As the new management of the brand new Director General of the Ministry of Culture Heritage, I point out some of the challenges that are presented and lessons learned that should be considered for their management does not end in anything like its predecessors in these last two years.
The challenges are:
- with cultural work without discriminating against them, only then will get support and social base, as important for the job. The experience of some directors that preceded autism have shown that intellectual and abuse of power will not help to get very far.
- Resume collective work on the regulation of Archaeology, without imposing personal projects or relatives
- Reorganize so UAM immediately, based on management's strategic objectives of the CM and the DGP, the reading of the mandate, responsibilities and authority that gives the new Constitution, the Framework Law on Autonomy and DOOE own.
- steadily promote the Heritage Act
- Organizing and implementing the Management Plan development of the archaeological site of Tiwanaku
- Organizing and implementing management plans for other sites also threatened (urban sites Copacabana)
- Implement a strategy for skills transfer to government departments, establish lines of articulation and set a provisional framework for coordination through conventions, resolutions or Supreme Decrees Ministerial
- Implement incentive policies for research through programs that make use of the resources generated eln major tourist and archeological sites in Bolivia
- Administer the National Heritage without taking advantage of the post to profit or benefit their relatives with consultancies or paste
- Upholding and respecting the copyright (for more difficult it is)
- promote actions to protect archaeological sites the country through strategic alliances with governments, municipalities, universities, etc.., without thereby determining responsibility
- Cundisa Solving the problem on the basis of law and the imagination to create economic alternatives for community members and neighbors
- Re-routing the Intervention process UNAR, taking into account that the assets are not simply objects that are or were lost to the museum and UNAR, but information from extensive research had been transferred, appropriate, lost or destroyed.
- Completing the process those who were responsible the systematic destruction of Tiwanaku (Akapana and Pumapunku) of fraud and mismanagement in the lithic and ceramic museum of Tiwanaku, be they corporations, foundations, NGOs, officials from the Ministry of Culture, officials of the Municipality of Tiwanaku, or who whatever. Not necessarily for ending up in jail, but that never again engage in or work in archeology or cultural and archaeological heritage.
- Promote a responsible job on Qhapac Nan Project, working seamlessly with the selection and election of the most competent (which are not always friends or those who pull the bag)
- Executive director, non-bureaucratic: Do not look for header lawyers as advisers, as this is a sign of fear and inaction.
- be transparent and coordinate with all stakeholders, be they allies or enemies, and certainly to the latter were eliminated gradually.
- Working full time in the project part-time or whenever
- Curbing harmful work SOBOCE archaeological heritage in the basin of Lake Titicaca (Cumana, Pajchiri, etc) for the exploitation of limestone
- agree with the Vice- Tourism minimum features to keep tourism in the Isla del Sol, Copacabana, Titimani, Qewaya, Patapatani, etc, to continue attacking the archaeological heritage
- Implement once, the registration system and management of archaeological heritage of Bolivia
- Use your time well and economic resources, let it revert or lose is a terrible sin (perhaps the others remember ....)
- Heritage is managed from inside the not traveling or from remote locations. There was a recent Director that the only thing that was devoted to travel, much of their heritage are management problems that must be resolved.
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