Management Plan 2020–2025

1. Declaration of significance

The plan begins with a declaration of significance that explains why Prizren Fortress is one of the most important cultural heritage sites in the Republic of Kosovo. Its hilltop position above the historic town controls major routes between the Adriatic and the central Balkans and offers a continuous archaeological sequence from the Eneolithic period through Illyrian–Dardanian, Roman, Byzantine, medieval and Ottoman phases up to the 20th century.

Archaeological excavations show that the fortress hill has been inhabited since around 3500–2500 BCE, with massive fortification works in Late Roman and Byzantine times. Later medieval and Ottoman phases shaped the fortress into a complex system of walls, towers, casemates and terraces. Today, the site is recognised as a “crown of civilisations” – a place where landscape, built heritage and collective memory meet.

2. General condition of the site

This chapter assesses the overall condition of the fortress and the wider historic centre of Prizren. It reviews political, legal, social, economic, environmental and institutional factors that influence the site. Particular attention is paid to:

• the degradation of the historic centre and the need for stronger enforcement of urban and heritage legislation;
• unmanaged access by vehicles, informal construction and vandalism that can increase risks for the fortress;
• the importance of coordinated policies at local and central level to protect the cultural landscape around the hill.

The chapter identifies different levels of risk (low, medium, high) connected to political decisions, economic development, demographic change, tourism pressure, environmental threats and the current capacity of institutions responsible for cultural heritage.

3. General objectives and vision

Based on this analysis, the plan sets out three overarching objectives:

• to create a regenerated cultural and natural environment on and around the fortress;
• to improve understanding of the rehabilitated site among visitors and local communities;
• to present an integrated concept of heritage values and ensure their sustainable use for social, economic and cultural benefits.

The vision statement defines Prizren Fortress as a “crown of civilisations” and a meeting point of generations that radiates antiquity, identity and future. To realise this vision, the plan groups actions into nine thematic fields which link conservation, education, tourism, environment and governance.

4. Fields of action and general objectives

Chapter 4 translates the vision into concrete fields of action. For each field, the plan analyses strengths, weaknesses, opportunities and threats (SWOT) and then defines general objectives and proposed measures.

4.1.1 Conservation and adaptation

This field focuses on ongoing and planned conservation works led by the Archaeological Institute of Kosovo and funded mainly by the Ministry of Culture, Youth and Sport (MKRS) and international partners. It recognises the authenticity and multi-layered character of the site as key strengths, but also highlights limited budgets, gaps in reporting, lack of specialised experts and the risks posed by temporary structures and the water reservoir inside the fortress.

The objectives are to ensure coordinated and documented conservation interventions based on approved projects, to complete adaptation of the site for safe public use, and to preserve archaeological values while allowing controlled new functions such as the museum in the fortress.

4.1.2 Education and research

This section emphasises the role of the fortress as an open classroom and research laboratory. It notes that, while Prizren has an active civil society and educational institutions, there are still relatively few systematic studies, limited access to archival material and little structured cooperation with schools and universities.

The plan proposes to develop educational programmes, workshops and interpretation tools, to encourage academic research, and to strengthen partnerships with schools, universities and heritage organisations so that young people can actively engage with the site.

4.1.3 Economic and tourism development

Prizren Fortress is identified as a major asset for sustainable tourism and local economic development. The chapter analyses the current tourism offer and the role of events such as Dokufest. It also warns about the risks of uncontrolled commercialisation, informal businesses near the perimeter and inadequate visitor infrastructure.

The objectives are to integrate the fortress into broader cultural routes, to develop quality tourism services and guided tours, to improve access and wayfinding, and to ensure that economic benefits are shared with the local community without damaging the site.

4.1.4 Communication, presentation, interpretation and promotion

This field addresses how the fortress is communicated to visitors and the public. It notes the lack of comprehensive interpretive materials, limited signage and the need for consistent visual identity and online presence.

The plan recommends preparing an interpretation plan, improving signage and visitor information centres, developing exhibitions and digital content, and using the fortress as a platform for cultural events that enhance understanding of its values.

4.1.5 Institutional and legal framework

Here the plan maps all institutions involved in the protection and use of the fortress – MKRS, the Archaeological Institute of Kosovo, the Regional Centre for Cultural Heritage (QRTK Prizren), the Municipality of Prizren and other partners. It highlights overlaps and gaps in mandates, limited staff and the need for clearer procedures.

General objectives include clarifying responsibilities through agreements, strengthening the legal protection of the archaeological zone, improving inter-institutional coordination and integrating the management plan into local and national planning documents.

4.1.6 Infrastructure

This part focuses on physical access and services: pedestrian paths, lighting, safety measures, utilities, visitor facilities and the condition of surrounding infrastructure in the historic centre. It stresses that any new infrastructure must be carefully designed to respect the archaeological layers and the landscape.

4.1.7 Environment, spatial planning and risk management

Several interconnected fields are merged here: environment, spatial planning, infrastructure and risk management. The plan analyses threats such as erosion, extreme weather, earthquakes, vegetation growth, waste management and uncontrolled construction around the hill.

The objectives are to integrate the fortress into municipal spatial plans, control development in buffer zones, implement environmental standards, manage waste and vegetation, and develop risk-preparedness and emergency response measures for the site.

5. History and description

Chapter 5 provides a detailed description of the fortress, its legal protection status, the history of research and documentation, previous conservation works and existing archival and photographic material. It summarises archaeological findings, visible structures and the current state of preservation of different parts of the complex.

The chapter also lists earlier publications, maps and drawings, previous survey campaigns and the main types of damage observed on the structures. This information forms the factual basis for the actions proposed in the management plan.

6. Stakeholders

The plan identifies all relevant stakeholders and groups them according to their influence on the fortress:

• key decision-makers and implementers (MKRS, Archaeological Institute of Kosovo, QRTK Prizren, Municipality of Prizren and its departments, management unit);
• interested and supportive actors (NGOs, cultural organisations, tourism businesses, educational institutions, local community groups);
• actors with limited direct impact but potential interest in the site.

For each group, the chapter outlines their roles, expectations and possible contributions to the implementation of the plan.

7. Action plan

Chapter 7 refers to a detailed action plan presented in an annex. This action plan translates the strategic objectives into concrete activities with indicators, responsible institutions, partners, approximate costs and timeframes.

Actions cover conservation and adaptation projects, interpretation and education programmes, tourism and promotion initiatives, infrastructure improvements, environmental and risk-management measures and capacity-building for the institutions involved.

8. Management unit and budget

The final chapter describes the proposed management structure for Prizren Fortress. It defines the role of a dedicated management unit, its relationship with the Municipality and central heritage institutions, and the need for clear decision-making and reporting lines.

The plan gives an overview of funding sources – state budget, municipal resources, donor projects and potential income from tourism services – and stresses that sustainable financing is essential for long-term conservation, maintenance and public programmes at the site.

The Management Plan also includes references and photographic documentation which support the analyses and proposals described in the main chapters.