Therefore, the State Party needs to develop a pilgrim/visitor Management Strategy, as well as elaborate a policy prohibiting flash photography within the caves. Indeed, there was no control over the number of pilgrims/visitors entering the caves there were signs of the vandalism to the property, as well as no restrictions on flash photography, causing further threats to the condition of the caves and the wall paintings. The lack of a pilgrim/visitor Management Plan was apparent to the mission. It is recommended that the Committee invite the State Party to request technical assistance, if necessary, to support the conservation of stone and wall paintings, in collaboration with the World Heritage Centre and the Advisory Bodies. A Conservation Strategy also needs to be developed as part of the revised Management Plan to address the conservation needs of the property.
Since this research has only commenced recently, more time is required to complete the research in order to identify appropriate solutions.
In terms of conservation, the Department of Archaeology (DOA) has commenced the analysis of problematic issues such as fungi, potter wasps, water leakage, cracks, discoloration of statues and paintings, as well as vandalism. This committee should meet on a regular basis to discuss and decide on all matters related to the conservation and management of the World Heritage property. Therefore, it is of utmost urgency that the Management Plan be revised and updated and based on clearly defined governance and communication structures that sets out the interface between the State and Temple authorities, setting short-, mid- and long-term strategies for both Conservation and pilgrim/visitor Management, as well as budget planning.įurthermore, a site management committee should be set up as a matter of priority and include representatives of the Government, Temple authorities and the local community, as well as experts, in order to improve the site management. The lack of a clear management structure and clear lines of responsibilities was very apparent during the mission and prevented further discussions and insights into this issue. The Management Plan of 2010 has not been updated nor fully implemented. Although not mentioned in the State Party report, the 2015 ICOMOS Reactive Monitoring mission was informed that a special committee for Dambulla with experts in different fields has been set up by the Department of Archaeology, and research on problematic issues has been carried out. Since 2014, some progress with the management and conservation of the property has been made. Funding: Fees collected at the entrance are allocated by the Temple Authority to the infrastructure of the temple, including services and roads.Īnalysis and Conclusion by World Heritage Centre and the Advisory Bodies in 2016.The data is communicated directly to the University of Peradeniya. Conservation: Monitoring of the effects of humidity, temperature, light and dust has been commenced through the installation of data loggers.No formal arrangements exist to carry out regular meetings. Ownership of the property is with the Temple Authorities while the management should in principle be carried out jointly through mutual understanding with the Department of Archaeology. Management: The site management is based on a traditional management system, supported by a legal framework established during the British colonial period.The findings and recommendations of the Reactive Monitoring mission carried out by ICOMOS in March 2015 are included below. It provides information on the issues raised by the Committee at its 38th session. On 10 December 2015, the State Party submitted a state of conservation report, a summary of which is available at. Conservation issues presented to the World Heritage Committee in 2016
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