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Annual Report 2005-2006

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Annual Report 2005-2006 4mm Spine 2005-2006 Annual Report Annual Report 2005-2006 Annual Report 2005-2006 Table of Contents HM Mission Statement 3 The Chairperson’s Statement 4 The CEO’s Statement 6 Board of Directors and Management Team 7 Safeguarding Óa©ar Qim and Mnajdra 9 New Frontiers: Collaboration with the Aurora Special Purpose Trust Consolidating our Corporate Identity through sound HR policies Capital, Rehabilitation and Maintenance Works 6 Events and Exhibitions 3 Research and Collections 30 HM Conservation Division 43 The Institute for Conservation and Management of Cultural Heritage 59 EU and Other International Initiatives 63 HM Services Limited Activities 68 Appendices I List of Acquisitions 7 II HM Diary of Events 005-06 77 III Visitor Statistics 9 IV Audited Financial Statements 0 List of Abbreviations AFM Armed Forces of Malta AMMM Association of Mediterranean Maritime Museums CRPMO Conservation and Restoration Projects Management Office EU European Union HM Heritage Malta ICMCH Institute of Conservation and Management of Cultural Heritage, Bighi MCAST Malta College of Arts Science and Technology MCCA Malta Council for Culture and the Arts MEPA Malta Environment and Planning Authority MMM Malta Maritime Museum, Vittoriosa MTA Malta Tourism Authority MTAC Ministry of Tourism and Culture, Malta NMA National Museum of Archaeology, Valletta NMFA National Museum of Fine Arts, Valletta NMNH National Museum of Natural History, Mdina NWM National War Museum, Valletta SCH Superintendence for Cultural Heritage, Malta UOM University of Malta WHS World Heritage Sites Annual Report 2005-2006 Mission Statement “The mission of Heritage Malta is to ensure that those elements of the cultural heritage entrusted to it are protected and made accessible to the public. The agency also operates a conservation division for the training of conservators and conservation scientists. Cultural Heritage Act (Malta) 2002 HM is the national agency of the Government of Malta set up in 00 under the provisions of the Cultural Heritage Act and entrusted with the management of national museums and heritage sites and their related collections in Malta and Gozo, including seven UNESCO World Heritage Sites. Following the recognition of four key aspects of national cultural heritage, namely management, conservation, interpretation and marketing, HM bases all its activities bearing in mind that all our national museums and sites have an important role to play in education, learning, access and the generation of revenue to be reinvested into the heritage sector. HM therefore seeks to act as a leader for education and outreach programmes not only by supporting school based learning, but also by encouraging people of all ages and backgrounds to broaden their horizons through the museums’ collections. This is carried out, among others, by developing a programme of events to develop museums as active and inclusive cultural centres. Most importantly, HM is committed to provide physical and intellectual access to a wider audience in all its sites and museums by enhancing access to its various publics and by facilitating the interpretation of its sites and collections. HM is also aware that heritage can act as a catalyst for Malta’s tourism potential and consequently contribute significantly to the economy. It therefore seeks to improve both the service and the experience of all visitors in order to foster a more favourable image on a national and international level. As from 005, following an amendment to the Cultural Heritage Act, all activities previously carried out by the former Malta Centre for Restoration have been taken over by HM. The building at Bighi now houses the conservation unit of HM as well as the ICMCH, which is entrusted with the organisation of academic courses at various levels. Annual Report 2005-2006 3 The Chairperson’s Statement Any organisation, if it is to retain its vigour, needs to revisit Din l-Art Óelwa on the joint management of the Abbatija itself from time to time. HM, while acutely conscious of tad-Dejr, and a sponsorship agreement with Gasan- its legal remit, has evolved a culture of self-analysis; again Mamo Insurance, upgraded various museums, increased and again, it attempts to re-define its aims, its role, its interpretation facilities, installed the heritage display at the operations, its goals, its structural efficiency, even its basic Malta International Airport, ratified the HSBC Cares for philosophy. This year, we conducted seminars on strategy, Heritage Scheme, continued negotiations with the UOM research and management skills, and an academic review. and MCAST regarding degree and vocational courses at Courses were held, at several levels, to promote staff our Conservation Division at Bighi, pursued intensive competence and knowledge and to imbue the workforce preparatory work for Ìgantija, Óa©ar Qim, Mnajdra and with corporate ethics and vision. Experts were given the the Tarxien Temples, fully participated in a number of EU opportunity to travel to international conferences or to projects and further consolidated our structure, including visit centres of excellence. After all, the strength of an recruitment for vacancies. As can be seen in the report, this entity ultimately derives from the motivation and personal year, HM also made a number of acquisitions of value to richness of its members. HM has invested and will continue the national collections. to invest in intellectual resources and professional skills. The agency also took the audacious first steps to start This year HM carried out an intense audit and self-analysis investigating our underwater cultural resources. This is a leading to the formulation of the business plan 006-09. field of immense potential; the subject has to be approached The vision statement charges HM to: with great care, wisdom and always meeting the highest • ensure the effective documentation, study, conservation scientific criteria. and protection of the national heritage; • become the leading organisation in order to ensure the I have no doubt that there is now national consensus about sustainable management and promotion of the national the invaluable richness of our cultural heritage. Though I heritage; have said it many times before, it bears repeating: ‘apart • create awareness and educate diverse publics to from the people themselves, this is our greatest resource. help instil a sense of pride for Malta’s heritage and The whole country must show solidarity with what is responsibility for its protection; being done in the field of cultural heritage; our heritage • put the agency and the national heritage on the is we: what we came from, what we are and what should international map. inspire our future. HM, the national agency for museums, conservation practice and cultural heritage is determined As can be expected, our calendar this year was jam- to give a future to our past. The coming year will see other packed; the contents of this report attest to this. Just major activities, such as work on the protective covers an indication of the level and rhythm of activity: HM and visitors’ centre of Óa©ar Qim and Mnajdra and the was engaged in 219 activities - more than one event opening of the upper galleries of the NMA. Apart from new every two days - in four different countries, Malta, Italy, educational programmes and a galaxy of exhibitions, both Germany and Spain; HM collaborated with 93 different local and foreign, HM will also be hosting the renowned entities and individuals, was involved in 50 exhibitions, Chinese terracotta soldiers exhibition in the first quarter organised 80 lectures, ratified cultural agreements with of next year. China, Valencia and Gerace, published regular updates, extended its list of publications, increased its retail outlets, It is a pleasure for me to express publicly my thanks conducted heritage trails, finalised an agreement with and appreciation to all the staff at HM. I can vouch for 4 Annual Report 2005-2006 their motivation and for their incredible ability to go the extra mile. More than me, they should be signing this foreword. Lastly, I would like to express our collective gratitude to Ms Antoinette Caruana, the former CEO at HM, for her utter dedication and innovative contributions; we all wish her well in her new assignment. I take this opportunity to welcome the new CEO Dr Luciano Mule Stagno; he knows that we offer hard work and heart-aches but we also promise rich satisfaction. I have absolutely no doubt that, altogether, with commitment, energy, imagination and relentless enterprise, we will continue to champion the cause of the cultural heritage, the source of our identity and dignity. Dr Mario Tabone Annual Report 2005-2006 5 The CEO’s Statement As the new Chief Executive of Heritage Malta, I feel testing time for all employees. Decisions had to be taken honoured and privileged to be leading the national agency to strengthen the operations of the conservation division for museums, conservation practice and cultural heritage. and today I can safely say that our centre at Bighi is an I would like to take the opportunity to thank the outgoing integral part of Heritage Malta’s strategy. The Institute Chief Executive Antoinette Caruana for all her hard work. for Conservation and Management for Cultural Heritage It is amazing what HM has done and the reputation it has (ICHMCH) is already running a number of certificate achieved in these four short years. and degree courses and plans are underway for more specialised courses to be on offer. As from October 006, Despite being in its infancy, HM has managed to establish ICMCH, in conjunction with the University of Malta, itself as a dynamic organisation willing to change has been running a Masters Course in Management of established norms and to introduce new practices in the Cultural Heritage. field of museology and conservation practice. Apart from the buildings and the collections, our key HM has a very important role to play in society.
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