation phase as well:
1. Establishment of important structural supports and frameworks for management

2. Formulation of principles, philosophies and policies for operations
3. Strategies for execution
4. Implementation of Projects, if any, with guidelines
5. Monitoring, review and improvements through regular reporting
1.8.2 Progress Towards Site Management Made so far
Progress has already been made on the ground towards the management of the inscribed
site after the submission of the IMP, Volume VI, in November 2005. This resulted in UNESCO
removing Hampi from the List of World Heritage in Danger.
As stated earlier, this IMP is not a conventional plan that is imposed from the top or
from an external body. It is based on the existing systems and it flows with the existing

Introduction
jurisdictions and mandates of already existing official bodies. It was discussed at Hospet and
Bangalore with international experts, local official bodies and other stakeholders in August 2005.
Subsequently some agencies took the initiative to commence work and have even started
implementation of some aspects under their control. This has resulted in the unfolding of the
IMP and proved its workability as a plan where the local population and official bodies are
adjusting and implementing World Heritage Concepts.
Some of the aspects of management that have been initiated on site from the IMP as a
result of the August discussions are:
1. The planning process currently in progress on site that re-invokes an existing mandate
whereby the State Town Planning Department, GoK is preparing a Master Plan, proposed
land use and other regulations for planned development opportunities at Hampi to
supplement protection and management of the expansive archaeological heritage.
2. After studying the IMP the HWHAMA has realized the necessity of establishing important
structural supports required for management and has taken actions towards the same, such
as the establishment of a Technical Unit currently headed by a Conservation Architect.
3. Listing, inventorying and mapping of traditional housing in Anegundi and Kamalapura has
been started by HWHAMA, as per IMP requirements and this has introduced the critical
aspect of proper documentation for management purposes within the overall operational
culture on ground.
However, this phenomenon has been displayed only by some sections of the State Party.
While they have made considerable progress realizing the opportunities of the proposed
management system that is independent of a final IMP endorsement, others who have viewed
this as a usual project consultancy have not made any progress at all and lag behind. This has had
an adverse effect on the overall management system on the ground. Hence there is a need to
backtrack and sidetrack the processes, and amend some strategies to meet the goals of the IMP.
It is also hoped that future actions for management by those who have not yet participated in the
implementation of the IMP will be more motivated.
Besides the progress made in the overall IMP process, another important event was the
visit to the site by the Minister for Culture, GoI in April 2006 where a decision was taken to
scrap the Interpretation-cum-Shopping Centre near Krishnapura that had been proposed by
Housing and Urban Development Corporation Limited (HUDCO). This was a very positive
development and was cited by UNESCO as another reason to remove Hampi from the List of
World Heritage in Danger.
The progress of the work done to date can be seen from the various outputs and interim
documents submitted over the four year period. Refer Annexure 1: Important Stages in IMP
Preparation. Also refer Chart 2 – Preparation of the Integrated Management Plan.
1.8.3 Optimism for the Future
It is sincerely hoped that the IMP endeavour, will be able to bring about the change in
the official view of cultural heritage from being ‘monument-centred’ to a new extended
recognization and definition of built heritage components and heritage resources. Heritage and
Cultural resources as already stated are sources of our cultural identity and once lost, they cannot
be replaced.
There is the critical need to increase protection of categories of heritage components
through new legislation as a long term measure. This can be only achieved by a two pronged
strategy, on the one hand by closely examining the existing legislations in various more
developed sectors of official action such as Development, Environment, Industry, Tourism etc
to manage the negative impacts of these policies and processes on the cultural values and
significance of heritage sites; on the other hand introduce new laws for heritage protection and
management such as a “living” heritage Act to cover cities and villages and other areas of the
country. Based on the above strategy appropriate protection and management systems will
emerge that integrate into the existing system and involve people.
The IMP also hopes that the path from discourse to management mode will help resolve
the in genuine challenges of this complex site and give intellectual and other capacities to all the
people involved in finding appropriate context-based answers.

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Introduction

1.1 ARRIVING AT A DEFINITION OF HERITAGE MANAGEMENT

2 Prepared for Archaeological Survey of India

1.2 ANTICIPATING AN INTEGRATED MANAGEMENT PLAN: THE NEW

4 Prepared for Archaeological Survey of India

1.3 PATHS TO BE TRAVERSED IN SHIFTING FROM THE EXISTING

1.3.1 From Discourse Mode to Management of a WHS

6 Prepared for Archaeological Survey of India

Discourse is a dialogue, discussion, exchange, formal exposition or a process of reasoning,

Discourse mode Differentiation Management mode

1.3.1.1 Discourse mode

1.3.1.2 Selection and Differentiation

8 Prepared for Archaeological Survey of India

1.3.1.3 Management mode

1.3.2 From Global to Local

1.3.2.1 International Requirements for Management of Hampi World heritage Site

1.4 CHALLENGES IN VALUE-BASED MANAGEMENT OF HAMPI AND THE

10 Prepared for Archaeological Survey of India

1.4.1 Linking International Obligations with State Party Responsibilities:

1.4.2 Looking Beyond Monuments:

1.4.3 Operational Challenges:

1.4.4. Lack of Interface with Local Governance:

12 Prepared for Archaeological Survey of India

1.4.5 Spatial Challenges:

1.4.6 Legal challenges:

1.4.7 Sectoral challenges:

There is a need to develop an all-inclusive sustainable strategy vis-à-vis tourism, planning,

1.5 NATIONAL FRAMEWORK FOR MANAGEMENT OF INDIAN HERITAGE

Tool for site

14 Prepared for Archaeological Survey of India

1.6 SUMMARY OF THE SALIENT ASPECTS OF THE IMP

establishment of essential supports can be initiated without final endorsement of the

1.6.1 Four years of IMP in the making

As mentioned above, UNESCO played a catalytic role in initiating the

16 Prepared for Archaeological Survey of India

PREPARATION OF INTEGRATED MANAGEMENT PLAN

Contextual Studies, Concept –

1.6.2 Summary of the IMP Outputs produced so far

18 Prepared for Archaeological Survey of India

Volume IV is a compilation of information from secondary sources (especially the

1.7 FINAL IMP AND OUTLINE OF CHAPTERS

20 Prepared for Archaeological Survey of India

Chapter 2: Definition of the Site to be Managed

Chapter 3: Issues in the Management of Hampi World Heritage Site

Chapter 4: Developing a National Framework for Integrated Management

Chapter 5: Fundamentals of Integrated Management – the Plan and the System

Chapter 6: Core Management- Site Protection

22 Prepared for Archaeological Survey of India

Chapter 7: Archaeological Management

Chapter 8: Planning and Development

Chapter 9: Decentralization and Community Development

Chapter 10: Visitor Management to Tourism Sector

24 Prepared for Archaeological Survey of India

Tourism. Tourism is part of the mainstream development; however in absence of a pro-heritage

Chapter 11: Management of Support Sectors

Chapter 12: Implementing the IMP

Effective implementation of the Integrated Management Plan is a serious point that

Chapter 13: The Action Plan Matrix

26 Prepared for Archaeological Survey of India

Chapter 14: Integrated Monitoring Process

Chapter 15: Conclusion

1.8.1 IMP as a Five-Year Plan

1. Establishment of important structural supports and frameworks for management