Groenpand
West and South Europe
Working on solar powered education in the Netherlands
Anne
Slabbekoorn
Groenpand
West and South Europe
Working on solar powered education in the Netherlands
Anne
Slabbekoorn
World Heritage capacity building initiatives

Norway is committed to working towards the full and effective implementation of the World Heritage Convention both nationally and internationally. Nationally, the Ministry of Climate and Environment, together with the Norwegian Directorate for Cultural Heritage and the Norwegian Environment Agency, organizes annual meetings with World Heritage coordinators, with the aim of creating dialogue and disseminating information necessary for a positive development of the World Heritage properties.

Internationally, Norway is a driver and donor behind the ICCROM/IUCN World Heritage Leadership Programme which is a global capacity building programme on the management of nature and culture at world heritage properties. Norwegian stakeholders are able to participate in the activities under the World Heritage Leadership Programme and several programme activities are held in Norway.

Capacity building in relation to World Heritage is included in the Report to the Storting (white paper) no.35 (2012-2013) Cultural Heritage Policy (Chapter 4.8 World Heritage) and the Report to the Storting (white paper) no.16 (2019-2020). Within the framework of the World Heritage Leadership Programme, the planning and implementation of capacity building activities is done by the Advisory Bodies (ICCROM, IUCN, ICOMOS) in cooperation with the Ministry of Climate and Environment. Other international partners are involved, such as the UNESCO World Heritage Centre.

  • Capacity building is a key element for the planning and implementation of the World Heritage Convention and it is also one of its five strategic objectives of the World Heritage Convention. Building capacities is at the heart of effective management and conservation of world heritage properties.
  • It is important that representatives from Norwegian World Heritage properties participate in international cooperation, thus contributing to raise the local World Heritage property's competence and capacity on its own type of World Heritage.
  • Capacity building is deeply rooted into experience sharing and learning from each other’s experiences.
Local
National
Global
Interministerial World Heritage Forum

The Ministry of Climate and Environment is the responsible ministry for the follow-up of the World Heritage Convention in Norway. The Norwegian Directorate for Cultural Heritage and the Norwegian Environment Agency are responsible for national implementation of the convention. Several other ministries have sector responsibilities for  cultural and natural heritage. In order for the convention to be effectively implemented and coordinated, Norway has set up an interministerial world heritage forum which is organized as biannual meetings by the Ministry of Climate and Environment. The aim of the forum is to raise awareness amongst the ministries of the obligations arising from the World Heritage Convention, so that the various authorities are best coordinated in the management of the World Heritage properties.

The forum is planned within the framework of the Report to the Storting (white paper) no. 35 (2012-2013) The Cultural Heritage Policy (Chapter 4.8 World Heritage) and the Report to the Storting (white paper) no. 16 (2019-2020).

The Interministerial World Heritage Forum is an effective platform for dialogue between national institutional stakeholders and to raise awareness of the obligations of the stakeholders /convention.

National
National Policy: Report to the Storting (white paper) no. 35 (2012-2013) The Cultural Heritage Policy

Chapter 4.8 of the Report to the Storting (white paper) no. 35 (2012-2013) - The Cultural Heritage Policy specifically tackles the aspect of World Heritage and sets out the Norwegian policy on World Heritage management in Norway.

World Heritage properties require protection to safeguard their Outstanding Universal Value. The management of World Heritage properties includes the involvement of a range of sectors and stakeholders including several ministries, each with sector responsibilities concerning the cultural and natural heritage, as well as national, regional and local authorities. The policy has been created as a response to an increased focus on  the management of world heritage properties, as well as the need for clarifying roles and responsibilities of the different stakeholders and to allow for better coordination and collaboration between the different sectors involved in the management and conservation of World Heritage properties.

Norway was among the first countries to become a State Party to the World Heritage Convention after ratifying it in 1977. Norway’s high ambition in effectively implementing the World Heritage Convention has been the key driver for the development of a policy focused on clarifying roles and responsibilities on the matter of World Heritage management and conservation.

The policy implemented through Chapter 4.8 of the Report to the Storting (white paper) no. 35 (2012-2013) is perceived as successful, and the priorities have been continued in the new white paper on cultural heritage presented in 2020, Report to the Storting (white paper) no. 16 (2019-2020) Nye mål i kulturmiljøpolitikken. Engasjement, bærekraft og mangfold" ("New goals for the cultural heritage policy – engagement, sustainability and diversity" (unofficial translation)).

The adoption of the policy has led to increased focus on the roles and responsibilities of the different stakeholders in the management of World Heritage properties.

National
Elisabet Haveraaen, Norwegian Ministry of Climate and Environment.
North Europe
World Heritage in Norway: national policy for an inclusive and participatory implementation of the World Heritage Convention
Aleksandra
Einen
National Policy: Report to the Storting (white paper) no. 35 (2012-2013) The Cultural Heritage Policy
Interministerial World Heritage Forum
World Heritage coordinators
Advisory Boards at each World Heritage property
World Heritage capacity building initiatives
Effective Customer Services

Effective customer service is achieved through the development of an online payment system and customer service enabled mobile app (currently under development). These measures enable clients to interact with the service, submit applications, requests, and payments and even look for any upcoming value chain services.

The existence of a mobile-based payment system and customer service app, enables the customers and other actors to interact with the service providers providing valuable feedback on the kinds of services they demand, hence increasing the effectiveness of service delivery.

The community we are serving is urban and trending towards high levels of smart phone ownership and internet access.

Service delivery through mobile-based applications enables information to be passed easily to users. This has helped increase community awareness of proper waste management practices.

 

The majority of the community we intend to serve are conversant with the mobile-based payment system in Kenya and thus, the mobile-based text (USSD) has helped facilitate the services where smartphones could not reach.

 

Some youths and women we target to subscribe to the franchise model of the waste collection are technologically shy and require encouragement.

Planning phase
Local
National
Legal Framework on Waste Governance

The project references and aligns with the relevant legal framework making it easier to influence and persuade current and prospective clients. The existence of a County legal framework on waste governance is critical for the success of the project. 

The National Solid Waste Management Strategy spells out national targets on waste management and is also important for the project.

Existence of a waste governance structure that includes the National Solid Waste Management Strategy and the National Sustainable Waste Management Bill, 2019. They are important enablers of the implementation of waste management project by helping regularise and organize all actors within the waste value chain. 

The role of government in waste management is critical and manifests through policies and bills which have proven to be the blue print and reference point for actors in the sector.

There is, however, the challenge of policy overlaps which can result in hefty charges and taxes within the waste sector. 

Implementation
Local
National
Constitution of a financial mechanism for the private sector investment in coral reef conservation and restoration

Along with the stakeholders involved in the partnership, a well structured financial mechanism was established. In order to achieve this, a legal analysis was performed, looking into existing payment for ecosystem services schemes in the DR and in other countries (eg. Costa Rica). After that, an initial structure for the mechanism was proposed and discussed in several workshops with the partnership members and representatives of other relevant institutions. Finally, a concerted version of the structure for the mechanism was implemented.  

  • Private sector involvement
  • Willingness of every stakeholder to be part of this
  • One organization leading the whole process, in this case CDRC, working closely to the Ministry of Environment
  • Several income options (diversification of the income alternatives)
  • Learning form previous national and regional experiences

 

  • A financial mechanism is key to assure the sustainability of this kind of initiatives. 
  • Getting to know and understand successful experiences in other countries can help build a local case. 
  • There is no "recipe" that can be follwed to create a financial mechanism for biodiversity conservation. Experiencies can be taken into account, but the mechanism must be made "ad hoc" for each place, considering local characteristics and conditions. 
National
Construction of a private-public agreeement and a tool for the evaluation of coral reef nurseries

There was a need to collaborate between stakeholders and secure the resources to carry out specific field activities like the monitoring and evaluation of coral reef nurseries, which cannot be carried out solely by the public or the private sector indenpendently. In the DR, an agreement between the CDRC (Dominican Coastal Restoration Consortium) and the Ministry of Environment was signed so that the CDRC could lead the monitoring and evaluation of every coral nursery in the country, with the technical support of the Ministry. 

 

In order to carry out the monitoring and evaluation of coral nurseries, the CDRC created a specific manual. 

  • Willingness of public and private institutions to work toghether. 
  • A shared objective for both institutions. 
  • The need of monitoring and evaluation of nurseries all along the country. 
  • Technical and scientific knowledge and expertise. 
  • Involvement of public institutions in processes carried out by private sector or NGOs is key to achieve goals and have access to projects, in this case nurseries, in every part of the country. 
  • A good explanation, including field activities, for government officials and decision makers is key to achieve engagement. 
  • A good suggestion would be to try to keep things simple. An agreement like this one should be easy to understand and focused on one specific subject.
Implementation
National
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