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ZANZIBAR STONE TOWN Management Plan for the World Heritage Site

Saad Yahya & Associates, Planners & Chartered Surveyors Maendeleo Ya Wanawake House P. O. Box 14687–00800, Nbi/ 3826 Zanzibar. Tel: +254 20 2252295 [email protected]

December 2008

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Acknowledgement The Consultants wish to thank all those persons, institutions and groups who have contributed to the work by way of information, documents, views, suggestions or encouragement. Unfortunately, we cannot list all of them here.

Special mention must be made of the support received from the STCDA Director General Issa Makarani and his staff, namely Muhammad Juma, Faiza Abdullah, Fatma Ali, Masoud Rashid, Madina Haji, Khadija Muhammed, Said Seif, Musa Awesu, Suhad Sultan and Marine Hassan.

The Consultants were represented by Dr. James Mutero (Economist), Madi-Jimba Yahya (GIS Specialist), Silvia Carbonetti (Architect), Monica Nyawira (Urban Planner) and Professor Saad Saleh Yahya (Team Leader).

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TABLE OF CONTENTS

1 THE HISTORIC TOWN OF STONE TOWN: A WORLD HERITAGE SITE...... 9 1.1 Introduction ...... 9 1.2 The Purpose of the Management Programme...... 9 1.3 The Preparation of the Management Plan...... 11

2 DESCRIPTION AND SIGNIFICANCE OF THE WORLD HERITAGE SITE ...... 13 2.1 Location and Existing Boundaries of the Site ...... 13 2.2 The Buffer Zone of the World Heritage Site ...... 14 2.2.1 Threats to the Conservation Area and Buffer Zone...... 14 2.2.2 Recommendations in the Pound Report...... 15 2.2.3 Recommendations...... 16 2.3 History and Evolution of the World Heritage Site ...... 16

3 EVALUATION OF THE WORLD HERITAGE SITE...... 21 3.1 Criteria of Inscription of the World Heritage Site...... 21 3.2 The Outstanding Universal Values of the World Heritage Site...... 22 3.3 Cultural Landscape...... 24

4 THE MANAGEMENT ISSUES OF THE WORLD HERITAGE SITE ...... 26 4.1 Current Pressures on the Site’s Outstanding Values and Significance...... 26 4.2 Pressures on the Architectural Significance: The Care and Protection of the Historic Fabric ...... 26 4.2.1 Issues...... 27 4.2.2 Skilled labour force...... 28 4.2.3 Building Materials...... 28 4.2.4 Major Repairs and Related Issues...... 29 4.2.5 Minor Repairs and Related Issues ...... 30 4.2.6 Use of Conservation Guidelines in Major and Minor Repairs...... 31

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4.2.7 New Construction, Issues ...... 32 4.2.8 Use of Conservation Guidelines in New Construction ...... 33 4.3 Listed Buildings, Review of Lists and Criteria of Inclusion...... 36 4.3.1 Existing Situation ...... 36 4.3.2 Existing Criteria and Regulation ...... 36 4.3.3 List of Buildings in Danger...... 37 4.4 Pressures on the Tourism Value ...... 39 4.5 Pressures on the Educational Value...... 41 4.6 Traffic...... 41

5 CURRENT MANAGEMENT OF THE WORLD HERITAGE SITE...... 42 5.1 Ownership and Interests...... 42 5.2 Management and Responsibility ...... 42 5.2.1 The Ministry of Construction, Lands, Water and Energy...... 42 5.2.2 Stone Town Conservation and Development Authority ...... 43 5.2.3 The Department of Antiquities and Monuments...... 43 5.2.4 Zanzibar Municipal Council ...... 43 5.2.5 Zanzibar Stone Town Heritage Society ...... 43 5.2.6 Shehas ...... 43 5.2.7 The State University ...... 44 5.3 Planning and Policy Framework ...... 44 5.3.1 The Planning System ...... 44 5.3.2 Planning for Zanzibar Municipality...... 44 5.3.4 Other Relevant Plans and Protocols...... 44 5.4 Statutory Designations...... 45 5.4.1 WHS status...... 45

6 A VISION FOR THE STONE TOWN...... 46

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7 OBJECTIVES OF THE MANAGEMENT PLAN ...... 47 7.1 Site Definition and Appreciation...... 47 7.2 Protecting the Built Environment...... 48 7.3 Visitor Management...... 49 7.4 Services Delivery and Infrastructure ...... 50 7.5 The Public Realm...... 51 7.6 Safe and Inclusive Environments ...... 52 7.7 Circulation...... 52

8 PROGRAMME FOR SPECIAL ACTION ...... 53 8.1 Identification of Areas with Development Potential...... 53 8.2 Selection and Criteria ...... 53 8.3 Development and Design issues...... 54 8.4 Local Action Areas...... 56 8.4.1 Funguni Creek and Lagoon...... 56 8.4.2 Kiwanda cha Madawa (Drugs Factory)...... 58 8.4.3 Open Areas in the Stone Town ...... 60 8.4.4 Mnazi Mmoja Area...... 66 8.4.4 Mnazi Mmoja Area...... 67 Strategy for a Conservation Centre ...... 68 Strategy for a Conservation Centre ...... 68

9 IMPLEMENTING THE MANAGEMENT PLAN...... 69 9.1 Implementation ...... 69 9.2 Partnerships and Commitment...... 69 9.3 Funding and Resources...... 71 9.4 Monitoring and Reviewing the Management Plan...... 72 9.5 Implementation Plan...... 73

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LIST OF FIGURES

Figure 1: The relationship between the HMP and the Strategic Conservation Plan Plan Figure 2: Proposed action areas Figure 3: Boundaries of Funguni creek Figure 4: View of the Funguni Lagoon Figure 5: Funguni creek Action Area Plan Figure 6: Boundaries of Kiwanda cha Madawa Action Area Figure 8: Drugs Factory Action Area Plan Figure 7: View of the main façade of the building. Figure 9: Location of identified Open Areas Figure 10: View of the Open Area; on the right the external walls of Malindi Caravanserai Figure 11: Malindi Caravanserai Action Area Plan Figure 12: View of the open area, on the right Kiponda Secondary School Figure 13: Kiponda Secondary School Action Area Plan Figure 14: Views of the garden to High Court and Ocean Figure 15: High Court Action Area Plan Figure 16: Key institutions for managing the WHS

LIST OF BOXES

Box 1: Dhow culture Box 2: Listing Recommendations Box 3: A Vision for Zanzibar Stone Town

LIST OF TABLES

TABLE 1: STONE TOWN TIMELINE...... 17 TABLE 2: WORLD HERITAGE SITE CRITERIA ...... 21 TABLE 3: CRITERIA FOR INCLUSION...... 38 TABLE 4: IMPLEMENTATION PLAN...... 74

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ACRONYMS

AKTC - The Aga Khan Trust for Culture FINNIDA - Finnish International Development Agency GIS - Geographical Information Systems GOZ - Government of Zanzibar HMP - Heritage Management Plan LAP - Local Area Plans MFI - Micro Finance Institution MWCELE - Ministry Of Water, Construction, Energy, Lands and Environment NGO - Non-Governmental Organization OUV - Outstanding Universal Value STCDA - Stone Town Conservation and Development Authority UNCHS - United Nations Centre for Human Settlements UNDP - United Nations Development Programme UNESCO - United Nations Educational, Scientific and Cultural Organization WHS - World Heritage Site WTC - Wakf and Trust Commission ZMC - Zanzibar Municipal Council ZSTHS - Zanzibar Stone Town Heritage Society

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1 THE HISTORIC TOWN OF STONE TOWN: A WORLD HERITAGE SITE

1.1 Introduction

The Stone Town of Zanzibar was inscribed by UNESCO as a World Heritage Site in the year 2000. This was done in recognition of its outstanding universal value arising from its cultural diversity and harmony; its historic part in the Indian Ocean maritime trading activity over many centuries as expressed through architecture and urban structure; and its symbolic role in the suppression of slavery. The influence of Stone Town extended well beyond the islands of Unguja and Pemba to the interior of Africa, and to Arabia as well as countries on the Indian Ocean rim. Now a living port community, it is the core of a large municipality and nerve centre of the two islands. Stone town is also a major tourist destination attracting local and international visitors from far and wide.

Extensive remains of Swahili, Portuguese, Omani and British occupation in the form of public architecture and private buildings, including parks, gardens and cemeteries, are supplemented by a distinct style of marine architecture, furnishings, clothing, music and other aspects of tangible heritage. Economic survival and adaptation to progress are a challenge confronting residents and those charged with the responsibility of protecting Stone town’s heritage, and this document presents the way towards meeting that challenge.

After describing the World Heritage Site and its significance, an evaluation of criteria for inscription is followed by a detailed analysis of important issues. These relate to the quality and maintenance of the built heritage, infrastructure needs (both present and future), and the interface between conservation, development and economic renewal. How the town’s heritage should be managed and the availability of resources for doing so receives special attention, since investigations have shown that major reforms are needed on that front.

1.2 The purpose of the management programme

The management programme (also herein referred to as the management plan) has been prepared in order to conserve the outstanding universal value of the cultural heritage assets of the Stone Town World Heritage Site. “Heritage management” in the context of this programme, includes not only ensuring the physical survival of the site and the historic buildings within an accessible historic landscape, but also enhancing the visual character of their landscape setting; improving the interpretation and

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understanding of the cultural landscape to visitors; and social and economic regeneration. The programme identifies the main issues facing the world heritage site and sets out a range of objectives/proposals and actions to address those issues whilst ensuring that the outstanding heritage qualities and character of the World Heritage Site are protected.

The Heritage Management Programme acts as a planning tool complimenting the Strategic Conservation Plan and focuses mainly on the protection and conservation of the heritage qualities in Stone Town the programme seeks to meet the following conservation objectives:

1. Ensure that the management and administrative arrangements for Stone Town are appropriate for the effective ongoing implementation of the Management Programme, encouraging active community involvement, enabling greater co- ordination between partners and securing the required funding levels. 2. Make a thorough assessment of the potential risks to the survival of the World Heritage Site and all relevant archives, and the provisions of appropriate risk management plans. 3. Ensure that all information about the town is collected, stored and analyzed in a way that assists the implementation of the Management Programme, ensuring compatibility, accessibility and integration of information amongst partner organizations. 4. Make full use of modern information and communication technology to develop an interactive database and GIS for the full implementation of the Programme. 5. Establish an accurate picture of the current condition and vulnerability of the various elements. 6. Enrich the cultural and economic activities of the local community, and encourage communities to engage with conservation efforts by raising awareness of the Site’s values and vulnerabilities, and the opportunities the status brings.

The following points are by way of explanation and elaboration of the above objectives:

• The World Heritage Site should be taken into account in the preparation and implementation of all planning, regulatory and policy documents (statutory and non statutory) which might affect it and in any changes to the planning system in future. • Statutory and non-statutory designations and lists should be kept relevant and robust to afford the best protection possible to the town’s history and character and its constituent elements. • Zanzibar Municipal Council (ZMC) and Stone Town Conservation and Development Authority (STCDA) should not permit any development that would be detrimental to the World Heritage Site and its setting, and developers should prepare high quality development schemes, taking into account the values of the World Heritage Site and the ability of the town’s fabric to

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accommodate change. All new development should be integrated into the existing character of the location. • Owners and users of historic properties within the planning area and its setting, or any property that impacts upon the World Heritage Site, should be aware of the requirements for care and enhancement, have access to appropriate guidance and advice, and should endeavor to maintain and repair their properties to a standard appropriate to their status as constituent elements. • Ensure that adequate funding is available and is appropriately used for conservation purposes. • Any conservation work for enhancement, maintenance, repair or restoration, should be of the highest standard, using appropriate materials, design and workmanship. • Maintain a consistent and clear management approach to conservation across the Town, taking into account the character of different parts and the impact individual areas and their needs have on the wider town. • Assess the availability and sustainability of materials required to conserve and enhance the character, outstanding universal values and authenticity of Stone Town, and secure appropriate sources for long-term use. • Encourage the timely use of planned maintenance programmes and, where beneficial and appropriate, prepare conservation and/ or management plans to avoid wherever possible the loss of historic fabric and authenticity, secure the repair, maintenance and appropriate sustainable use of any disused or damaged buildings or structures within the Town. • Ensure that the landscape and natural elements are acknowledged and understood as integral parts of the conservation area and are managed accordingly; and that those elements that are vulnerable to natural or man-made instability (particularly coastal and archeological sites and remains) suffer no further degradation and that the condition and stability of these features is regularly monitored. • Ensure that the public realm is regarded and understood as an historic element of the town, and that any alterations to it should take the historical and cultural significance of the public realm into consideration. • Establish agreed standards for workmanship, design, materials and maintenance for work carried out in the public realm, ensuring that work is of a high quality appropriate to the international importance of the city.

1.3 The preparation of the management plan

The preparation of the HMP was coordinated by STCDA but involved a wide range of stakeholders in the public, private and voluntary sectors. Residents and friends of Stone town played a major role in developing a vision, articulating issues and defining the objectives. Although preparation time was quite brief, every effort was made to consult

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all sectors of the community and to refer to the extensive literature already existing on Stone Town. It was also opportune to review the large collection of official documents and consultancy reports prepared over the last two decades and relating to Stone Town’s future.

Preparing a series of discussion papers and convening a number of workshops and consultations was found to be a practical way of keeping stakeholders in step with progress of work. It was at these sessions that sensitive social and political questions, not always apparent to researchers and planners, were brought out. It was here too that women were able to express their disappointments and expectations.

The HMP was preceded by a review of the Conservation Master Plan, 1994. The result of that effort is a separate report available as the Strategic Conservation Plan, which focuses on more general planning and conservation proposals. The two reports are complementary rather than competitive. The relationship between the HMP and the Strategic Conservation Plan is illustrated in figure 1 below.

Figure 1: The relationship between the HMP and the Strategic Conservation Plan

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2 DESCRIPTION AND SIGNIFICANCE OF THE WORLD HERITAGE SITE

2.1 Location and existing boundaries of the site

Unguja Island is divided into three regions, the Urban i. Name of World Heritage West Region, North Unguja Region and South Unguja property: The Stone Town of Region. The Urban West Region consists of two districts, Zanzibar the Urban district and the West district. Zanzibar Town (Urban district), which is in the western part of Unguja ii. Location: Island, is the capital of Zanzibar and is under the Unguja Island, Urban west region, urban district jurisdiction of the Zanzibar Municipal Council. The town is composed of three areas, Stone Town, Inner Ng’ambo (the iii. Geographical Coordinates: large and expending part of the Zanzibar town) and the Latitude 5° 22’ S. Outer Ng’ambo. Longitude 93° 18’ E

iv. The total area of the site is The boundary of the Stone Town World Heritage Site is 96 hectares. A buffer zone clearly identified. It runs along the sea front to the West, of 84.79 hectares is South West and North West of the town. To the east, the included site extends beyond Creek Road to include Mnazi Mmoja v. Date of Inscription in the Gardens, Jamhuri Gardens and the buildings adjacent to world heritage list:‐ Ali Hassan Mwinyi Road, which is an extension of the December 2000 mercantile area. To the north, the boundary includes the vi. Authority responsible: Funguni Creek area between Malindi and the Blue Stone Town Conservation Mosque. The site also includes the port, the fish market and Development Authority (STCDA) and the clove distillery in the northern part of the site.

The Stone Town of Zanzibar is located at latitude 5° 22’ S, longitude 93°18’ E. The total area of the inscribed World Heritage Site is 96 hectares. The Conservation Area and Buffer Zone have been described in the nomination document and are very well identified. The ocean limits the Conservation Area northwest and southwest, while the east boundary is lined by Mnazi Mmoja and Jamhuri Gardens. A strip of 30 meters wide on both sides of Darajani Road is also included in the conservation area.

Conservation Area boundaries

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A buffer zone of 84.79 hectares is composed of:- • The green areas inside the conservation area, • Adjacent neighborhoods regulated by the Zanzibar Municipal Council and the government ministry responsible for lands, • An area of 6,200 hectares which is the extent of the port of Zanzibar according to the Ports Decree 1959 and is also recognized by the Ports Authority Act 1997.

The gardens that separate the Conservation Area from the wider Zanzibar Town are of high importance. Thanks to them the pressure for new modern development has hardly touched the historical town in the past years. The World Heritage Site boundary is also the boundary of the Conservation Area and this is defined in legislation drawn up to protect the site.

2.2 The Buffer Zone of the World Heritage Site

2.2.1 Threats to the conservation area and Buffer Zone

Overall the limits of the two areas have served their purpose. It is well understood that the STCDA has regulatory authority in the conservation area, and that there are rules and regulations both for the conservation area and for the Buffer Zone. There are some problems of overlapping with the municipality but they do not seem to be substantial, both STCDA and ZMC know the regulations and are able to solve conflict issues. Unfortunately being clear about who has responsibilities for what does not help when it comes to the everyday life. There is great pressure on the conservation area due to business opportunities, and upcoming development Buffer Zone Area projects show little respect for the existing heritage.

In the past two years there have been some substantial changes; two factors in particular could pose a threat to the World Heritage Site if not controlled.

The first is that Zanzibar tourism is increasing, there is more money coming to the island and there are more investments. The second factor is that there is a new awareness on the value of Zanzibar as a World Heritage Site. Which is: people start to see the historic buildings in a new perspective, they are not anymore the old rulers’ buildings or signs of past of colonization, they are a Tall buildings at the edge of the buffer zone 14 ZANZIBAR HERITAGE MANAGEMENT PLAN business and investment opportunity, something to use to make money. For example new construction in the Stone Town does not follow conservation guidelines and practices, and very often alters perceptions of the architectural heritage, putting it in danger. The growing pressure on the Stone Town of increase in population and tourism puts a heavy toll on the existing buildings and on their surroundings. This is true especially for the tourist sector, but is becoming more and more apparent in other sectors.

The new port development (necessary to increase capacity) will bring changes to the Stone Town, and there is little evidence that there is any plan to make the changes respect the World Heritage Site. What is important is to increase loading area for containers, if the World Heritage Site suffers this does not seem to bother many people. There are some new tall buildings under construction at the buffer zone on the road to Saateni in an area very close to the historical town and in visual contact with it. They are modern, made of steel and glass and approximately ten stories high, their proportions are not in accordance with New curtain-wall buildings the surrounding area and services available; they seem out on the road to Stone Town of place and disturb the approach to the historical site.

2.2.2 Recommendations in the Pound report

As underlined in the Pound report, the following minor adjustment of the Conservation Area and Buffer Zone would help protect the Historical Site.

• Consideration should be given to the inclusion of the anchorage and a strip of water along the beaches as part of the World Heritage Site. This could be to the level of mean low tide and the beaches. This will require a minor adjustment to the boundaries. • Consideration should be given to the inclusion of Funguni Creek as part of the World Heritage Site. The boundary of the Buffer Zone should be reviewed at Funguni Creek with the view to controlling development of high buildings in this area This will require a minor adjustment to the boundaries. • The boundary of the buffer zone should be reviewed Proposed Buffer Zone and a high buildings policy introduced into the extension by Pound Zanzibar Town Development Plan

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2.2.3 Recommendations

The tool of the boundaries is in place and there is no reason why it should not work. Regulations are also in place and they are adequate to the requirements of a World Heritage Site. The Buffer Zone, where existing, effectively protects the Conservation Area. The strongest possible recommendation is that the STCDA makes sure that legislation is applied and all work in the Conservation Area adheres to regulations. The few adjustments proposed by Pound and described above should be endorsed immediately as they contribute to closing a few gaps left out in the identification of the boundaries from the original nomination document. One more adjustment Proposed Buffer Zone Area should be included in the revision of boundaries.

It is about visual perception of the Conservation Area. New buildings that are seen from the conservation area should follow a special regulation and should not be taller than three stories, as those in the Buffer Zone.

The visual regulation overlaps with the area identified by the Pound report as the Funguni Creek, but should be extended to a strip of coast line of 50/100meters wide north and south of the Stone Town so as to close the imaginary line of the Buffer Zone boundary that protects the small islands in front of Stone Town and the water enclosed by them.

2.3 History and evolution of the world heritage site1

The town of Zanzibar developed on Unguja, the main island of the Zanzibar archipelago, whose tropical climate, fertile soil, plentiful water and ready supply of building materials offered all that was needed for eventual urban development. The harbour towns of the Swahili civilization including Lamu, Kilwa, Malindi, Mombasa and Unguja Ukuu on the island of Zanzibar of grew from the fusion of two major cultural traditions, that of the African interior and that of the lands of the Indian Ocean. The trade routes across Africa were the main corridors for European explorers to reach the African interior. Zanzibar was a key terminus for both land and sea based trade routes and so became the obvious assembly point for many exploratory trips to the African interior.

1 More on the history and evolution of Stone Town can be found in Appendix CP3, attached to this report, or the 1994 Stone Town Conservation Plan.

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Several urban plans were proposed from the 1920’s onwards but never implemented. It wasn’t until the revolution of 1964 that areas of new housing outside of the Stone Town were built alongside major roads. The 1964 revolution saw the emigration of many of the owners of important buildings in the Stone Town.

The planning authority responsible for the management of Stone Town, STCDA was established in 1994 through the adoption of the Stone Town Conservation and Development Authority Act of 1994. Thus under the provisions of the Town and Country Planning Decree Cap 85 of 1955, and without recourse to any new legislation, STCDA has been empowered to act as the authority responsible for preparation of the Stone Town Conservation Plan, which was prepared in 1994. The Stone Town Conservation Plan of 1994 still serves as a basis for The Old Fort and the House planning. of Wonders

The Timeline of Stone Town from the 15th Century is shown in Table 1 below.

Table 1: Stone Town Timeline.

ZANZIBAR EVENTS WORLD EVENTS 1497 Vasco da Gama reaches Mombasa 1499 Vasco da Gama moors off Unguja Island for a day 1503 Portuguese take control of Unguja – Mwinyi Mkuu pays tribute to Portugal 1594 Portuguese consolidate – build fort at Chake Chake in Pemba and from 1593 – 1595 Fort Jesus in Mombasa 1668 Omani sultan controls entire coastal area; last Portuguese inhabitants expelled from Pemba in 1695. Unguja divided so that King Bakari rules southern part of the island and Queen Fatuma rules the northern part and her capital becomes the site of Zanzibar Stone Town 1698 Sultan of Oman ruled the islands from Muscat – Portuguese expelled and traditional trade routes opened 1710 Omani Fort built on site of the Portuguese church and merchant’s house 1744 The ruling Yaa’rubi dynasty in Oman was replaced by the Busaidi dynasty led by Ahmed bin Said al Busaidi 1772 Slavery declared illegal in

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England 1785 Direct Omani Rule from 1885 1798 Britain signs a Treaty of Commerce and Navigation with Oman 1806 Sayyid Said ascends the Omani throne – interested in agricultural production 1807 William Wilberforce’s campaign results in the abolition of the slave trade within the British Empire 1808 USA passed law against slave trading in 1808 1810 Sultan encourages Gujarati merchants to trade from Zanzibar and set up businesses 1812 Saleh bin Haramil al Abray introduces clove trees into Zanzibar only to be confiscated and developed by Sultan Said 1822 Sultan signs an anti slavery treaty with British Captain Fairfax Moresby 1833 Emancipation Act abolished slavery in the British Empire and freed all slaves 1870 Sultan Seyyid Bargash starts his reign - Cholera claims 10,000 lives 1872 A hurricane destroys two thirds of the clove and coconut trees 1873 Sultan Bargash signs agreement with the British Consul to end trade in slaves in Zanzibar – Zanzibar now established as a transit trading post 1888 Sultan Bargash dies and is followed by three sultans in quick succession 1889 Khalifa signs agreement with British Government agreeing to abolish slavery in his territories 1896 Shortest war in history after death of Sultan Hamad when Khaled bin Bargash proclaimed himself Sultan. British naval ships bombarded the sultan’s Palace and forced Khaled to flee 1901 Tea: the first packet of tea made in East Africa was packed Jan in Dunga. 1901 The first bulk oil installation started in Zanzibar following Aug: the completion of tank and pier at Mtakuja.

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1904 Jul Sultan Hamoud bin Mohammed died and Seyyid Ali bin 18th Homoud took over the throne. Ali was the youngest Sultan to take over the throne at the age of 18 1905 The famous Bububu Railway was built by an American firm. The 7-mile Railway connecting Bububu and Forodhani consisted of a 3 ft gauge light track. It was sold to the Government in 1911. The Railway stopped its passenger service in July 1922 and used for the haulage of stone for the harbour works. The engines and the rolling stock of Bububu Railway completed their journey in August 31, 1929. 1914 The First World War started. Zanzibar declared war on Germany and the Treaty of Zanzibar with Germany lapsed 1926 Executive and Legislative councils constituted and the Zanzibar Protectorate Council, formed in 1914 abolished. 1929 Malindi Harbour opened. 1960 Sultan Khalifa dies Oct 1963 Zanzibar becomes and independent sultanate and the 16km wide coastal strip on the mainland was ceded to Kenya. Zanzibar becomes a member of the Commonwealth and United Nations 1964 The Revolution took place to topple not only the ZNP/ZPPP Jan 12th Government but also the monarchy, under the leadership of late Mzee Abeid Amaan Karume. 1964 The Republic of Zanzibar united with the Republic of April Tanganyika to form the United Republic of Tanzania. Under 26th the new set-up the late Julius Nyerere became the first President and Karume the first Vice President of Tanzania respectively. 1964 Nationalisation of land, later distributed to the poor. This March was a major reform program to change the society and the 8th ownership of land. 1972 The assassination of the first President of Zanzibar and Chairman of Revolutionary Council, Sheikh Abeid Karume at Kisiwandui. Aboud Jumbe was appointed as President of Zanzibar and Chairman of Revolutionary Council. 1984 Zanzibar general election for presidential election and Alhaj Apr Ali Hassan Mwinyi became the third President of Zanzibar. 19th Mwinyi initiated trade liberalisation policy in Zanzibar. 1992 1992 –1996 Aga Khan Cultural Trust Historic Cities Support Program assists survey and support for Stone Town 1994 Stone Town Conservation and Development Authority

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established 1994 Stone Town Planning Regulations come into force 1995 The first multi-party election since 1964 revolution 1997 Aga Khan Cultural Trust publishes the plan for Stone Town –‘Zanzibar; a Plan for the Zanzibar Stone Town’ and undertakes improvements to Kelele Square 2000 UNESCO inscribes Stone Town on the World Heritage List 2005 Sequennial review of the World Heritage Site 2008 Preparation of Stone Town Conservation Plan to review the 1994 Plan, and prepare a Heritage Management Programme.

Source: adapted from Stone Town, Zanzibar State of Conservation Report 2007, Appendices.

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3 EVALUATION OF THE WORLD HERITAGE SITE

A brief review of outstanding universal values is again necessary although it has been done several times before by previous observers. The reason is that it addresses the question of Why? What are the unique qualities of Stone Town that merit its inclusion in the Heritage List?

3.1 Criteria of Inscription of the World Heritage Site

The nomination of the Stone Town of Zanzibar as a World Heritage Site was made in 1999. The nomination document proposed that the site should be inscribed on the list under three UNESCO criteria, C (iii), C (iv) and C (vi). The inscription criteria were agreed by the World Heritage Committee at its twenty fourth meeting in Cairns in 2000.

The World Heritage Committee uses six criteria when assessing a cultural site and in considering its inscription in the World Heritage List. Stone Town was inscribed in the list of World Heritage Sites in 2000 under criteria C (ii), (iii) and (iv), as shown in Table 2 below:

Table 2: World Heritage Site criteria

From The Operational Guidelines (see bibliography Reasons for the inscription of for references) Stone Town Zanzibar on the World Heritage List at the 24th session of A monument, group of buildings or site which is the World Heritage Committee in nominated for inclusion in the World Heritage List 2000 will be considered to be of outstanding universal value for the purpose of the Convention when the Committee finds it meets one or more of the following criteria and the test of authenticity. Each property should therefore:- (i) represent a masterpiece of human creative genius; or (ii) exhibit an important interchange of human The Stone Town of Zanzibar is an values, over a span of time or within a cultural outstanding manifestation of area of the world, on developments in cultural fusion and harmonization architecture or technology, monumental arts, town planning or landscape design (iii) bear a unique or at least exceptional testimony For many centuries there was to a cultural tradition or to a civilization which intense seaborne trading activity is living or which has disappeared; or between Asia and Africa, and this

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is illustrated in an exceptional manner by the architecture and urban structure of the Stone Town. (iv) be an outstanding example of a type of building or architectural or technological ensemble or landscape which illustrates (a) significant stage(s) in human history; or (v) be an outstanding example of a traditional human settlement or land-use which is representative of a culture (or cultures), especially when it has become vulnerable under the impact of irreversible change; or

(vi) be directly or tangibly associated with events or Zanzibar has great symbolic living traditions, with ideas, or with beliefs, importance in the suppression of with artistic and literary works of outstanding slavery, since it was one of the universal significance (the committee considers main slave-trading ports in East that this criterion should justify inclusion in the Africa and also the base from List only in exceptional circumstances and in which its opponents such as David conjunction with other criteria, cultural or Livingstone conducted their natural campaign.

Source: Stone Town, Zanzibar State of Conservation, Appendices. 2007

3.2 The Outstanding Universal Values of the World Heritage Site

The latest review is the one by Pound (2007) in his excellent State of Conservation Periodic Review. The review of OUVs has been done from various perspectives, including site identification; the three inscription criteria (which are critically analysed); extension of site boundaries; tighter monitoring of the buffer zone; inclusion of the cultural landscape; a comparative exercise and associated features. The report also addresses the issue of implications for monitoring. It laments that:

“The lack of a coordinated management plan for the World Heritage Site and a management strategy for the Buffer Zone is contributing to the lack of cohesion between stakeholders addressing urgent problems. A management plan will take time to complete”.

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This is an important statement which summarizes the problems this document seeks to address. There is no single monument in Stone Town that claims to be of outstanding universal value. There are however a large number of buildings of exceptional interest and importance, but the universal value of Stone Town is the whole urban ensemble. Nevertheless, conservation issues of individual buildings are discussed first.

In order to guard the authenticity and integrity of Stone Town the following are important in the Management of Stone Town:

1. Amendments to Criterion C(ii) and C(iii) to include the concept of the “dhow culture” to take into account the new thinking on the place of Zanzibar in the Indian Ocean maritime trade and its role in shaping cultural diversity and harmony; 2. To recognise the exceptional architectural qualities of the buildings and fabric of the Stone Town as an expression of its cultural fusion and building tradition against a new Criterion C(iv); 3. To amend the wording of Criterion C (vi) to reflect in a historically more precise fashion the Stone Town’s role in the slave trade. The argument is that the present wording does not faithfully reflect Zanzibar’s status as the then regional power, its role in the slave trade and the context within which slave trading operations were taking place; that these operations occurred in a relatively short period; and that David Livingstone lived in Zanzibar for only six months out of the twenty five years he spent in Africa; 4. To adjust the boundaries by including the anchorage within the World Heritage Site since it is, together with the beaches, the reefs and protective ring of islands, the reason for the success of the settlement as a monsoon trading port: “The anchorage is an essential part of the baraka of the settlement” 5. To include the Funguni Creek as part of the World Heritage Site since the shallow lagoon is part of the historical ensemble of the Stone Town and is in danger of encroachment by mangroves and silting; 6. A strategy for the buffer zone, which is threatened by high buildings as well as other incompatible development trends; 7. Controlling new development on the waterfront façade of the Stone Town as a means of preserving the cultural landscape features which have enabled vessels to approach the port from the high seas; 8. Carrying out a comparative study of similar Swahili settlements on the east coast where fusion of other cultures took place, in order to reaffirm outstanding universal

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value of the site; this was a requirement placed on the State Party at the time of inscription and could be beneficial in maintaining the listed status in future; 9. “Some recognition” of Ngambo’s role in the formation and prosperity of the Stone Town. Quite apart from the conservation of the buildings and urban fabric, monitoring the boundaries, buffer zones and the anchorage is a task whose importance and complexity should not be underestimated. The HMP will have to address these issues in the context of honoring the letter and spirit of OUV.

Finally it is important to recall Pound’s observation that if no progress is made within the next three years in addressing the collapse of buildings, serious consideration may be given to downgrading the status of the Stone Town and placing it on the List of World Heritage in Danger.

3.3 Cultural Landscape

The origins of the settlement at Stone Town lie to the south of much of the present town. Up until the twentieth century the town spread over an isthmus separated from the ‘mainland’ of the island by a narrow and shallow lagoon. On the west of the isthmus and facing the anchorage is a sequence of beaches alongside which an earlier fishing village flourished. Here small fishing boats could be brought up on to the beach and this tradition continues although the fishing village has been absorbed into the town. This village and its mosque were present in the 1830s but had been lost to erosion by the sea by the time Burton visited the site in 1856. The ring of reefs and small islands protect and sustain the anchorage adjacent to Stone Town. However they make access to the port difficult. There are only three deep water passes through this protective carapace. Although craft with a shallow draft are allowed more freedom when approaching the port, the shallow waters present a hazard to most vessels. Accordingly, the approach to the port must be taken with some care. Close observation of a small boat returning from a trip to one of the islands showed that the skipper used significant buildings as a landmark to ensure a safe and efficient landfall. The profile of the settlement of Stone Town is an important feature for navigators approaching the port and its anchorage.2

Offshore is an area of deep water which is protected by a necklace of small islands and coral reefs, with only three passes through these reefs between the anchorage and the open sea. The safe haven of the anchorage and the adjacent beaches are the reason for the founding and subsequent success of the Stone Town settlement. For this reason the anchorage and the beaches are an integral part of Stone Town and should be within the boundary of the World Heritage Site.

2 Christopher Pound, Stone Town Zanzibar, State of Conservation; preparation for the periodic review 2007. .

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There is a relationship between the approaches from the sea to buildings in a maritime settlement. This applies to all historic maritime settlements. Here landmarks in the

Box 4: Dhow culture The unique sheltered harbour and the adjacent well provisioned island has provided a safe anchorage for vessels for over 1500 years. Sailing vessels from many countries around the Indian Ocean were able to wait here for the arrival of a favourable Kaskazi monsoon for the return journey. As a result, visitors from the dhows from around the Indian Ocean spent some months in Stone Town. Here, they raised families of mixed races and introduced aspects of their cultures to the indigenous culture. These included religion, architecture, clothing, cooking, arts, music and language.

Here was an important interchange of human values over a period in time. The cultural fusion of Zanzibar influenced an extensive area along the coast and into the interior of Africa. Stone Town was the crucible in which an interchange of cultures and values took place and from which the cultural values spread to and from the Indian Ocean Rim. In Zanzibar this cultural fusion is shown in architectural styles but also in religious harmony and the arts. The integration of cultural values is now referred to as the “dhow culture” (Source: Pound Report)

settlement are used to guide an approaching vessel to a safe haven. This relationship is not unique to Zanzibar and will be found in most historic maritime settlements. The relationship of the natural approaches and built landmarks can be regarded as a ‘maritime cultural landscape’. Consideration should be given to the maritime approaches to World Heritage Site as an associated cultural landscape. However, in any event the clarity by which the historic landmarks can be distinguished should be maintained by controlling new development behind the historic silhouette of Stone Town.

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4 THE MANAGEMENT ISSUES OF THE WORLD HERITAGE SITE

4.1 Current Pressures on the Site’s Outstanding Values and Significance

There are a number of management issues which need to be addressed if the values for which the site was inscribed are to be safeguarded for future generations. It is important to understand the ways in which the issues closely interrelate and how they might pose threats, both to the outstanding values and the appreciation of those values.

ƒ The maintenance of the architectural significance depends on good conservation practice but poor visitor experience, which is dominated by noisy traffic, congested footpaths an inadequate orientation, will mean that the architectural significance cannot be appreciated to the full and tourism revenue, which helps to fund conservation works, may fall. ƒ The appreciation of the symbolic significance, which depends so much on the setting of the site, the views of key buildings and the dignity of the area, would be undermined by building development, which did not respect these qualities in the WHS. ƒ The historic significance, which depends on the uses of the buildings and their very long continuity, will be undermined if there was to be a radical change in the uses or key activities were to cease. The historic significance also depends on being well understood and communicated to as wide an audience as possible.

Thus the issues, which now or in the future, might undermine the outstanding values of Stone Town, can be grouped under the following headings:

ƒ Pressures on the architectural significance: the care and protection of the historic fabric ƒ Listed Buildings, review of lists and criteria of inclusion. ƒ Pressures on the tourism value ƒ Pressures on the educational value ƒ Traffic

4.2 Pressures on the Architectural Significance: The Care and Protection of the Historic Fabric The Stone Town WHS is a large complex assemblage of buildings and spaces, serving a multitude of purposes. Inevitably it is subject to frequent and ongoing programmes of

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maintenance, repairs and conservation. Without proper coordination, these works, together with new developments, can combine to cause cumulative impacts on the architectural significance of the site. It is important to ensure that careful consideration is given to the potential impact of all works, however small, on the Outstanding Universal Value of the site.

4.2.1 Issues

The historic fabric of Stone Town is still perceived by many as a burden: too difficult to repair and too old to accommodate modern uses. Locally the values of Stone Town’s heritage is little understood, often its habitants have very little knowledge of the Stone Town as a World Heritage Site. This is clearly visible and reflected in the approach towards buildings. There are stories of houses pulled down little by little to clear plots for new modern and flexible buildings; houses are abandoned and left to rot in the inclement weather; hotels owners transform existing structures so much that they bring them to the verge of collapse.

Traditional materials are rarely used, cement is widespread, new construction has no respect for the existing surrounding buildings, neither stylistically nor technically. This is part of the “conservation approach” today. One has to wonder if it would be better to repair Hotel rehabilitation: Development buildings or just leave them to their fate, because in both or Destruction? cases they are in danger of collapse or of being so much altered as to lose completely their authenticity. As a result, piece by piece, house by house, the limited historical stock of houses is becoming smaller and authenticity is diminishing.

Any house lost, is lost forever. No replica, no new construction will ever have the same significance as the authentic fabric. The danger is that the Stone Town will be put in the List of World Heritage Sites in danger, or may loose the status altogether. What has changed in recent years is in the amount of construction work done in the Stone Town. The island is receiving more money from tourism revenues, there is more investment and this is reflected in repair work in the Stone Town. At a first glance it seems that more buildings are under rehabilitation than ever before, collapsed buildings are immediately replaced by new ones, and open plots that used to be left unused for years are filled quickly.

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The renewed interest in the Stone Town is, in general, a positive one. The problem is that, if not adequately and closely controlled this rehabilitation risks altering buildings beyond recognition in a short time period. Stone Town has never seen these pressures of modern development before. If not carefully managed the town may be renewed but beyond recognition. Stone Town preserved its authenticity mostly because it was abandoned to its fate. Very little was done to its buildings after the revolution in the 1964. Now that things are changing there must be a fast response from the Government to channel all the effort in repairing buildings within the Conservation Guidelines. The risk is very well described in the preface of the Conservation Guidelines3:

“Like a shell on the beach, slowly eroded by the waves, each change takes something away, and soon the Stone Town will lose its beauty and fineness, and become like a pebble.” From Conservation Guidelines

4.2.2 Skilled labour force

Historical restoration demands specialized workers with appropriate knowledge of traditional construction techniques. Fundis available on the island are not trained in restoration; those trained obtained their qualification in modern construction because schools for traditional construction methods and repair do not exist. Many workshops and trainings courses of different length have been held in the past years, but without a comprehensive curriculum of studies they can only scratch the surface giving some basic notions. There were many workshops on the importance of lime, for example, but it is not evident how they changed the attitude of craftsmen towards buildings because today cement is still very widely used in plaster repairs.

The issue of skilled labour is not a small one; in fact it has taken a big toll on the Stone Town housing stock. In recent years more than a few houses were lost during badly done rehabilitation work.

4.2.3 Building materials

Traditional materials used to build Stone Town houses were few, simple, locally available and relatively cheap. They are coral rag, lime, sand, udongo (soil), and boriti. A later addition, universally accepted as part of the tradition, is the corrugate iron sheets used to make the pitched roof. At present, traditional materials are becoming scarcer and scarcer, and trust in their strength is declining. This is due to one major reason, the quality of existing traditional materials is so low that even if they are still cheaper than modern ones, no one trusts them, neither the construction industry nor residents of the Stone Town. For example, to find good lime on the island is almost

3 Aga Khan Trust for Culture, Conservation and design guidelines for Zanzibar Stone Town.

28 ZANZIBAR HERITAGE MANAGEMENT PLAN impossible. Quick lime is not slaked properly, which is, to put in water as soon as the process of burning is completed for as long as possible; often quick lime is not slaked at all. The process of slaking ensures that lime acquires its binding properties; quick lime left in the open air will react with the oxygen and loose all the binding properties, turning into stone powder. The lime produced and available on the island has very low or no binding properties, so when used it does not give good results. Lime wash tends to flake away, mortar cracks and pulverizes, and residents turn to cement that seems to be stronger.

Boriti (mangrove poles) that arrive on the island do not survive in Zanzibar’s climate, they are not well seasoned and are easily attacked by termites and as such are to be avoided. Old original poles, instead, are usually stronger and resist insect attacks better than the new ones.

Sand is very often contaminated with salts; the proximity with the ocean is the reason. To remove the salts, sand simply needs to be washed with clean water, but this step increases the costs and is rarely done. Sand Boriti (mangrove poles) contaminated has very low performance when used to prepare mortar, salts migrating to the surface crack the plaster, weakening its surface.

They also create a white patina on the surface that is not nice to see and rejected by house owners. Coral stones are less and less available. They have to be cut from the ocean when they are soft but the process harms the coral reef and is not environmentally friendly. Apart from this there is almost no new construction using coral rag, probably because craftsmen lost their skill to build using stones and prefer to use cement blocks that are easier to manage. Construction with coral rag survives in coastal villages, where they are preferred to cement block, probably to follow tradition and because they are cheaper.

4.2.4 Major repairs and related issues

The beautiful balcony of this Major repairs and alterations are a potential danger for public house on the water-front is collapsing. There is no the buildings. As mentioned already, the craftsmanship intervention to repair it in available on the island and knowledge of traditional construction techniques are very limited. Replacement

29 ZANZIBAR HERITAGE MANAGEMENT PLAN of structural boritis, for example, is particularly dangerous. Local fundis seem to take the work as a simple one, while if not well done it can lead to the collapse of the whole building, as has happened in a few cases in recent years (e.g. the house next to the Hamamni Bath in 2005).

The Conservation Guidelines give detailed instructions on how to approach structural problems in the houses and helpful repairs methods, but a handful of people would be able to use them.

Structural repairs demand a very informed approach by a skilled craftsman, structural engineer, or architect, with experience and knowledge in the restoration of historical buildings. This is something scarce even in western countries, because universities now prepare structural engineers and architects only to work with cement or wood construction. Masonry construction is being taught less and less in schools, since loads and dimensions of structural elements cannot be calculated as accurately as for cement constructions. Masonry construction demands that the builders have a deep understanding of the material’s properties, stone and mortar, and an empiric feeling for the subject. In Zanzibar this knowledge base has not been maintained and is rare. Now it has to be imported from outside. It is important that restorations and repairs be well engineered by knowledgeable craftsmen. An error of judgment or knowledge can and has resulted in the collapse of historically important buildings.

4.2.5 Minor repairs and related issues

There are many small details that are usually lost during repairs. Very often it is faster and cheaper and seems better to replace elements of the building (especially doors, windows) instead of making punctual repairs. When this is done, the original and historical elements are lost. Original materials are important; they carry with them, an enormous amount of information. They give, for example, an indication of trade between countries at the time of construction; they tell us of the cave used to Limestone baraza cut material. They tell us the age of the buildings. Layers of paint tell us about aspects of the buildings in different times. They give us information on the craftsman who did the work.

Among the architectural elements that are suffering a steady decline because of replacement are the limestone baraza. Most baraza are lined with limestone or used to be. This type of stone, a dense version of the coral stone, is found locally but is rare and nowadays not available on Zanzibar, so it is impossible to replace broken slabs with new ones. During most of the repair work they are usually simply removed and

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replaced with cement screeds. Very soon there will be no baraza with limestone, and a very important feature of the Stone Town will have been lost.

4.2.6 Use of conservation guidelines in major and minor repairs

When carrying out repairs or alterations to existing buildings, always follow the Conservation Guidelines for restoration of buildings. The key points include:

1. First Restore When repairing existing buildings, always try to restore the existing fabric, rather than replace with new. This saves money and protects the special character of the Stone Town.

2. Like with Like When carrying out repairs or alterations, ALWAYS use the same materials as the original for the repairs. The Plastering walls with cement repairs are more likely to be successful if the materials used are the same as the original. In the long-term, this saves money and buildings. In particular, NEVER use cement to repair lime plaster.

3. Quality Control Poor quality materials will not work. The repair will fail and the work will have to be done again. ALWAYS check that materials have been prepared and stored properly. This is particularly important with lime. ALWAYS check: • That the lime is fresh; if it has not been stored as putty, it should be no older than a week. • Store lime under water as putty. The longer it is kept as putty, the better it will be. • Remove unburnt lime particles.

4. Use Skilled Craftsmen Always check that the craftsmen are skilled. Bad workmanship will fail, costing more money and endangering the building. Always ask for references, proof of experience, or the names of other people for whom the craftsmen have worked.

5. Always Consult the Conservation Guideline The Conservation Guidelines describe repair and restoration techniques. By using this information, the building work will be better, last longer, and cost less. Applications for Building Permission to the STCDA that refer to the Conservation Guidelines will be processed more easily and quickly.

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It is important that these recommendations are followed in the daily practice of construction work in Stone Town. It must be said that the whole industry seems to have made some improvement even though replacement of plaster with cement and painting with oil paint is still widespread. There are some cases in which good work is done in respect to traditional buildings. These cases also seem to be increasing in number. A practical example is given by the Heritage Society, which is carrying on repairs using traditional methods and materials, showing that historical conservation is a viable alternative to repair using modern methods. The same can be said for the Community-based Rehabilitation Programme of the Aga Khan Cultural Services. The houses, selected for the programme, were rehabilitated using a conservation approach, trying to keep as much as possible of the original building, repairing as a rule and replacing only Apparently good restoration practices are when no other option was viable. Many houses slowly coming into use that otherwise would have collapsed were saved

this way.

A major problem remains the quality of both material and craftsmanship. As already mentioned it is difficult to obtain quality repair if there is a lack of appropriate quality materials and craftsmanship. This issue is of the utmost importance, and must be addressed as soon as possible. We have to expect high quality repairs for the Stone Town’s future. Good lime, good cured boritis, good timber for roofs structures, good iron sheets and iron bars need to be available on the island.

There is still much to do to convince the totality of the Stone Town that its buildings are delicate and need to be treated in a special way, but the few good examples provide hope that there is a light at the end of tunnel.

4.2.7 New construction, issues The problem with new construction in the Stone Town is that it is all built of reinforced concrete beams and cement blocks, a completely different method from the traditional one. Each method of construction Construction method for slabs in the Stone influences building proportions. Each method carries Town 32 ZANZIBAR HERITAGE MANAGEMENT PLAN

within it some restraints and a corresponding set of proportions that contribute to the character of a building. Cement construction allows for more flexibility, for example windows and doors can be opened anywhere in the façade and can have any size and proportion. Larger spans between walls are also possible with concrete construction. Traditional buildings made with coral rag and boriti had a span of around 2.5/3.5 meters, not more, because that was the length of the average boriti on the market.

Traditionally the spacing of windows was dictated by the length of the average boriti. Because each room had to have at least one window they also have spacing between them that is no more than 2.5/3.5 meters. For the same reason rooms are normally narrow and long. Length was not a problem, builders only had to add more mangrove poles to have a longer room, while width meant a considerable increase in costs: the longer the pole the higher the price.

Pole length is responsible for another architectural feature of Stone Town’s buildings; plaster mouldings at facades of houses were not only decorative, they were also meant to provide an additional protection Mouldings and oculi play an important to ends of poles from the weather; they in fact mark functional role they are not only decorative the level of buildings slabs as shown on the left, taken from the conservation Guidelines. Nothing in the Stone Town is purely decorative, every element plays a practical function as well, normally designed to reduce the heat in absence of mechanical installation such as air conditioning. Oculi are decorated holes in the walls to increase ventilation, while carvings at the top of doors have the same function; courtyards increase ventilation and contribute to lower temperature inside buildings; high ceilings allow for maximum ventilation; thickness of walls was a structural necessity but also helped in keeping the houses cooler. Form and function were perfectly matched.

4.2.8 Use of conservation guidelines in new construction

The Conservation Guidelines give very detailed suggestions and recommendations to consider when designing a new building. They can be found in chapter 1 and are summarized on page 1.30 of the guidelines.

1. Respect the Special Character of the Stone Town When designing a new building, first look at the buildings and the street around. Treat these old buildings with respect. Try to blend in with the character of the street. Do not be intrusive.

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2. Fill the Plot New buildings must always fill the plot and not leave space around. In particular, the front of the building must be in line with the front of the buildings on either side.

3. Respect Streetscape and Building Lines New buildings must respect the building lines of the original buildings in the street. New buildings must follow the lines of adjacent roofs, mouldings, windows, and canopies. Always treat the old buildings with respect.

4. Do Not Exceed the Height of Adjacent Buildings New building must not be higher than the adjacent buildings in the street, and in any event, may not exceed three storeys.

5. Use Traditional Fixtures and Fittings Always use traditional designs of windows, doors, balconies, roof details, porches, and canopies. Look in the street around and copy.

6. Where Possible, use Traditional Methods of Construction Use coral-stone walls and lime-plaster finishes. These often cost less, and the building will use less energy when finished.

7. Do Not Use Textured Wall Finishes It is not permitted to use textured wall finishes. Walls must be smooth.

8. Use Appropriate Colours It is not permitted to use bright colours on walls or joinery. The colours on new buildings must be the New hotel construction same or similar to those on adjacent traditional buildings.

9. Always Seek the Permission of the STCDA The law requires anybody wishing to carry out building work in the Stone Town to first seek permission from the STCDA. If the Building Application follows these key points, approval by the STCDA will be quicker and easier.

In general the Conservation Guidelines stress the importance of adherence to the proportions and details used in the construction of traditional buildings. Recommendations are very clear, if you do not know what to do, just look around and copy!

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The building above can be seen as an historically appropriate example of new construction. The window’s and door’s proportions are respected and follow traditional design, balconies have the right proportions as well, and railings are actually timber copies of those in metal used in a few traditional buildings of the Stone Town. In general new buildings rarely follow recommendations of the Conservation Guidelines. There is in general a lack of quality design, but we cannot object to this, since this is what is available on the island and often is a matter of taste- difficult to learn and difficult to assess.

What is possible to assess is the many new features introduced in new buildings in the Stone Town that have nothing to do with tradition and contribute to changing Stone Town’s character. As explained before the character of the Town has a number of features that altogether comprise the style of the buildings.

The pictures are just few examples of what should not be done and still seems to happen often: proportions of doors and windows do not follow tradition; they are frequently too wide and not high enough. The round top, a rarely used architectural feature in traditional buildings, is also out of proportion. Modern features such as the Swiss chalet like canopy on windows are also not indigenous to Stone Town and do not have any reason to exist. To be sure they do not have any practical use. In fact they contribute to the deterioration of the façade of the buildings. As they are installed without gutters and down pipes, they direct all of the water to the rest of the wall, preserving only a small section. Pre cast balusters for balconies are described in the Guidelines as inappropriate but they continue to appear in new buildings. Security bars are also a feature to look at; those new security grilles are not following tradition, as a rule only straight bars were used. Balconies in concrete are massive and hardly resemble those of timber, traditional to the Stone Town.

Swiss chalet like canopies do not help in preserving Traditional windows only have vertical walls in a good conservation status and are not security bars traditional for the Stone Town 35 ZANZIBAR HERITAGE MANAGEMENT PLAN

Material used for new constructions are cement beam and columns for the structure and cement blocks for the walls. There is no sign of using traditional material. A reason that could be understood is that, having lost traditional construction methods and skills and due to scarcity of coral rag, craftsmen have to turn to modern methods. However, new materials can and should be made to mimic the uses of old materials. All stakeholders who care about the fate of the Stone Town have to do their best to preserve the most of the authentic buildings while ensuring new construction adheres to historical design standards.

New buildings alter the traditional stylistic authenticity of the Stone Town.

4.3 Listed buildings, review of lists and criteria of inclusion.

4.3.1 Existing situation The Conservation Master plan identifies two different categories of listed buildings, Grade I and Grade II buildings, alongside of the two categories there are protected architectural features of significance described and listed. They are: protected architectural features, protected streetscape features and protected green spaces. There are 26 Grade I buildings, including six gazetted monuments and 233 Grade II buildings.

4.3.2 Existing Criteria and Regulation The conservation master plan states:

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Box 5: Listing Recommendations

The existing categories introduced in the master plan cover all significant aspect of architecture of the Stone Town and provide guidance on the interventions that should be allowed for each of them. The list is complete and is for the most part still valid today. However there is a need to update information as some change occurred between 1994, when the survey was done, and today. The list should be updated, removing recently collapsed buildings and buildings whose architectural features have not been modified according to the conservation guidelines. One building which is not listed and should gain the Grade II status is the Cine Afrique building. Its façade is of high architectural significance and offers testimony to the history of the Stone Town’s life.

Some attention should be given to internal features of architectural significance. This element was not included in the 1994 survey. Stone Town’s buildings are not envelopes and their heritage does not stop at the doorstep. For example many carved doors of high standards and quality are in the interior of the houses. They in fact need more control as, hidden from public view, their protection is more difficult and their fate uncertain.

The STCDA should embark on an exercise to list, document and photograph all architectural elements of significance inside buildings. Until a list is made they can be assumed to be in danger. If they are not documented there is no evidence to prove their existence and they can easily be removed and sold without anyone knowing.

Inside features include: lattice work, internal balconies, carved doors, internal architectural features such as courtyards, moldings and details, signboards, stairs, tea rooms, hinges, ironmongery, and so on.

All of these elements in their totality provide a tremendous wealth of information on the level of technical expertise realized in the building of the houses and form part of the character of the buildings. If lost part of the Stone Town heritage will simply be obliterated. Imagine the stairs of the House of Wonders for example; do they not deserve to be listed as a single element of architectural significance?

Grade I buildings “are those which are noted for their unique or outstanding architectural, historical and cultural value…, and no exterior or interior alteration of these buildings is allowed which will compromise their historical and architectural integrity. Any building work carried out on such buildings must aim at preserving the original architectural fabric and its individual components.”

“Grade II building is assigned to buildings of architectural significance…Any exterior building work must be aimed at preserving the traditional materials and architectural features. Internal changes will be permitted at the discretion of the Planning Authority, and shall be limited to necessary improvements of living and working spaces. These shall be executed with special care for the architectural form and features of the buildings, and should be of such nature that if later removed, the integrity of the building shall not have been affected”

4.3.3 List of buildings in danger For all this work to be done, Stone Town needs investment and commitment. Government has to understand that World Heritage Status is a prestigious recognition of outstanding value, and that it brings prestige and responsibilities. Conservation of

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the buildings should be one of the priorities. To help in monitoring the status of the buildings it would be useful to introduce a list of buildings in danger.

Criteria for inclusion Several criteria are utilized to identify buildings in danger. To simplify the selection of building each criterion represents a set of possible situations that correspond to a score: very dangerous corresponds to 3 points, dangerous to 2, no danger to 1 point. The table below identifies many of the possible situations and the corresponding scores. Level of conservation has to have a higher weight because it indicates a possible danger for the buildings. This is why the scores for this criterion are higher than for the others.

Table 3: Criteria for inclusion

CRITERIA 3 points/very dangerous 2 points/dangerous 1 point/no danger Level of Poor (5 points) Deteriorating (3 Good (1 point) conservation points) Status Abandoned or partially Rented Owner occupying abandoned building Ownership WAKF Government Private Occupancy Multi family non related Multi family, related Single family/commercial density Less than 10sqm per Between 10 and More than 20sqm per resident 20sqm per resident resident Use Commercial and tourism Local commerce Residential

The score not only identifies buildings that are deteriorating or in a bad state of conservation, but also indicates those buildings that are under different pressures (commercial or due to occupancy patterns) and may be in danger of being altered and losing their authenticity.

When a building scores between 6 and 10 it is not in danger; if the score is between 11 and 15 it has to be monitored closely to avoid possible alterations or dangerous situation; if the score is above 15 the building has to be put on the list of buildings in danger and solutions to improve its status have to be identified. For example Tippu Tip House, a grade I building, can be included in the list of buildings in danger. It is in fact a partially abandoned building (3 points), Government owned (2 points), occupied by different families not related (3), tenants have between 10 and 20sqm each (2), its use is residential (1), and the level of conservation is bad (5) for a score of 16.

Some of the criteria are obvious, while others are not so obvious. Following is an explanation of the less obvious:

Ownership: Statistically, buildings under WAKF ownership receive less maintenance than the others. It is assumed that owners of houses are the benefactors of the

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investment and therefore need to take care of the buildings to preserve their assets. However, buildings under WAKF ownership are run by a committee that does not directly benefit from the investments.

Occupancy: multi-family buildings receive more pressure than those occupied by a single family. Difficulties in managing relations between different tenants may lead to disputes that as a result leave gaps in the responsibilities for the upkeep of buildings.

Use: Tourism and commercial pressure pose a threat to historic buildings, the eagerness to adapt buildings and make them more convenient for business can lead to alteration of the original plans, use of non-traditional materials in construction, or the alteration of finishes, e.g. colours not conforming to tradition have been introduced on several occasions in the Conservation Area, even on Grade I buildings.

Level of conservation: GOOD, appears structurally sound and does not show any problems. DETERIORATING, does not have serious structural defects, but shows signs of deterioration and no evidence of recent repairs. Missing plaster, exposed stonework, loosened mortar; timber fitting in poor condition and dampness are also evident. POOR, advanced state of deterioration, serious structural problems such as structural cracks or water infiltrated wall structures, partially or totally collapsed, rotten boritis (even if only a few).

4.4 Pressures on the tourism value

Visitors and tourists are one of the key user groups of the WHS. The Stone Town stands out as one of the main tourist attractions on the island. As one source puts it:

“Stone Town, with its wealth of historical buildings and traditional Swahili culture, is Zanzibar’s key, unique attraction. The objective should be to make it more attractive as a centre of tourism activity, both as a base of operations for tourists staying at hotels and guest houses in the old town itself and as a place for day visits by tourists staying elsewhere on the island or by cruise visitors. This development must take place within carefully controlled environmental and social limits”4

Unsurprisingly, many businesses (21%) in the Stone Town are tourism-related. Visitors have access to a growing number of souvenir shops, restaurants, night clubs and internet cafes. Another dimension of temporal variation is the seasonal changes in visitor numbers. In the low tourist season, hotels, guest houses and restaurants are almost empty, and vice versa. This is reflected in the increasing demand for services

4 United Republic of Tanzania (2003) “Indicative Tourism Master Plan for Zanzibar and Pemba” Final Report

39 ZANZIBAR HERITAGE MANAGEMENT PLAN and consumables. Casual evidence suggests that most of these visitors are the so-called vishuka5, the low-end of the tourist market consisting of people with limited spending power. Government policy is to shift towards the higher end of the tourist market, to boost income from the sector and reduce pressure on tourist facilities in the Stone Town and elsewhere on the island. Government also discourages further hotel development within the Stone town in order to contain the pressure on this heritage site.

However it should be noted that the working and student population within Stone Town also count as visitors to the WHS. Forces of temporary migration are at play in Stone Town. This is evident with the increasing pedestrian and vehicular traffic streaming into the town daily for various purposes.The stone Town Schools (11 government schools i.e. 8 secondary and 3 primary schools) serve the whole of Unguja and the town is popularly known as Kijiji cha mashule. Such large numbers not only affects the quality of education of the students but also put a strain on the buildings which originally were not designed to be schools and to handle such loads. The schools are over-crowded as a result of the movement of students into Stone Town schools and colleges; there is a rapid increase of ‘hawkers’ within Stone Town; most of the government departments are located there; the port, the fish market and the darajani market are among the most important commercial nodes within the region. Tourism attracts various traders and informal tour guides from the surrounding neighbourhoods, therefore making Stone Town an important node within the region.

Tourism is a key way of providing access to the world heritage site for a wide domestic and international audience. However, tourism can also be in conflict with the needs of local communities and can be detrimental to the fabric of the World Heritage Site. It is still a challenge on how to make the industry pro-people while maintaining sustainability particularly in the aspect of environmental conservation and diversification. In Stone Town, tourism is synonymous to beaches and historical sites. It is claimed that the inadequacy of tourists’ activities limits the length of stay at destination. Mostly, tourists spend their time along beaches and touring historical Stone Town. It is argued that there is minimal contact between tourists and local communities. There is therefore imperative need for Zanzibar and in this case Stone Town to diversify its forms of tourism products. In addition, there is also a dire need to increase efforts to market programs that directly touch peoples’ daily lives like ecotourism and cultural tourism.

When providing visitor facilities and attractions, it is important to regard local communities as key visitors to the World Heritage Site. Local communities also have requirements from Stone Town as a living modern city, such as local needs shopping (rather than souvenir or gift shopping), short stay or on-street parking, affordable properties for homes and businesses and appropriate physical access for work and residential activities. There is a need to balance between the provision of visitor type

5 Kiswahili word for Bed sheet, Loin cloth or Sarong

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facilities and those specifically aimed at supporting local cultural or economic activities.

For Eliminating Poverty an integrative tourism programme should be developed in order to strengthen mutual linkages between local communities and tourism establishments. Host communities should be assisted to take up opportunities created by tourism investments. For example, provision of local supplies needed by the establishments including fresh agricultural produce.

4.5 Pressures on the educational value It should be possible for visitors to gain a broad overview of the WHS and its values, with a focused insight into the historic and contemporary functions and significance of individual buildings within their wider context. It is not obvious to visitors (or indeed workers and residents) that Stone Town is inscribed as a World Heritage Site. Much more could be done to raise awareness of the site’s status. However at present there is no single overall guide to the World Heritage Site. There is no information available to visitors about the World Heritage Site either at the entrances of the Port or at the Airport. Pedestrian signage is lacking in therefore the visitors are confused on directions and designations. There is an urgent need for signage in Stone Town.

The school curriculum should include raising awareness on World Heritage Status and the benefits of conservation. This can be done within traditional subjects such as history, civics and religious education. It can also be introduced as an extra curricular activity supported by civic society (NGO’s) or the STCDA. There is a great need for community awareness and involvement in the conservation of the World Heritage Site.

4.6 Traffic Traffic dominates the whole experience of the visiting the WHS quite unpleasantly, undermining the visitor experience, visual appeal and dignity of the site. At present traffic intrudes on the enjoyment of the World Heritage Site, inhibits free movement of pedestrians throughout the city and causes air and noise pollution. The ease of movement of pedestrians within Stone Town is affected by traffic, lack of pedestrian signage, insecurity issues due to lack of street lights and lack of provision of street furniture. Pedestrians use a small number of established routes, thereby missing out on the greater part of Stone Town

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5 CURRENT MANAGEMENT OF THE WORLD HERITAGE SITE

This section addresses the question, “who is responsible for the management of the WHS, the legal designations and planning framework related to the area?” Only a brief outline will be presented here as a detailed description and analysis is available in the sister document, the Strategic Conservation Plan.

5.1 Ownership and interests Stone Town is a compact area with essentially three types of property owners: • Private persons and entities who own approximately half the building stock. They are largely locals, but the small number of overseas/international owners is gradually growing as a result of renewed interest in Zanzibar as a desirable place to invest and live in.

• The Wakf and Trust Commission who manage about 600 properties on behalf of beneficiaries; the commission is responsible for maintaining these buildings and the welfare of its occupants.

• The government and associated corporations. Apart from the 500 buildings (or thereabouts) there are large areas under its control in the public realm, e.g. public open spaces and the port. The buffer zone is also largely public land, and so is the anchorage.

Precise statistics on who owns what are hard to come by, but the ongoing land registration exercise will hopefully resolve that issue in the near future. Private sector owners comprise hundreds of individuals, families, societies, clubs and businesses, all of them having a stake in the future of Stone Town.

Local government is represented by three agencies, i.e. ZMC, STCDA and the Shehia administration, which bridges the gap between local and central governments. However local government legislation does not recognize Stone Town as a separate entity, which sometimes creates a problem.

5.2 Management and responsibility Government departments and agencies, local authorities and other bodies with interests in or management responsibilities for Stone Town include the following:

5.2.1 The Ministry of Construction, Lands, Water and Energy is the one ministry in the government which exerts the most authority over Stone Town affairs, since it forms and oversees implementation of national policies for land, housing, construction and

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urban development, in addition to the key service sectors such as water and energy. Its remit also includes town and country planning. It has delegated the conservation and management of Stone Town to STCDA.

5.2.2 Stone Town Conservation and Development Authority was established in 1995 under the STCDA Act with the sole mandate of promoting the conservation of Stone Town within the framework of a conservation master plan completed a year earlier. Its Director General has to report to the Minister of CLWE and has the benefit of advice from an advisory board. Apart from that, the authority is largely autonomous and has extensive technical powers but limited ability to raise revenues from the extensive Stone Town assets. It is, together with ZMC, the body responsible for protecting the site and its heritage6. It is the intention of government and STCDA that the authority should be restructured to make it more powerful, effective and well resourced. Efforts in that direction have commenced; in due course there forms will involve amendments to or repeal of the STCDA Act (see key legislative reform issues and principles in Appendix HMP1)

5.2.3 The Department of Antiquities and Monuments in the Ministry of Education is in charge of major monuments, museums, archives and archaeological sites. Important Stone Town landmarks such as the Old Fort, Beit el Ajaib and the People’s Palace are in their care. With very limited resources the department is carrying out maintenance works on these buildings, although a lot more could be done to improve visitor facilities. Work on major repairs to one of the museums, the Peace Memorial, is to begin soon (see notes on meeting with the department, Appendix CP1). The Archives collection has useful source materials on Stone Town history, culture and past policies.

5.2.4 Zanzibar Municipal Council is the overarching local authority with governance responsibilities over the larger Zanzibar Town, of which Stone Town is part. It has all the normal functions of a municipal council, including public health and sanitation, building control, licensing of businesses and so on. Technically ZMC is the official body recognized by UNESCO as custodian of the site, but for practical reasons day to day work is done by STCDA.

5.2.5 Zanzibar Stone Town Heritage Society is an NGO formed in the early 2000s to give a voice to Stone Town residents and help the government and STCDA promote heritage conservation goals. Though relatively new, it has several programmes in the pipeline (mainly in restoration, international networking, communications and outreach) and, with encouragement, could contribute much to WHS protection 7

5.2.6 Shehas are neighborhood officials who represent the Regional Commissioner (equivalent to a Regional Governor) on the ground. The sheha’s office is the first point

6 www.stonetown.org 7 www.zanzibarstonetown.org

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of contact for building permit applications, petty crime and dispute resolution. There is a good rapport between STCDA and the shehas, which facilitates the monitoring of buildings and the public realm in terms of use, alterations and threats to public safety.

5.2.7 The State University is in Stone Town and growing. In future it will have an important role to play in not only training needed professionals and promoting research, but also in enriching the cultural life of the town. More use has to be made of this facility and the intellectual resources at its disposal.

5.3 Planning and policy framework

5.3.1 The Planning system The planning system in Zanzibar is fairly well established, tracing its formal origins to the colonial planning legislation of the early twentieth century, which culminated in the 1955 Town and Country Planning Decree. Historic areas and places of cultural and architectural importance received the attention appropriate for the time. Development control tools included a special code for Stone Town; a joint building approval committee run by the planning department, municipal council and the public health authorities; tree preservation orders and so on. The law provides for periodic preparation of town planning schemes (the equivalent of a city development strategy or urban development plan) for each town.

5.3.2 Planning for Zanzibar municipality is done by the government Department of Urban and Regional Planning since ZMC has no planning department of its own. The government attaches great importance to this aspect of town administration, especially as the municipal population is growing fast and geographic boundaries expanding faster than ZMC can provide services. The last town master plan was prepared in the 1980s; this focused largely on creating new neighbourhoods in the periphery, expanding the road network and creating a new business district at Mlandege/Michenzani to take the spill-over from Stone Town. When a new plan is prepared for the municipality, it will have to take into consideration the significance of WHS.

5.3.4 Other relevant plans and protocols are to be found in sectoral efforts (some of them still at the conception stage), for example: • Zanzibar Environment Strategic Plan • Tourism Master Plan • National Poverty Reduction Strategy • Ministry of Health proposals for expanding Mnazi-mmoja hospital (outside Stone Town) • Port expansion proposals.

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In addition, there are some documents and international conventions which are relevant to the WHS, e.g. the Millennium Development Goals and conventions on the rights of children, women and the disabled; the law of the sea; and conventions relating to maritime operations.

5.4 Statutory designations

5.4.1 WHS status for the town is supplemented by other relevant designations, including: • Conservation Area under planning legislation • Listed Buildings status for a number of assets; listing also includes some protected spaces and trees • Six scheduled monuments including three national museums • Protected nature reserves at the littoral edge

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6 A VISION FOR THE STONE TOWN

The future management of the WHS should not simply be guided by the pressures and the threats. A vision needs to be set, which establishes the aspirations for how the site should be, addressing not only how the values will be safeguarded but also enhanced and experienced. In due course the success of this Management Plan, the policies and projects, can be assessed against the extent to which the vision has been realized.

Box 6: A vision for Zanzibar Stone Town

After extensive consultations it seems that the residents and visitors have a vision of a Stone Town where:

1. The historic environment is to be found everywhere in the World Heritage Site and is cherished and enjoyed by all, irrespective of social status, economic power or political persuasion; the natural and cultural heritage are viewed as a valuable resource from which all sections of the community should benefit;

2. What is valuable about the town is well understood and sustained, a responsibility of not only property owners and occupants but the community at large, who will seek to add value through economic and physical changes that reflect cultural diversity and are consistent with the unique qualities of the town. The community has a legitimate interest in whatever happens to places they value, regardless of where they are or who owns them;

3. Everyone can make a contribution, in accordance with their own interpretation of unique value, to heritage conservation to complement official efforts, and knowledgeable individuals will make their expertise available when needed; valued places will be well managed by creditable institutions with adequate expertise and resources;

4. Citizens live and work in a prosperous, secure and peaceful atmosphere, the rule of law prevails and disputes are resolved peacefully either through the judicial system or other culturally acceptable means;

5. Family life is supported through adequate housing for all, and health, education and other essential services are available to a high standard and without discrimination;

6. Visitors feel safe, welcome and provided with world-class facilities and the information they need to make their visit comfortable and worthwhile;

7. Vehicular traffic is subdued and access to all parts of the town is easy, including adequate provision for those with reduced mobility and other disabled people.

To realize the above vision it is essential to articulate a series of clear and achievable objectives. They ought to be bold but at the same time pragmatic.

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7 OBJECTIVES OF THE MANAGEMENT PLAN

The objectives set out below reflect the concerns and aspirations of the organizations and groups consulted, and the issues which arose in the evaluation of the management of the site.

The objectives should be read in the wider context of the general conservation objectives as outlined in Section 1.2 above. They are dictated by the management issues and the vision for the future, which is intended to benefit all those who visit, worship, work, learn and reside within the site. Some objectives, for example those which address the need to safeguard the views of the site, reflect the importance of further understanding the WHS before firm management proposals can be developed.

7.1 Site definition and appreciation

Objective 1 To define the present boundaries of the WHS, and to consider inclusion of the littoral edge. Apart from the conservation of the buildings and urban fabric, the monitoring of the boundaries of the buffer zone and the anchorage is a task whose importance and complexity should not be underestimated.

Objective 2 To establish a strategy for the buffer zone, which is threatened by high buildings as well as other incompatible development trends; and to control new development on the waterfront façade of the Stone Town as a means of preserving the cultural landscape features which have enabled vessels to approach the port from the high seas.

Objective 3 To maintain the clarity by which the historic landmarks can be distinguished by controlling new development behind the historic silhouette of Stone Town.

Objective 4 To recognize the role Ng’ambo plays in the formation and prosperity of Stone Town.

Objective 5 To collaborate with pro-culture NGOs and CBOs in establishing Zanzibari cultural products and artifact stores as opposed to curio shops.

Objective 6 To collaborate with organizers of cultural festivals, such as ZIFF and Sauti za Busara, to showcase Zanzibar and its beauty; to improve on dissemination of information about

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the WHS at the major entry points. Ancient cultural festivals, now almost forgotten in Stone Town, like Mwaka, could be revived.

Objective 7 To increase knowledge, raise awareness and promote appreciation and protection of the WHS through the school curriculum.

7.2 Protecting the built environment

Objective 8 To control demolition by private owners through deliberate neglect or incremental stripping of buildings.

Objective 9 To promote skilled workmanship both in the public and private sectors, for repair and rehabilitation work.

Objective 10 To encourage use of traditional materials and to facilitate access to such materials; and to promote high quality of materials use through training and establishing a regime for regulating standards e.g. in respect of timber for doors and windows, boritis, earth and lime. A materials testing and certification scheme would be appropriate in the medium term.

Objective 11 To encourage recycling and repair before replacing in order to conserve the original work.

Objective 12 To reduce the quantity of major alterations. Alterations should be done only when necessary and under strict supervision.

Objective 13 To retain minor details such as balconies, paving blocks and barazas which are fast disappearing.

Objective 14 To enforce strict adherence to Conservation Guidelines.

Objective 15 To enforce guidelines referring to new construction works.

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Objective 16 To update the Listed Buildings list taking into consideration collapsed buildings, conversions, interior features and other pertinent factors.

Objective 17 To document all architectural elements of significance inside buildings e.g. doors, courtyards, staircases, hinges and ironmongery.

Objective 18 To introduce a list of buildings in danger through a scoring system based on use, occupancy, ownership and so on.

Objective 19 To create a trust fund to mobilize financial resources for maintenance and rehabilitation of buildings. Funds could be allocated, on appropriate terms, for repair as well as rehabilitation of public and private buildings.

Objective 20 To facilitate the expansion of the micro-finance sector in Stone Town in order to improve livelihoods and also generate funds for investment in repair work.

7.3 Visitor management

Objective 21 To contain the ever increasing low cost tourist accommodation which is putting pressure on the WHS.

Objective 22 To focus on improved facilities for a) High-end tourists b) Local visitors from outside Stone Town. Both types of visitor could benefit from improved facilities.

Objective 23 To develop an integrative visitor program to strengthen mutual linkages between the local community and tourism establishments.

Objective 24 To raise awareness and appreciation of the WHS among both overseas visitors and locals through signage, comprehensive guides, professionally prepared historical sketches and other promotional tools.

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Objective 25 To vigorously promote the WHS status in tourism marketing by the Tourism Commission, hotels and tour operators.

7.4 Services delivery and infrastructure

Objective 26 To ensure that the distribution and inappropriate use of water wells and water cables does not lead to destruction of historic buildings.

Objective 27 To undertake a comprehensive analysis and improvement of the drainage system in order to reduce flooding and to explore the possibilities of rainwater harvesting.

Objective 28 To restrict dumping of untreated sewage into the main sewer and the ocean. This can be enforced by the re-introduction of soak pits and better septic tank management.

Objective 29 To install an effective solid waste collection system for Zanzibar Stone Town; to improve an integrated mechanism for effective waste management including increasing the number of garbage handling points, fines for dumping to reduce littering of city streets, proper handling of hazardous waste and so on.

Objective 30 To encourage waste segregation at source and advocate for composting of organic waste. To promote the 3Rs principle: Reduce, Reuse and Recycle.

Objective 31 To encourage the construction of schools in the surrounding areas of the Stone Town. This is to ease the congestion in the schools and reduce the learning shifts to one per day as opposed to the current two.

Objective 32 To promote a household energy survey and thus increase awareness of the hazards of wood-fuels to the environment and to personal health.

Objective 33 To design, compile and maintain a health indicators database as a monitoring tool that can be used to improve and monitor public health.

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Objective 34 To support the establishment of private clinics and encourage these facilities to take up anti-malaria campaigns.

Objective 35 To promote collaboration between STCDA and other local and international civil organisations so as to facilitate service delivery to the people of Stone Town.

7.5 The public realm

Objective 36 To identify, restore and protect historical monuments for all to enjoy.

Objective 37 To improve provision of street furniture, street lighting and road signage, thereby improving accessibility and general security in the narrow streets, and enjoyment by pedestrians and other users.

Objective 38 To encourage planting of traditional Zanzibari trees (e.g. cloves, other spices and fragrant ornamental plants) so as to enrich the characteristic aroma in the environment.

Objective 39 To increase police patrols within the inner streets and encourage community policing initiatives.

Objective 40 To encourage optimal use of open areas by identifying those areas that can be developed and fully utilized by the public for cultural and social purposes.

Objective 41 To analyse beach access, use and condition for the purpose of initiating appropriate rehabilitation and accessibility measures.

Objective 42 To reclaim and reopen the public toilets that were lost to private individuals.

Objective 43 To tackle the problem of visual intrusion in inner streets by cables, overhead water pipes and advertisements.

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7.6 Safe and inclusive environments

Objective 44 To raise awareness of women’s and children’s rights regarding victimization and violence.

Objective 45 To consider accessibility and safety for the aged and the disabled to allow for free movement and easy access into public buildings.

Objective 46 To reduce substance abuse in Stone Town through better policing and issuing stricter penalties; counseling and rehabilitation should be given more attention.

7.7 Circulation

Objectives 47 To enforce traffic regulations and ensure strict adherence of road users to traffic rules.

Objective 48 To reduce traffic congestion within the Stone Town by encouraging innovative methods such as park-and-ride, cycling, taxing at entry points for tourist vehicles or a congestion charge for vehicles entering Stone Town.

Objective 49 To restrict large commercial vehicles (exceeding one ton) to the major roads only; to regulate the size of mkokoteni carts.

In addition to the above objectives there are a few areas which deserve special attention as outlined below.

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8 PROGRAMME FOR SPECIAL ACTION

8.1 Identification of areas with development potential After the revolution of 1964 many buildings were abandoned. With time some have been occupied by the poorer strata of the society and now are social housing, and many have collapsed; many have been turned into hotels. There is a general feeling that after many years of neglect there is a renewed interest in historical buildings and open plots of the Stone Town. As mentioned above most of the interest is commercial and is fuelled by the potential revenues from tourism.

Tourism pressure is evident and, because it is difficult for the authorities to enforce regulation, as such it is a threat to available land and buildings. Before it is too late, open areas and abandoned buildings should be allocated to public use for the residents of Stone Town, giving them much needed social services and additional housing. Otherwise there is a risk that they will be developed for tourists only, diminishing the already very limited space for residents.Three big areas were identified inside the boundary of the Buffer Zone; they have potential for development. If planned with a social aim in mind they can trigger social and economic development for the totality of habitants of the Stone Town, contributing to an increase of well being for Stone Town residents.

8.2 Selection and criteria The Zanzibar Stone Town Conservation Master Plan of 1994 has identified some Local Action Areas and developed planning drawings; they are: Kelele square, Forodhani Gardens, Darajani daladala stands and market, seafront and open area behind godowns in Malindi. Two of these areas were rehabilitated in the meanwhile, they are Funguni Creek Kelele square and Forodhani Gardens (under rehabilitation). Some areas for development were presented at a stakeholders meeting held in Zanzibar in February 2008, they are: the Funguni Creek and Lagoon, Kiwanda cha Madawa (drugs factory) and the beach and Beach strip surroundings between the Serena Inn and the former Tumekuja Secondary School, including the school.

Participants at the workshop gave their Kiwanda cha Madawa recommendations for the selection, and Kiwanda cha Madawa and the Funguni Area Figure 2: Proposed action areas were identified as the most viable and

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representative. Possible future use of these spaces was also proposed during the meeting and suggestions incorporated into the design.

Minor open spaces, plots left empty after collapse of buildings for years or without a clear use pattern, were also identified. These open spaces could be catalysts for social development in the stone Town. We do not believe that all the open areas should remain un-built as this will affect the urban density and compact nature of the Stone Town and change its character. Some selected open areas though, if developed and well kept, will provide the most needed social open space and a safe environment especially for the fruition of children, which are 30% of residents in the Stone Town. In a dense city like Stone Town, small spaces play an important role in the social relations between habitants. To design an abandoned open space is to reclaim space for the public realm; the whole process plays a tremendous role in improving life of surrounding neighbourhoods.

8.3 Development and design issues

Material and design details For a design project to be realistic it has to take into consideration availability of materials and local skills. As far as skills are concerned, traditional construction techniques are virtually lost, while new methods are widespread but quality of craftsmanship is not very high. This is why the design of the projects will be very simple. In fact, the simpler the design, the better the chances of obtaining good quality.

Available materials are few, and some are not appropriate to the island’s climate. They are limited to lime, cement, wood, cement blocks and iron sheets. Cement has to be carefully used; it is waterproof and this could be an advantage, but at the same time this waterproof property is dangerous. Due to the hot and humid climate buildings need to have the highest ventilation and transpiration possible. Cement buildings are basically sealed envelopes that, if not correctly ventilated, retain moisture thereby creating a perfect environment for mould growth which is dangerous for the preservation of buildings and for the health of its inhabitants. Even for new constructions lime is a better choice because it allows transpiration and when properly done is as strong as cement.

Wood is a tricky choice as it is appropriate, but has to be of good quality and adequately seasoned, something which is very rare for wood on Zanzibar’s market.

In general the main problem for construction material in Zanzibar is quality. What arrives is of very low quality and there is no possibility of choice. Any new buildings should ensure that materials of the highest quality are used.

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Lack of investments in public services There has in recent years been little investment in public areas and services. This pattern is dangerous for the Stone Town, because the inhabitants seem to rely mostly on what the government is able to do and government’s willingness to seek residents’ participation. What happens is that each party blames the other for lack of commitment, and action and frustration leads to inability to develop projects.

Trees, plants and the role of green spaces The Stone Town is greener then it may seem on first approach. There are green private or semi-private courtyards and many trees scattered around the town. This does not mean that there is not a need for more green space.

Trees play a tremendously important role in Stone Town. In the tropical climate they provide most needed shade. In the dense built environment of Stone Town, they can make all the difference between sweltering heat and a more bearable cool. Green spaces and grass help diminish dust particles in the air. They contribute to making the town more liveable. There are a few examples where the presence of a tree A single and rather small tree changes completely the perception and use of an area: the contributes to changes in the use of space palm in the Jaw’s Corner for example, or the Banyan Tree at the seafront or those in the Malindi area where fishermen build and repair their boats, or the new tree planted at the market whose shade has given shelter to several informal vendors. Unfortunately many of the existing large trees in Stone Town are old and not well looked after.

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8.4 Local action areas

8.4.1 Funguni Creek and Lagoon The Funguni Creek forms part of the north boundary of the Conservation Area. Only the lagoon at the far east, is outside the conservation area. The Lagoon is a half reclaimed area. There is a drainage system in place which used to allow water to flow from the ocean to the lagoon and vice versa according to tide levels. As the water was never still and flowed in and out of the lagoon, a health hazard was prevented. Now the system is not working, the whole place is filthy and the still water has become a breeding ground for mosquitoes.

The recent work at the port has also had an impact on the area because part of the sand excavated from the ocean was dumped there. Some containers are also sitting there waiting for the port to be refurbished.

We think that the Funguni Creek should be kept as an open area, giving priority to green space and water and allowing few, possibly temporary, constructions to be built. It serves the purpose of separating the Historical Town from the modern town and is a testimony and a memory of the old creek that once used to separate Stone Town from Ngambo. From an environmental point of view, among the other benefits, the series of Figure 3: Boundaries of Funguni gardens and open areas that span from the Funguni creek Lagoon to the Jamhuri Gardens, to Mnazi Mmoja gardens, allow breeze to blow from the ocean to inner parts of town, and for this reason they should be preserved.

The area is very well connected to the rest of town, both the historical and the modern, and can easily become a link between the two; it also has the potential of becoming a place where tourists and local residents could meet diminishing the pressure on the Stone Town.

Figure1. View 4:of theView Funguni of the LagoonFunguni Lagoon

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The plan thus, tries to address some of the needs of the Zanzibar Town: organized green areas, space for curio shops and organized food vendors’ stalls, tourism promotion and provision of services for tourists.

To enhance the series of green spaces, part of the area should be properly reclaimed and a proper working drainage system should be put in place. The area reclaimed, near Malindi, should be linked to the gardens near Darajani providing a continuum of safe organized green spaces. Elements to reduce speed should be built on the road between the two to protect pedestrian crossing. Part of the reclaimed area should be organized with services for informal food vendors and curio stalls. The rest of the lagoon should be rehabilitated and planted with a forest of mangroves between which a raised wooden platform for a natural walk can be built.

Figure 5: Funguni creek Action Area Plan

The possibility should be explored of building a marina to accommodate yachts arriving in Zanzibar. High end tourism is increasing, if Zanzibar could be provided with a safe harbour and services it could attract a more luxurious type of tourism with all related benefits such as increase in prestige, job creation and increase in revenues.

The area to be reclaimed is around 9200 square meters, the area of the lagoon is around 65000 square meters.

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8.4.2 Kiwanda cha Madawa (Drugs Factory)

The drugs factory lays at the far south east of the Conservation Area along the beach. The building is near the Zanzibar main Hospital, it is two stories high, the main structure is completed but doors, windows and finishes are missing. The building has never really been used except for some squatters who are occupying some rooms. On one side of the building, a long stretch of gardens runs along the ocean. The gardens are used as recreational ground, there are some tennis and basketball courts at the far south, the rest of the area is used for training by football teams in the mornings and afternoons when sun is less strong and heat bearable.

The stakeholders meeting underlined how youth and women lack centres dedicated to them, schools are also few and used in shifts so that classrooms are always occupied by students for lessons. There is no time for educational development outside Figure 6: Boundaries of Kiwanda cha class hours. The building is on a prime location as it Madawa Action Area faces the ocean but also because it lays at the outskirts of the Conservation Area in close proximity with both the old and the new town and near public transports, the number of built spaces is considerable and the location near the gardens makes it a perfect spot for a youth and women centre.

The gardens have to be rehabilitated, grass and trees planted to have more shade, and some more sport facilities for all ages built, such as playgrounds for small children, other basket/tennis/volleyball courts, a proper football pitch with simple seating, an Olympic swimming pool, a track for runners. The abandoned building can accommodate changing rooms, the gym, and rooms for different sport lessons. At the same time part of the building can be rehabilitated to host library, consultation, conference and meeting rooms, where classes for computers, languages, and other extra-curricular activities can be held. Area of the garden is approximately 63000 sqm, the area of the building is approximately 5500 sqm.

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8.4.3

Figure 7: View of the main façade of the At the back, the factory and the ocean building.

Figure 8: Drugs Factory Action Area Plan

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Open areas in the Stone Town The approach to development of open Areas has long been debated in the Stone Town. The debate has not brought much clarification and at the present open areas are often granted a building permit if private, or left abandoned if public. In the past few years, the only area rehabilitated for public use was a small plot in the Hurumzi shehia which was turned into a playground for children by the Rotary Club. In Stone town there are several open areas. However it is difficult to reliably determine the ownership status of these plots. For the 1 purposes of this report we have chosen three plots which can, with some certainty, be identified as 2 public lands. We will make recommendations here for the development of these plots as public spaces. The three plots chosen are:

1. Malindi Caravanserai in front of Malindi Sheha Office 3 2. Kiponda Secondary School recreational ground 3. Beach stretch and garden behind the High Court

Figure 9: Location of identified Open The idea for the development of these three Action Areas Areas is to organize abandoned areas for the benefit of residents of stone town with priority of use for activities of importance to women and children. To “organize” does not mean to “build”. The spaces should stay open. What is needed is simply to identify the boundaries of the area with coherent architectural elements, to provide shade to make the area comfortable during the day, seating spaces, green space, lighting for the night and a design element that would give a recognizable and sympathetic character to the area. In this case the area near the Malindi Caravanserai becomes a children playground, in the plot behind Kiponda Secondary school priority is given to sport, and the beach stretch is designed with a particular attention to women’s privacy and income generating activities.

8.4.3.1 Area near Malindi Caravanserai

This space near the Malindi Caravanserai, is often used by children of the neighbouring houses. The area is relatively small and gets some shade from the surrounding buildings. The office of the local sheha is located here.

Three barazas will identify and protect the space dedicated to children and provide seating spaces for residents. The baraza will have built-in lights protected by iron bars to avoid theft. This lighting will improve night time safety in the area. The low lights provide illumination without disturbing the sleep of residents of neighbouring houses.

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Baraza will be made of concrete blocks, rendered. The top should be a concrete replica of limestone slabs used in the past, white cement should be used to match colour.

Figure 10: View of the Open Area; on the right the external walls of Malindi Caravanserai

The shading system will be comprised of three medium sized trees. There will also be two dhow sail covered structures made of metal poles (aluminium or stainless steel, to avoid corrosion). The dhow sail is a strong element of the Zanzibar tradition and can be easily and cheaply made locally. In the middle of the area, space will be left for the playground: slides, bridges, stairs etc.

Existing paving slabs have to be retained.

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Figure 11: Malindi Caravanserai Action Area Plan

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8.4.3.2 Kiponda Secondary School recreational ground

Students of the Kiponda Secondary School normally use this space for their recreational activities. There is no shade during the day and the space heats up. The heat is unbearable so during the day is very rare to see anybody using this space except for the students who have no other area for recreation.

Figure 12: View of the open area, on the right Kiponda Secondary School

The area will be protected and identified with a series of trees and baraza of the same design, type, material and dimension of the Malindi Action Area. Trees will provide shade and mark the area. Baraza will be used by students watching games during school hours and by residents during the rest of the day. It is easy to imagine food vendors using the space at lunch time or coffee vendors and their customers using the baraza at night. The baraza’s built-in light will provide light and increase security.

The main area is left open for sports. To better organize the space a soccer field will be painted on the slabs. Flexibility of use is a priority so there will not be any built structure. The paving slabs will be retained.

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Figure 13: Kiponda Secondary School Action Area Plan

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3. Beach stretch and garden behind the High Court This area is, at present, not organized and used only for parking by taxi drivers and people with business at the High Court. There is a garden with several big trees and palms but is not well kept. Erosion is taking its toll on the nearby beach. There is extensive sand loss and the garden above the beach is being washed away.

Figure 14: Views of the garden to High Court and Ocean

This Action Area will be dedicated to women. It will be a place where they can bring their children, organize business, and enjoy the ocean while maintaining their privacy. Ideally the place should be managed with the input of an established and registered group of women who can ensure the maintenance and smart use of the area. It is possible that the space could be devoted wholly to use by women and children. A similar space existed previously in Stone town near the present location of the Municipality.

A set number of parking spaces outside of the action area will be installed as part of the redesign. The elimination of parking within the action area will be in accordance with the scope of the new traffic regulation which envisions reducing vehicular traffic into Stone Town. The garden should be refurbished and new trees planted. Benches and trees of the same design, type, material and dimension of the two previous areas will be built along the coast line, providing seating space, shade and light at night. The far end of the garden will be a playground for children. More benches will allow mothers to sit while looking at their children. Along the wall from the entrance to the beach there will be some stalls for food vendors. They will be made from a simple slab divided into seven different open stalls by baraza, a shading system with metal poles and a dhow sail will protect

65 ZANZIBAR HERITAGE MANAGEMENT PLAN customers from sun. Every stall will have a tap for water supply and a drain to collect waste water. To stop erosion of the coastline, the beach will be lined up with big stones to create a barrier and stop waves. A wooden deck overlooking the ocean will be built near the playground. Stone stairs will be built to reach the beach comfortably.

Figure 15: High Court Action Area Plan

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8.4.4 Mnazi Mmoja Area

Area of the garden is approximately 63000 sqm, the area of the building is approximately 5500 sqm.

The Mnazi Mmoja ground lay next to kiwanda cha madawa gardens. The area is triangular in shape and measures approximately 102,595 square meters.

The place is normally used during the day to play sport, especially football, and during the big festivities for celebration. At night is normally not used.

Due to its low levels and malfunction in the drainage system, the garden floods regularly especially during the rainy seasons. This means that it cannot be used for as much as half of the year. Also, being so close the Stone Town, it is prime land for construction and faces increasing pressure for being developed. No need to say that the garden must be preserved, among other reasons, for the well being of the historical town. Together with the other green gardens that line the boundary of the conservation area, it protects the Stone Town in different ways and improves living conditions of an otherwise very densely built environment. The series of open grounds facilitate natural ventilation, they make vehicular circulation around the Town easier, they provide an effective buffer zone separating the old town from the new town, and they provide recreational ground for Stone Town and neighbouring inhabitants. The garden should be refurbished but the area should be kept open, so that it could be used in a flexible way and also accommodate big crowds of people during celebrations. The most urgent action to undertake is to work on the drainage system to allow water to drain during rainy season so that the place can be used continuously. Other actions are: planting new grass and trees along the boundary, design a lighting system so that the place could be used at night, provide basic facilities such as seating benches, and designate specific area for football fields and a small paved area to be used for performances during celebrations.

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Strategy for a conservation centre Conservation is a delicate process, whose aim is to preserve Heritage for posterity. It is the community that takes the decision on what deserves to be called heritage and as such preserved. It is the community, with its daily decisions, that identifies cultural significance and social values, such as the meanings attached to places, buildings or objects, and the reasons for conserving these objects.

In simple words there will not be any Heritage if the Community does not identify its value. What is needed in the Stone Town context to support the conservation of its heritage? Involvement of the community is a crucial step. The role a Conservation Centre should have is to promote the restoration of the Stone Town and to back community efforts to preserve the heritage by providing practical advice and adequate tools.

Raising awareness on the values of Stone Town is a necessary step towards involvement from the Community. Limiting action to the field of raising awareness is not enough; an aware resident would likely develop needs and would look for opportunities to participate in Stone Town preservation using his newly acquired awareness/knowledge. If there is no place to get support and advice, or to coordinate efforts, energy will turn into frustration. We cannot afford to lose community energy; the task of safeguarding Stone Town is so vast that it needs the collaboration of all of the stakeholders involved.

This is why a Conservation Centre is needed. In heritage conservation, the government is represented by the STCDA which is the competent authority; its counterpart must be a single strong voice coming from the community with a role as a collaborative and positive pressure group.

It is now time that the community takes ownership of its own town. It this sense the conservation centre must be independent, the expression of all the common people living, working, or having interests in the Stone Town. This place should be separate from the Government/ STCDA.

The Conservation Centre should represent the counterpart of Governmental institutions and the catalyser of external non-governmental resources. The activities should range from raising awareness, to giving advice, to technical support. It would complement of the work of the Zanzibar Stone Town Heritage Society which is already well established and has adequate facilities and space.

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9 IMPLEMENTING THE MANAGEMENT PLAN

This section of the Management Plan explores the recommended mechanisms and resources required for successful implementation of the Plan. Following this is the Programme of Action, a range of activities designed to fulfill the objectives and mitigate the issues as set out in Table

9.1 Implementation

The objectives of the Management Plan are designed to achieve comprehensive management of the World Heritage Site. Achieving successful implementation of these objectives will require the continuing commitment and efforts of a wide variety of partners. Fundamental to the success of this Management Plan will be careful coordination of partners. This is essential to ensure that collective efforts are possible and resources are used to their best effect.

9.2 Partnerships and commitment

The institutions and groups involved in the management of Stone Town affairs, and their roles, have been discussed in section 5.2. Stronger collaboration between them and developing new ties with other potentially useful partners will be beneficial. Every effort will need to be made to raise awareness among residents, businesses and visitors, about the WHS status and what that means in terms of benefits and responsibilities. That will be a major step towards instilling belief, pride and commitment. Government circles too need similar education and prompting. We are proposing a five-pronged institutional approach (see fig. 10) as follows:

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Figure 16: Key institutions for managing the WHS

a) A strong executive authority to be the custodian of the World Heritage Site in the form of a restructured STCDA. Additional powers would be needed and these have been proposed in Appendix HMP1. The review of the enabling legislation is the subject of another study. For successful implementation of the HMP the authority would also have to develop in-house capacity in additional skills such as communications/education, strategic planning, economic development and heritage management as opposed to building conservation. b) A financing agency in the form of the Heritage Trust Fund whose sole purpose should be to mobilize and administer resources for Stone Town maintenance and rehabilitation as explained below (Section 9.2). c) A Heritage Forum, a small consultative group of high level representatives of residents, business world, government, civil society and international supporters. It will be responsible for giving policy guidance to STCDA and ensuring WHS

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ideals and the management programme are respected. (See conservation plan chapter 7)

d) A Conservation Centre to assist STCDA with the task of providing technical guidance to residents, developers and investors; and to develop educational materials and tools needed to enthuse the community as well as visitors. The Centre, together with ZSTHS could go a long way towards promoting appreciation of values, and enhancing pride in Stone Town heritage and all it has to offer. e) Local groups at Shehia, Mtaa and school level to engage in protecting heritage and the living environment at the street level. This would need a completely new approach, but our visits and discussions in the Shehias have shown encouraging levels of enthusiasm and expectation. Guidance and modest material support from STCDA will be necessary for such an approach to succeed.

At the same time the circle of international partners should be widened to supplement the very supportive relationships already existing with say UNESCO, SIDA and the Aga Khan Trust for Culture, or with sites in neighboring countries.

9.3 Funding and resources

The resources available to STCDA, DHHS and Wakf are not only severely limited but clearly inadequate to ensure an enduring and authentic Stone Town in years to come. A scheme for addressing that situation was outlined in Chapter 5 in the Strategic Conservation Plan.

It involves: • the establishment of a Heritage Trust Fund to mobiles resources from various local and international sources for the purpose of financing major maintenance and rehabilitation works; • reviewing upwards social housing rents; • reintroduction of the property tax, with updated valuation rolls and an efficient collection system; • selective privatisation of the public housing stock • reapportionment of public revenues generated in Stone Town; • Development of a micro-credit network in Stone Town.

At the same time local and international business interests should be invited to participate in conceiving and financing suitable rehabilitation and development projects.

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9.4 Monitoring and reviewing the management plan.

Under UNESCO rules periodic State of Conservation Reports are mandatory. The last one for Stone Town was done in 2006. Such reports should be supplemented by: • biennial reviews, preferably carried out by an external party; • project based evaluations as required by the specific MOUs; • Annual reports to government to justify budget requests.

Comprehensive reviews of HMPs should be done every ten years. Experience has indicated that it would be unrealistic to expect more frequent reviews on a major scale.

Day to day monitoring by the restructured STCDA should be guided and assisted by a series of Heritage Sustainability Indicators. They will be based on measurable evidence of progress in terms of say buildings saved, advice given, improvements in quality of repair work, enforcement achievement, traffic volumes reduction, beach frontage rehabilitated, economic indicators and so on. ]

Monitoring indicators are an essential part of the monitoring and review process, though they cannot alone produce an accurate picture of the state of conservation or management in the World Heritage Site. Indicators need to be selected so as to measure the impact of change and intervention of the outstanding universal values of the Site. Examples of some possible key monitoring indicators would be: ƒ Number of historic structures on the Buildings at Risk Register ƒ Number and results of historic building or site condition surveys ƒ Number and impact of planning applications and development control decisions ƒ Number of visitors ƒ Quality of the visit. ƒ Satisfaction of visitors ƒ Provision of interpretation ƒ Number of educational visits ƒ Amount of grant funding secured ƒ Level of local community involvement

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9.5 Implementation Plan

The vision and the objectives must lead to action if this management plan is to succeed. This section sets out the ways in which the objectives for safeguarding and enhancing the outstanding universal values and significance of the WHS can be realized. The implementation plan begins with initiatives to ensure that the management plan itself is adopted, implemented and reviewed as appropriate.

The actions are set out under the same headings as the objectives. These actions may be implemented by a single partner or by multiple partners. The partners listed against each action are a suggestion of possible key organizations. There will be many more partners involved in implementation than is impossible to identify at this stage. Some of the actions are already being carried out. The actions have all been given a timescale as a guideline for when they should be carried out. These are:

ƒ Short term, up to 2 years ( i.e. immediate action needed) ƒ Medium term, up to 5 years ƒ Long term, up to ten years or more ƒ Ongoing, continuous work

The programme is intended to be as comprehensive as possible but is not definitive as it is expected that new projects will arise and existing ones will be revised according to changes in circumstances. The actions are not prioritised except in terms of short / medium / long term.

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Table 4: Implementation plan

OBJECTIVE PROJECTS AND INITIATIVES ACTORS TIME FRAME Administration Many of the actions in this programme concern co- and financing ordination of a wide range of activities and organisations. Coordination must come from a central point and the organisation with the widest remit in the World Heritage Site is the Stone Town Conservation and Development Authority (STCDA).

ƒ Strengthen the conservation authority, through: ⇒ Legislative review-Strengthen and give STCDA; Heritage board Short term autonomy to STCDA ⇒ Revenue collection ⇒ Fiscal reapportionment from the government ⇒ Strengthen the manpower base in the management of the WHS ⇒ Encourage partnerships in the management of the WHS ƒ Secure funding for long-term implementation of Plan ƒ Review the Management Plan and update as necessary ƒ Establish a Heritage Board ( for the components of the Heritage plan see the conservation plan, chapter 7) ƒ Establishment of a heritage fund/ trust fund to manage to mobilize and manage resources for rehabilitation and major maintenance works.

Ownership and ƒ Establishment of a heritage board to mobilize STCDA Short term funding resources from various local and international sources. ƒ Reintroduction and revision of property tax, with updated valuation roles an efficient collection ƒ Identification of Alternative revenue collection avenues: ⇒ Intellectual property rights ⇒ Social responsibility programme ƒ Reapportionment of public revenues generated in Stone town ƒ Development of a micro-credit network in the Stone Town

Site definition ƒ Undertake a review of the boundaries of the WHS STCDA Short term and appreciation with a view to consider inclusion of the littoral edge. ƒ Analyse and produce guidance on the ability of the WHS to sustain change through development (to STCDA; ZMC Medium term include growth, design, use of materials, workmanship, size, mass, use etc) ƒ Develop a strategy for control of development in the Medium term 74 ZANZIBAR HERITAGE MANAGEMENT PLAN

buffer zone, which is threatened by high buildings STCDA; ZMC; TRP and other incompatible land uses. Short term ƒ Promote inclusion of WH issues in the wider working of the Council and external agencies who work within STCDA;ZMC; Civil or impact upon WHS societies; local community; Shehas Protecting the ƒ Assess existing guidance for how to successfully STCDA: department of Short term built environment integrate contemporary development into the historic Surveys and Urban environment and ensure that it is comprehensive and Planning; Stakeholders relevant, and promote its use in the WHS forum ƒ Ensure that the historic environment and urban landscapes of the WHS and its setting are STCDA; Ongoing appropriately characterized and the information is entered onto a GIS system ƒ Ensure that WH issues are taken into account in the planning of all major developments, with EIAs used STCDA; ZMC; Ongoing where needed to evaluate the impact on the WHS Department of and design statements to demonstrate the suitability Environment; Central of the proposal government ƒ Identify key views into, within and out of the WHS including skylines and panoramas, and ensure they STCDA;ZMC; Ongoing are protected and enhanced as needed stakeholders forum ƒ Strengthening STCDA’s role in the protection and conservation of the WHS through policy review and capacity building STCDA; Central Ongoing ƒ STCDA should check on property speculation i.e. Government, ZSTHS; they should develop bylaws that provide that an stakeholders forum owner of a property in poor condition should repair it STCDA; Wakf: Short term in the shortest possible time and not wait for it to Government collapse. ƒ Produce guidance on how to use permitted development rights and avoid detrimental change to the WHS STCDA; Wakf; Short term Government Historic ƒ Establish current state of conservation of whole WHS STCDA; UNESCO Short term environment with baseline surveys where needed actions ƒ Introduce a list of buildings in danger through a STCDA; ZSTHS; Wakf scoring system based on use, occupancy and Short term ownership. Also document all architectural elements of significance inside buildings including doors, court yards, staircases, hinges and ironmongery. ƒ Assess established monitoring programmes and STCDA Medium term incorporate them into a comprehensive system for monitoring the quality of conservation work ƒ Assess the quality of conservation work required for the WHS (including materials, techniques, STCDA; local Short term workmanship and design) and produce and community; ZSTHS; encourage the use of best practice guidance for both Wakf:; Department of professionals and the general public, considering Construction; Property existing guidelines. owners ƒ Investigate establishment of an accreditation scheme

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for conservation work- Establish an award scheme for best conservation practice in WHS. STCDA; local and Short term international media; ƒ Identify all historic assets at risk from degradation ZSTHS and encourage repair and appropriate reuse to ensure their future protection and conservation. STCDA, property Medium term owners; government; Wakf: Tenant ƒ Create a trust fund to mobilize financial resources for association; Aga Khan maintenance and rehabilitation of buildings. Trust for Culture: civil societies Medium term STCDA, Ministry of finance(treasury); Zanzibar Revenue Board (ZRB) Local community Involvement of the local community in the management actions of the World Heritage Site is a fundamental theme of this Management Plan. The local community incorporates different groups, including residents, businesses and users (such as commuters and shoppers)

ƒ Establish and implement effective for a through which STCDA, civil societies Short term local residents and groups can participate in the (NGOs, CBOs, FBOs) ongoing management of WHS ;Shehas

ƒ Launch an awareness campaign to highlight meaning of WH, the implications and benefits of WHS status STCDA; Local media; Short term and encourage involvement through media Local community; civil campaigns through TVZ, local and international societies; Shehas; media, internet and community awareness Department of Culture programmes

ƒ Increase knowledge and promote appreciation and STCDA; Ministry of protection of the WHS through the school curricula; Education; ports Medium-Long dissemination of information on WHS at entry points authority, air ports term/ ƒ Media action and involvement e.g. WHS news letters, authority, ministry of Ongoing WHS website, TV and Radio shows on conservation, information ;Sauti za reviving ancient cultural festivals like Mwaka, promote Busara; ZIFF; local showcasing of Zanzibar culture in cultural festivals as community; tenant ZIFF and Sauti za Busara association; civil; ƒ Encourage programmes of lectures and workshops societies involved in for owners and professionals engaged in conservation; DCMA: conservation or maintenance of historic environment Stone Town Cultural ƒ Facilitate expansion of micro-finance sector in the centre Stone Town in order to improve livelihoods and also generate funds for investment into repair work. STCDA; ZATI: ƒ Raising awareness of the WHS values among the International Short term

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Ng’ambo residents is equally important corporations: Local MFIs

STCDA; ZMC; Central government: Shehas Medium term Interpretation, This involves making available information to enable education and people to understand the World Heritage Site; the research dissemination of understanding of World Heritage through formal and informal education and the co- ordination of research and ensuring that the results contribute to a fuller understanding of the Site.

ƒ Identify those areas, sites and elements of the WHS which require presentation and ensure that their STCDA; Ministry of Short – presentation is undertaken to the highest standard Information Sports and Medium term ƒ Prepare and implement a programme of works for Culture; Department of providing comprehensive interpretation of the whole Antiquity, Museum and WHS as well as its component parts Archieves and ƒ Develop web-based interpretation for the WHS Museums; AKCS; ƒ Investigate the need for and viability of a study / Commission for Tourism; exhibition / interpretation / archive space for the WHS ZSTHS ƒ Provide for books, pamphlets, literature to major entry points of the WHS

ƒ Encourage local school and further education establishments to be involved in local, national and international heritage programmes Short- ƒ Identify requirements for training of teachers and STCDA; Ministry of medium term education of teachers in use of WH as an educational Education; Stone Town tool teachers; International partners

ƒ Establish and implement a training & awareness programme for STCDA, and other government offices Short- on World Heritage status. medium term ƒ Identify gaps in our understanding of the WHS, STCDA; Central particularly its outstanding universal values, and Government; ensure that appropriate research is carried out International organisations; local ƒ Prepare and encourage use of a research agenda / community; civil register for improving and widening understanding of societies; shehas Medium term WHS ƒ Develop a method for tracking research done on STCDA; Ministry of WHS, encouraging publication and the widest communication; possible dissemination, accessibility and compatibility Department of Antiquity, of results Museum and Archieves; ƒ Investigate need for an information exchange point local civil organisations; for organisations & individuals involved in history, SUZA; heritage or archaeology

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ƒ Continue to improve the condition of the Stone Town Short term- archives ongoing

STCDA, Department of Antiquity, Museum and Archieves The public realm Management of the public realm, the streets and open spaces which form such an important element of the urban landscape, is recognised as a key issue. ƒ Agree standards and produce guidance for materials, design, workmanship and maintenance programmes STCDA; ZMC Short- for any work carried out in the public realm of WHS medium term ƒ Review programmes of public realm maintenance and management Medium term STCDA;ZMC ƒ Record and monitor the extent of historic material, Short term workmanship and design of the public realm (including relationships with other elements such as STCDA buildings and parks) and ensure that it is adequately protected and managed ƒ Ensure that infrastructure inserted into the WHS is in harmony with the historic environment Short-long term ƒ Produce a lighting strategy (to include floodlighting, STCDA; ZMC; MWCLE car parks, street lighting) for the WHS Short- ƒ Identify public areas of WHS in need of enhancement STCDA; ZMC; MWCLE medium term and prepare programme of improvement ƒ Provide clean and accessible public toilets, reclaim Short term and reopen the existing ones. STCDA; ZSTHS

ƒ Adopt a street and beach cleaning programme Short term where local environmental groups and women groups STCDA; private can be involved investors; ZMC Short term STCDA; local civil societies; ZMC; ƒ Encourage users of the WHS, especially property Department of owners / renters, to help care for the streets, public Environment places and beaches Ongoing STCDA; tenant ƒ Strengthen the STCDA building brigade, to association; local incorporate trainees from the old customs house, as community; local a means of improving local capacity and revenue businesses base for STCDA. Short- STCDA; Department of medium term Antiquity, Museum and Archives ; civil societies; international organisations

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ƒ Encourage planting of traditional Zanzibari trees in the open spaces so as to enrich the characteristic aroma in the environment. Short term STCDA; Local ƒ There is a need to reclaim women’s spaces community; ZSTHS: environmental groups Short term STCDA; women groups; international organisations

Safe and ƒ Formulate awareness programmes geared towards STCDA, local Ongoing inclusive women and children rights regarding victimization, community, Shehas, civil environments violence, access to basic facilities organisations, local schools ƒ Consider accessibility and safety requirements for the aged and the disabled within the World Heritage STCDA, Disability Short- Site society, ZSTHS, local Medium term community, Shehas, civil organisations ƒ Reduce substance abuse in Stone Town through Short- better policing and issuing stricter penalties, STCDA, youth groups, medium term counseling and rehabilitation civil societies, international organisations, police.

Circulation A traffic management plan has already been prepared for the jurisdiction of the WHS; the plan is ready for discussions with the stakeholders. The plan should include the following: • Reduce traffic congestion by encouraging pack- STCDA, users of WHS, Short- and-ride systems, cycling, taxing at entry points for Government medium term tourism buses, or a congestion charge for vehicles departments, ZMC; entering the WHS Ministry of Transport; • STCDA to promulgate bylaws that control the size of hand carts restricts the use of donkey carts in the inner streets, segregate sole pedestrian ways, provide for parking systems, taxi ranking system, traffic lights and signage. • Reduce number of heavy goods vehicles entering and passing through WHS • Review pedestrian signage and on-street information panels • Identify key pedestrian routes and assess requirements for improvement of facilities and environments, or new link routes • Develop and implement a programme for improving the provision of cycling routes within and to the WHS designed to take into account the visual sensitivity of the WHS

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• Improve the accessibility of WHS for different mobility needs • Establish best practice and guidance for making historic buildings accessible to all mobility requirements without compromising the values of the property or WHS Visitor Stone town is the most important hospitality center in STCDA, Department of Short- Management Zanzibar. This is concerned with the provision of high Antiquity, Museum and medium term quality visitor facilities, the appropriate promotion of the Archieves, Ministry of whole World Heritage Site and the need to maximise the Monuments and benefit of tourism to the local economy. Antiques, Ministry Civil ƒ Encourage international and local promotion of the organizations, Sauti za WHS. Busara, ZATI, DCMA, ƒ Assess the current condition of visitor facilities and ZMC, Ministry of draw up plans for any needed improvements Information, Sports and ƒ Determine the carrying capacity of Stone Town in culture, Zanzibar ports terms of hotels. STCDA should take an upper hand in Authority, Zanzibar controlling the development of the hotels. Airports Authority, ƒ Assess the current condition of the main entrance Ministry of Tourism points to the WHS and the information and interpretation available there, and prepare and implement plans for their improvement ƒ Identify and support opportunities to encourage longer-stay tourism ƒ Investigate possibility of a scheme for visitors to financially contribute directly to the conservation and management of the WHS ƒ Develop a scheme of social responsibility: hotels developed within the WHS should contribute to the maintenance of the WHS. Revenues from the hotel industry should be ploughed back by the government to renovate existing hotels and the general WHS.

Information ƒ Identify potential risks to WHS and ensure appropriate STCDA, Ministry of Short- management, plans are in place information , Sports and medium term monitoring and ƒ Identify all records relating to history and condition of Culture, Department of knowledge WHS Antiquity, Museum and ƒ Establish system to co-ordinate collection, storage, Archieves compatibility and accessibility of these records

ƒ Provide an accessible and comprehensive GIS or STCDA Ongoing / Management information system for the WHS Short term including all information relevant to the management of the WHS ƒ Identify baseline survey work needed to understand condition of WHS ƒ Identify key indicators for monitoring condition of WHS ƒ Implement ongoing programme of monitoring the WHS ƒ Meet the requirements for information and a state of conservation report for UNESCO’s Periodic Reports

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BIBLIOGRAPHY

Í Aga Khan Trust for Culture, Conservation and Design Guidelines For Zanzibar Stone Town. Historic Cities Support Programme.

Í Aga Khan Trust for Culture (1996), Zanzibar, a Plan for the Historic Stone Town. Historic Cities Support Programme.

Í Christopher Pound 2007, Stone Town Zanzibar, State of Conservation: preparation for the periodic review.

Í English Heritage, City of Bath World Heritage Site Management Plan, 2003‐2009

Í Revolutionary Government of Zanzibar, 3rd Draft of the Reviewed Zanzibar Environmental Policy. December 2007.

Í Silvia Carbonetti, Institutional Development to Preserve a World Heritage Site; An evaluation of the Stone Town Conservation and Development Authority Project. March 2006.

Í United Republic of Tanzania (2003) “Indicative Tourism Master Plan for Zanzibar and Pemba” Final Report

Í Westminster World Heritage Site Management Plan Steering Group (2004) Westminster World Heritage Site Management Plan.

Í Zanzibar Stone Town Heritage Society (2003), Stone Town Open Spaces Identification Survey

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