Interaction between planning instruments

Norway does not fully include specific World Heritage provisions in its national legislation, but all WH sites are protected under the existing legal framework. However, a key challenge is to ensure that the management plan for World Heritage is recognized and implemented in all public management and urban development plans affecting or touching upon a WH site.

Following the approval by the WH Board, the Management Plan of Bryggen was approved by the Municipality of Bergen and Vestland County Council. This recognition states that the Management plan should be implemented by all public municipal and county authorities in their actions of maintenance of public infrastructure, new urban developments, use of public spaces, and in management or planning of cultural events. This recognition strengthens cultural heritage management in the municipality and the county and their commitment to uphold a strong focus on the protection of the WH property of Bryggen.

Bryggen WH site only covers a small geographical area within the city centre of Bergen. There are several large ongoing urban planning projects just outside the WH property. The political recognition of the management plan has become a tool for urban planning beyond the WH property.

The local WH management structure and its management plan have been accepted by both the Bergen Municipality and the County Council. This also gives the opportunity to the World Heritage Board to give its advice and recommendations to the Municipality and the County Council on the matter of protecting Bryggen’s OUV.

Having a WH property located inside a wider historic city centre means that urban planning decisions have the potential to affect the WH property and its OUV. Political recognition has made it easier to address the protection of the OUV and other heritage values as an integrated part of the wider urban planning process. It has increased the knowledge of WH as well as the importance to involve all concerned stakeholders.

This action aims to provide a framework for an improved and wider inclusion of all different departments involved in urban planning and public management in the next revision of the management plan of Bryggen.

Revision of the Management Plan

The Management Plan is key for the successful management of Bryggen as a WH site. It provides a good understanding of the OUV and other heritage values and it identifies the attributes and provides an overview of potential challenges for the protection of the site.

With the establishment of the new WH management structure, the revision of the management plan by the Advisory Board started in 2018. The WH Coordinator with 4 members of the Advisory Board worked closely in the development of the revised management plan.

Whenever needed, additional contributions from different officers and specialists were included, however the focus was put on keeping the process internal to ensure ownership of the plan by all concerned actors, ensuring that they will contribute to its implementation once adopted. The management plan was adopted by the WH Board in 2020 and the action plan was approved in 2021.

  • Clear definition of how the revision should proceed and which involvement is needed by the Advisory and World Heritage boards was vital,
  • WH coordinator played a key role in coordinating all efforts and acts as focal point for all actors involved.

Preparing and revising a management plan for a WH site is a good opportunity for the local actors tasked with WH management to agree on a shared understanding of the OUV and other heritage values of Bryggen and identify attributes conveying these values

The revision was key in establishing some common management goals and to begin the discussion around potential need for capacity building during this process.

The revision of a management plan is a rather time-consuming process; one therefore needs to be prepared to commit to it with sufficient time and resources. There are often different views on the purpose and aim of the management plan. The preparation of the new plan should involve different stakeholders and the process of management planning offers a space to discuss their different challenges and agendas with an understanding that it may be difficult to embrace all differences.

A management plan is an ongoing process and constantly needs improvement, both on content and on the process itself.  

Local World Heritage Management Structure

In 2012 Norway adopted a new national World Heritage policy to push for a more  effective implementation of the World Heritage Convention at a national, regional and local level. This includes recommendations for the establishment of local management structures able to enhance local capacities for management.
In 2018, a new structure was approved by all stakeholders and recognized at all levels. It  consists of:

  • a WH Board responsible for the  protection of Bryggen in accordance with WH requirements  and the management plan. It consists of 4 political members (2 from Vestland County Council,2 from the Municipality of Bergen) appointed for 4 years.
  • an Advisory Board strengthens cooperation between stakeholders in Bryggen with the aim of protecting its OUV and other heritage values. It consists of 10 members representing building owners, museums, university, tourism operators, cultural heritage agencies at local, regional and national level, and friends’ association.
  • a full time World Heritage Coordinator funded by the national government and employed at the Agency of Cultural Heritage Management, City of Bergen. It is the contact person for the WH site and responsible for stakeholder involvement and site management. 

There are two main factors that have enabled such a local WH heritage management structure:

  • The national policy for World Heritage which establishes  local structures and the appointment of a WH coordinator;
  • A long, ongoing and thorough process for stakeholder involvement was at the base of creating a structure that was accepted and formally recognized by all actors involved.

Developing a new structure for a local WH management requires acceptance by all stakeholders, and this needs to evolve and further develop over time. It is very much a learning-by-doing process. 
There is not one way of doing things, but it is a process that develops towards identifying the best way of organising management locally. Through the process one also might identify new stakeholders who should be included.

 

The aim is to coordinate activities, identify how each stakeholder is important for the overall management of World Heritage. However, there is no mandate to instruct either private stakeholders or public management. Hence, it is a continuous process to define the role and mandate of the local World Heritage management structure.

Guri dahl, Norges Verdensarv
Local World Heritage Management Structure
Revision of the Management Plan
Interaction between planning instruments
Guri dahl, Norges Verdensarv
Local World Heritage Management Structure
Revision of the Management Plan
Interaction between planning instruments
Partners

While APOPO is the leading organisation in training scent detection rats, we rely on our partners for a wide range of support. Without them, deploying scent detection rats would not be possible. Such partners range from local partners such as the Sokoine University of Agriculture, to international partners such as Mine Action Authorities, governments, donors, and specialised organisations.

For example, the wildlife detection project partners with the Endangered Wildlife Trust of South Africa. The project has been funded by a wide range of government donors such as

 

- The German Government (through the GIZ 'Partnership against Wildlife Crime in Africa and Asia' Global Program)

- The UNDP-GEF-USAID 'Reducing Maritime Trafficking of Wildlife between Africa and Asia' Project

- The UK 'Illegal Wildlife Trade Challenge Fund'

- The Wildlife Conservation Network

- The Pangolin Crisis Fund

- US Fish and Wildlife

 

We rely heavily on support from the Tanzanian Wildlife Management Authority (TAWA) for provision of training aids, and, recently, the support from the Dar es Salaam Joint Port Control Unit in order to conduct operational trials for illegal wildlife detection. 

Trust, collaboration, networking, knowledge exchange, integrity, supporting evidence, reporting, media and outreach. 

Building relationships takes time and trust. Open and honest dissemination of results, goals, and setbacks ensures that partners feel that they can trust your organisation. In addition, when dealing with governments and partners in countries other than your 'own', we have found it helpful to have a person who is familiar with the way the specific countries' governments work. An in-depth understanding of cultural values and customs can greatly enhance partnerships. In addition, expectations should be clearly communicated across all parties to avoid frustration and misunderstandings.