Understanding governance of heritage sites : a case study of Hampi world heritage site

Abstract

The concept of ‘Heritage’ and in turn, ‘Heritage Governance’ has traditionally been understood through a top-down approach in India. The conservation efforts in India remain to be focused on built structures, with the Archaeological Survey of India following archaic methods of conservation. The Hampi World Heritage Area Management Authority was mandated into creation by the United Nations Educational, Scientific and Cultural Organization through its policy recommendations put forth by the World Heritage Convention. When Hampi was recognised as a World Heritage Site, it was done so not only because of the unique architecture, topography and other structural planning, but also because of the sheer scale of the site. Hampi is not just one built structure, but rather a plethora of structures intertwined with the existing local culture, topography and history. It is a Cultural Landscape, a living heritage site. The study aims to find out the methods in which the UNESCO policies of Heritage Management are implemented in the Hampi World Heritage Site, and the impact of such implementation.

The study found that the implementation of the Heritage Governance institutions remains to be exclusionary in nature in Hampi. There is no local representation in HWHAMA. There has also not been any form of communication and discussion with the local community in regards to conservation methods, development plans and impact of becoming a WHS. HWHAMA does not understand the local ethos of the space, further establishing the fact that the Indian State has an archaic, exclusionary and top-down system of heritage management, and in turn governance. The State relies on the creation of Parastatal Bodies whose members are neither representative, nor experts in the area-specific needs of the World Heritage Site. The policy recommendations made try to address these prevalent issues