El patrimonio cultural tangible e intangible articulado a la ordenación territorial aplicado al caso del cantón Paltas provincia de Loja

En el Ecuador la base legal como la Constitución del 2008 y el Código Orgánico de Organización Territorial, Autonomía y descentralización (COOTAD), establecen la organización político administrativa del territorio en diferentes niveles de gobierno, sean estos regiones, provincias, cantones, parroquias rurales y también de régimen especial, para ello estos niveles adquieren funciones de integridad para realizar legislación, ejecución, fiscalización y de participación ciudadana, en donde se alcanzará y se promoverá el desarrollo sustentable en el marco del plan nacional del buen vivir. Para lograr este legado, los diferentes Gobiernos Autónomos Descentralizados deben elaborar y ejecutar el Plan de Ordenamiento Territorial (POT) y el Plan de Desarrollo y Ordenamiento Territorial (PDOT), de acuerdo a sus competencias de circunscripción territorial. Por competencia exclusiva les corresponde a los gobiernos municipales " formular, aprobar y evaluar los planes, programas y proyectos destinados a la preservación, mantenimiento y difusión del patrimonio arquitectónico, cultural y natural de su circunscripción..... Para el efecto, el patrimonio en referencia será considerado en todas sus expresiones tangibles e intangible...” (COOTAD Art. 144). Lamentablemente la mayoría de estos gobiernos municipales poco o nada han incorporado el patrimonio cultural tangible e intangible en sus fases de análisis de, diagnóstico, propuesta y modelo gestión. Como base fundamental tomaremos la guía metodológica para la elaboración de planes de desarrollo y ordenamiento que presenta la SENPLADES en el año 2014y la propuesta que realiza el Dr. Domingo Gómez Orea en su libro Ordenación Territorial 2da edición, de ahí se propone una alternativa metodológica de articulación del patrimonio cultural y ordenamiento territorial. Y para lograr este objetivo, utilizaremos la información disponible que cuenta el Instituto nacional de Patrimonio Cultural (INPC) en su sistema informatizado que se encuentra en la página Web www.inpc.gob.ec, denominado Sistema de Información Patrimonial Cultural del Ecuador (SIPCE), esta base de información que contiene fichas de inventario en sus diferentes ámbitos culturales como inmuebles, muebles, documentos. Arqueológicos y manifestaciones inmateriales, previamente analizadas y georreferenciadas nos permitirán territorializar en el espacio cantonal y con ello poder realizar un análisis integrado con los otros componentes como es el medio físico, poblacional, económico, núcleos de población etc. Esta nueva metodología permitirá visualizar, conocer, aprender y empodéranos del patrimonio cultural material e inmaterial, con aquellas manifestaciones culturales y tradicionales que existen y se encuentran en vigencia. También poder recuperar y rescatar aquellas que están en peligro de desaparecer, este potencial cultural será una gran posibilidad de generar emprendimientos y desarrollo sustentable. La manera más idónea de concretar y fomentar este desarrollo sustentable en territorio será a través de la formulación de programas, planes y proyectos que deberán plantearse en los planes de ordenamiento territorial y los planes de desarrollo territorial. Finalmente para comprobar esta nueva propuesta metodológica de articulación entre el patrimonio cultural y el ordenamiento territorial, la aplicaremos al cantón Paltas de la provincia de Loja.

The development of cultural intelligence through the Indonesia immersion program

This paper identifies which immersion program activities are most important in developing cross-cultural skills, and identifies the cultural intelligence (CQ) factors that Master of Business Administration (MBA) students gain by their participation in a cultural immersion program. Twenty students were surveyed, and it was found that the most important immersion program activities to develop cross-cultural skills were “visits to Indonesian companies” and “cultural activities”, as opposed to lectures by academics/industry guest speakers or working in cross-cultural teams. Motivational CQ was found to be the highest scoring CQ factor, followed by behavioural, then metacognitive and finally cognitive CQ. Students may have developed less cognitive CQ competencies because they had less opportunity to learn about knowledge aspects of CQ and had more opportunity to put into practice their motivational and behavioural CQ through immersion program activities.

Tools for enhancing oral proficiency and cultural understanding in teaching Arabic online to non-native speakers

One of the main challenges learners of Arabic as a foreign language face in Australia is the lack of opportunities to practice the language with native speakers of Arabic outside the classroom boundaries to enhance their language skills in general and their oral proficiency in particular. Learners have so little exposure to Arabic outside the classroom. This restriction in L2 exposure in the formal academic framework is due to the limited face-to-face learning time and, more significantly, is compounded by lack of exposure to the language’s authentic use settings. Students are often isolated from the target language’s authentic discourse communities and native speakers. This situation is exacerbated for Cloud (online) students studying in relative isolation. All of these factors make developing communicative oral fluency in Modern Standard Arabic (MSA) more difficult and challenging for many learners, particularly for Cloud learners. Deakin University is the only university in Australia that offers Arabic in both Campus and Cloud modes of delivery. This paper discusses an innovative approach used at Deakin University to enable online learners of Arabic to practice their developing skills by listening, practicing, and experiencing directly how the language is used outside the classroom boundaries. In addition to providing Cloud learners with an Arabic online environment rich with interactive opportunities to practice the language, it was also necessary to provide the learners with tools such as the virtual classrooms, chat rooms, discussion forums and social media language partner programs, to practice their oral fluency and enrich their learning experience.

Iowa Department of Cultural Affairs, Strategic Plan 2016-2018

The Department of Cultural Affairs was created in the state government reorganization in 1986. The department’s two divisions, the Iowa Arts Council and the State Historical Society (SHSI) have a much longer history of service to Iowans. With such a rich history, it is fitting that the Department of Cultural Affairs calls the State Historical Museum home, a facility which collects, preserves and showcases Iowa’s treasures that itself can trace its roots in state government back 120 years. Generations of Iowans have been touched by the programs and services provided through this department. Though organized as one department, the DCA has never undergone strategic planning as a single, cohesive organization. With a desire to move forward as a stronger, more unified entity, a department wide strategic planning process becomes critical to future success as the department continues to better assess its resources and expertise internally, while ensuring it is focused on the common goal of leveraging cultural resources across the state of Iowa.