Granting autonomy to religious bodies in the management of their sacred places (forests and temples)
Through the whole process that the sacred places in the Kii Mountains were being designated as cultural heritage and natural heritage (as part of a national park), and later included in the Biosphere Reserve, to finally be part of the World Heritage property, the religious bodies were officially granted their protection and management following the traditional knowledge carried for centuries, based on religious beliefs and sacred values. For instance, due to their sacred character, primeval forests have been conserved under strict felling prohibitions by the different religious communities.The mountain landscapes are interpreted as materialized “mandalas” by Shingon Buddhists, and Shugendo practitioners reproduce “mandalas” by doing pilgrimage and performing their ascetic practices in these natural environments. For pilgrims, the Kii Mountains represent the paradise on earth. Another example is the Nachi sacred forest that has been designated as a “Natural monument” under the Law for the Protection of Cultural Property, and the management has been done by the Kumano Nachi Shinto shrine, as part of their sacred place. The Nachi waterfall is regarded as sacred. This means that the sacred waters cannot be touched or diverted.
Persistent cultural practices, traditional and local knowledge based on the belief of sacredness of nature.
Legal protection under the Law for the Protection of Cultural Property and the Natural Parks Law are designed to relegate and uphold the traditional nature-human relationship without imposing frameworks that are inconsistent with religious-based protection.
Sacredness has protected the Kii Mountains primeval forests for more than 1,000 years and continuing. Enabling religious stewardship to continue practicing their traditions of forest conservation facilitates the conservation process.
Importance of the safeguarding of traditional knowledge and the spiritual values of local people to continuously protect the primeval forests.
Transboundary governing structure for the World Heritage Property
Besides containing cultural heritage designated under the Law for the Protection of Cultural Property enforced by the Agency for Cultural Affairs, the property contains areas that conform the Yoshino-Kumano National Park which administration is in charge of the Ministry of the Environment and the three prefectures that are related to it: Wakayama, Nara and Mie, and their local authorities. The Three Prefectures’ Council for the World Heritage Sacred Sites and Pilgrimage Routes in the Kii Mountain Range, was first established to pursue the nomination to the World Heritage List, and after the inscription, it is in charge of coordinating conservation actions and developing the management plan. The governors of the three prefectures serve as chairpersons and vice chairpersons, while the mayors and heads of education of the municipalities serve as members of the council. The Agency for Cultural Affairs participates as an observer. The protection of cultural properties is carried out in cooperation with the department of cultural property protection and regional development of each prefecture and the person in charge of the municipality. In addition, the Council is advised by a scientific committee consisting of experts from several fields.
The strong interest of the three prefectures and the government in inscribing the Kii Mountains cultural landscape in the World Heritage List enabled the establishment of a partnership between the prefectures and the governmental institutions in charge of conservation in order to develop and pursue the nomination.
In accordance to the recommendations of the World Heritage Committee at the time of the inscription, the three prefectures formulated a comprehensive conservation management plan and established a system in which the three prefectural councils take the lead in conservation and management. This system had a major impact on the way in which several prefectures in Japan nominated other sites for inscription on the World Heritage List and managed its conservation such as Fujisan, sacred place and source of artistic inspiration (Mount Fuji).
The parties of the Laponia Process envisioned to create a new management plan for the property using the values within three areas: the natural environment and its high values; the living Sámi culture and reindeer industry; and the historical heritage arising from previous usage of the land. This participatory management plan is based on a shared understanding of the World Heritage property by all stakeholders involved in the process and the implementation of the plan. Besides the governing institutions (municipalities, county, governmental agencies in charge of heritage conservation), important stakeholders to be considered and integrated in this participatory process are the Sámi villages which are organizations responsible for the reindeer husbandry within a specific area. It is a legal entity and they are organized through village meetings.
The platform for dialogue created with the Laponia Process.
Reindeer Husbandry Act (member of a Sámi village organization).
The constitution provides special protection to Sámi people and their rights.
The Sámi are the Indigenous people of Sweden (determined by the Parliament) which gives them a special legal status in Swedish law.
The Right of Public Access.
Willingness from the authority to try something new, new working methods for management.
Management plans where different stakeholders have to compromise all the time might be too unspecific. There can be themes in the management plan that the organization have no prerequisites to implement and then people will be disappointed if the organization is not working with them. For instance, in our management plan, there are sentences that state how we should be working with the Sámi language, and therefore, we are doing it to some extent. But language is not our main focus and then sometimes people may be disappointed with the results.
Integrating traditional working methods as a base for dialogue
The Laponia Process has used several traditional governance working methods. For instance,Rádedibme or councils have a central function in the management. These are open meetings held on important issues with the local population and diverse stakeholders, where local viewpoints and knowledge are expressed and taken into consideration for management. Searvelatnja means “learning arena” and is based on dialogue and learning. On a conceptual level this means that Laponia should be an arena where everyone can participate, a meeting place for several generations, cultures, languages and perspectives. By working together we learn from each other and share each other’s knowledge. How Laponia is to be managed is an ongoing process, where an unpretentious approach is adopted, in order to create a local management that integrates the interests of all parties concerned. Oassebielráde or Council of the Parties is the annual meeting for all the entities that manage the World Heritage property. This meeting does not appoint a committee: the parties themselves decide who will represent them in Laponiatjuottjudus. However, consensus is required when electing the chairperson. Consensus is sought as a process of joint decision-making where everyone must be in agreement before any decision is made.
Continuity of traditional both Sámi and non-Sámi systems of organization.
Inclusion of Sámi communities and openness to use Sámi traditional knowledge.
Openness and respect toward each other and the cultural background the representatives have.
If not every stakeholder is invited from the beginning, there will not be any solution. It is not possible to present ready-made solutions to one stakeholder and think they will accept it. Every question and challenges that arise must be managed together.
Have a common goal: for the stakeholders in the Laponia Process, the common goal was to find a solution how to manage the World Heritage. The goal must be clear, so every stakeholder knows what the goal is.
Listening and learning from each other. It is about to take and give all the time. Even if people do not act the way one is used to, one has to accept it and hopefully learn something from it.
It is important that the representatives from each stakeholder is giving the right message to the stakeholders' group he or she represents, otherwise people may be disappointed in the long run.
There is no meaning in rushing through a process like the Laponia process.
Establishment of an inclusive dialogue process: the Laponia Process
The Laponia Process was an approach to dialogue created and developed by a diversity of stakeholders in the Laponian Area World Heritage property. Since Laponia is a large area which consists of several protected areas, to establish a coordinated management system as a whole has been very challenging since its inscription in the World Heritage List. The County Administrative Board of Norbotten and the Sámi communities and municipalities of Jokkmokk and Gällivare started originally to prepare their conservation programs independently. The Laponia Process started by the initiative of the Governor of Norrbotten in 2005 including all stakeholders in a process of dialogue based on a set of common values, which would lead the parties to agree in crucial issues and the terms in which the Laponian Area should be managed. All decisions were determined to be taken by consensus, and new regulations for the national parks and nature reserves were requested. In 2006, the parties signed a common agreement which they sent to the Government, which contained:
A set of common basic values
Common intentions for a number of efforts
The establishment of a temporary Laponia delegation
Preparations for the start of a World Heritage management group with a Sámi majority on the committee.
The political will of the Governor of Norbotten, the Sámi village organizations through the association Midjá Ednam, the interest of the municipalities of Jokkmokk and Gällivare, and the endorsement of the SEPA were essential conditions for starting the process. The initiative originates in the acceptance of the different realities of the parties involved and the strong will to co-create a new management for the Laponian Area. Moreover, there was enough financing for the project and each group participated with the same economical prerequisites.
To be able to establish an organization based on consensus and develop a new way of management, one needs to listen to people and try to learn why they are thinking and doing like they are (it is norms and values that forms their ideas and practise) but also openly explain why one is thinking and doing in the way one is, because that also depends on the norms and values one has in life. This process takes time, and it is about learning new knowledge from each other and accept it. This is also a process one cannot do in the office, one needs to go out and meet people in their ordinary life regularly. It cannot be rushed or think it can be a quick fix. The Laponia Process took six years until all stakeholders involved could agree upon a common organization and management plan.
To do a process like the Laponia Process – you need to have time, financing, and the “right” people involved. Listen to each other. Time to take home tricky questions and discuss them with other representatives for the stakeholders, before decisions are made.
In 2020, CORAL and the Polo’s Water Board commissioned a third-party consultant to assess the WWTP's performance and necessary improvements. Identifying improvement areas to achieve continued compliance with high water quality standards and a wastewater treatment capacity for the projected population growth of the greater West End area and its tourism industry until the year 2040.
The result is an investment gap of approximately USD 300,000.00. However, phased investment is considered in the fundraising strategy.
Projected Investments (currently in fundraising stage)
By 2022: Replacements in the aeration system, going from aerator pumps to a fine bubble diffuser system.
By 2030: Addition of a new anoxic tank for denitrification.
By 2040: Addition of a new decanter and mechanical sludge dehydrator.
The projection for 2040 is based on population growth/requirements as a tourist destination/compliance with national & international water quality regulations). The estimated average daily flow will be 612 m3/day.
Polo's Water Board has established strong partnerships with organizations such as CORAL and MARFund, which have collaborated by funding previous repairs and improvements.
These multistakeholder alliances for sanitation and wastewater treatment can open the door for new partners and provide access to diverse funding opportunities.
Non-profits and local organizations are gaining more experience in diversifying funding sources.
It is critical to conduct third-party assessments to identify the status of the infrastructure, improvement areas, and the need for future investments.
Communities and plant operators should not be discouraged by the scale of their wastewater treatment investment needs. These mark the way forward towards successful management and the continued improvement of the project.
Creating and maintaining strong alliances are pivotal to find solutions for technical and financial needs.
Meeting between representatives of Polos and the West End Patronato
Polo's Water Board, West End.
Polo's Waterboard meeting with the Community of West End
Polo's Water Board, West End.
This integrated and highly participatory approach has been fundamental to ensure the success of the WWTP. The Polo's Water Board collaborated with CORAL, The West End Patronato (Community board), and the Roatán Municipality to gain support and cooperation from the local community; which was essential to ensure the connection of residences and businesses.
The community was also involved in the establishment of a fee, a process developed by Polo's under the guidance from the Ente Regulador de los Servicios de Agua y Saneamiento (ERSAPS), which is the federal government entity responsible for regulating water and sanitation providers.
It has allowed us to secure funding, build strong partnerships, and most importantly gain the community’s support and trust by creating a positive change in their environment and creating job opportunities.
Empowering the community of West end through local capacity building on technical and management skills.
Multi-Stakeholder engagement focused on both the public and private sectors, allowing CORAL to establish strong partnerships that positively impacted gaining the support of cooperation agencies, donors, and policymakers
Multistakeholder collaboration, community engagement, transparency, capacity building, and empowerment of staff are essential to ensure the efficient management and operation of the plant.
Promoting sanitation best practices at a community level is a long-term process that requires trust and collaboration. Even though it's been challenging, CORAL successfully included the West End Community and its young female professionals in the water and sanitation value chain.
Budget modeling has been incorporated into the plant’s management model. With CORAL’s support, Polo’s Water Board has been able to design its annual budget based on different economic scenarios that range from the financial needs to ensure operations remain at full capacity to budgeting based on austerity measures due to reduced revenue.
Coral and Polo's Water Board are also collaborating on creating a strategy to diversify income sources by engaging with new partners and donors and the potential commercialization of the treatment process (sludge composting).
CORAL’s commitment to supporting sanitation best practices and its expertise in guiding sustainable financing initiatives for non-profits and community organizations.
Establishment of a flexible funding model that allows partners to apply to additional funding during the execution of a grant and scheduling deliverables based on realistic and sustainable timeframes.
If possible, plant operators should work on annual cash flow and financial needs projections to identify potential shortcomings or to plan their growth.
It's important to identify and invest in technologies that can offer a high degree of efficiency. This will reduce the cost of maintenance and the need to reinvest in high-cost replacements. It is also important to ensure that more commercial/easy to access brands & technologies are considered to facilitate reparations.
It is essential for operators and communities to have access to funding that will allow them to acquire complementary equipment to increase the effectiveness of sanitation and wastewater treatment plants. West End's Waterboard fundraised to buy a small truck to facilitate mobilization of field staff, carrying supplies, tools and reduce transportation costs.
The partnership between Polo’s Water Board, CORAL, and the Bay Islands Conservation Association (BICA - Roatán) has strengthened local marine water quality monitoring efforts.
The partnership created a win-win collaboration where BICA can learn more about the connection between their control sites and the impact of wastewater infrastructure; while Polo's Water Board can have access to data that helps them assess the plant’s performance and CORAL can also access valuable data and information to continue promoting clean water for reefs.
Support of water quality monitoring programs.
Empowerment of the local laboratory.
Development of a comprehensive water quality database.
Water quality monitoring has created an opportunity to create data and information that, when strategically shared, can be fundamental to motivate and enhance collaboration between public and private stakeholders, securing investment in sanitation infrastructure and promoting marine conservation initiatives.
Collaboration to find a balance between community development and environmental conservation.
