BB1. Organising stakeholder engagement and public participation
BB2. Creating a vision and objectives for MSP
BB3. Building scenarios for MSP
BB4. Sector analysis and briefings
BB5. Spatial database and filling data gaps
Strengthening the Department of Archaeology and Conservation in the National Park
Tahai archaeological site
Ma'u Henua
Rano raraku archaeological site, Rapa Nui National Park
Ma'u Henua
The National Park counts with exceptional archaeological components. Yet, it only counted with one specialist among its staff. With approximately 20,000 archaeological sites located within the park boundaries, from which 1,000 Moai and 300 Ahu or ceremonial structures stand out, besides dwelling structures, rock art, and caves, the current administration has prioritized the safeguarding of the archaeological component, as highly significant for the living community. The strenghtening of the special department for the research and study of the preservation of this important cultural heritage enables the development of conservation strategies specific for this type of heritage, as well as the reconnection of the community with their cultural assets. The majority of these assets are exposed to the island climate conditions, as well as to decay due to the touristic use and the anthropic and livestock impacts. Among other activities, this new unit has developed:
Capacity building and acquisition of digital recording tools for the diagnosis of the archaeological heritage.
Conservation projects based on a portfolio of sites in emergency and a methodology that collects traditional rapanui knowledge linking it to scientific knowledge.
Partnerships and networking on climate change impacts.
Archaeology specialists among the Rapa Nui community
Establishment of institutional technical support through the STP (Secretaría Técnica Rapa Nui, CMN/Technical Secretary Rapa Nui)
(1) Need for a specialized department for research and conservation of archaeological heritage within the National Park.
(2) Need of articulating and coordinating work with other institutions that have interference heritage issues.
Incorporating Indigenous understanding and values of nature and culture in the heritage management system
Linking tangible and intangible heritage of Rapa Nui culture
Ma'u Henua
Ma'u Henua Board and Rapa Nui authorities raising awareness on heritage care
Ma'u Henua
Rapa Nui culture, connecting the Park to the culture
Ma'u Henua
A fundamental step to take over the management was to recognize the Indigenous worldview of Rapa Nui People and their understanding of nature, as well as their relationship with their cultural heritage into the management of the protected area. This enable the consideration of place-specific needs and opportunities. This process implied:
The recovery of the Indigenous language, for creating documents and materials for the management of the National Park.
The consideration of the ancestral organization system based on clans, through the organization Honui that participates in the decision making process in the National Park.
A survey of the sacred places.
A prospective recovery of the name Rapa Nui to name the island instead of Easter Island (Isla de Pascua).
The reconnection with Rapa Nui traditional knowledge, festivities and cultural expressions.
The development of a public use plan in which the community traditional uses dialogue with the tourist and heritage uses
Recognition and promotion of ancestral use of medicinal plants based on the generation of projects and programmes for the enhancenment and recovery of the natural component and ancestral medicine of Rapa Nui.
A plan for the return of Tupuna (ancestors) and cultural elements that are outside of the island.
Initiative by the Rapa Nui community to recover and value their ancestral culture.
Endorsement from the State institutions in charge of heritage protection: the Ministry of Culture and Arts, and the Chilean National Forestry Service (CONAF), Ministry of Agriculture.
(1) Importance of the integration of local understandings and Indigenous language in the official education system.
(2) Need to change the touristic view over the island, and instead inviting the visitors to learn from a living culture and its ancestral history, and to be part of a community during their stay, getting involved with cultural activities, and not just come to see a Moai.
(3) Need of cooperation alignment between the Culture and Education sectors.
(4) Identification of new areas in need of urgent protection.
(5) Adaptation of the statutes of the Indigenous Community to our idiosyncrasy as a People.
Strengthening the community internal capacity to constitute as park managers
Celebration of International Tourism Day
Ma'u Henua
Celebration of International Tourism Day
Ma'u Henua
Celebration of International Tourism Day
Ma'u Henua
Community support in the caring and maintenance of our park
Ma'u Henua
Community support in the caring and maintenance of our park
Ma'u Henua
Raising awareness on the heritage and environmental care
Ma'u Henua
Community support in the caring and maintenance of our park
Ma'u Henua
In order to be prepared for taking the responsibility of the management of the National Park, the community required to build capacities on legal, administrative and technical aspects. This approach also considered the capacity building of local park rangers, in charge of transmitting, promoting and safeguarding their heritage's cultural value. Ma’u Henua has become a space where diverse fields of technical academic specialization and local experts could develop their activities in a complementary and joint manner. This is one of the most important spaces for the application of cultural and technical methodologies that dialogue with the tangible and intangible heritage context.
The process of institutionalization of the Indigenous institution allowed the community members to get involved and learn about administration, developing new skills and reinforcing their knowledge.
Youth educated in the mainland was willing to engage in the management of the protected area and return to live in the island.
Creation of opportunities in the island and national policies for community development.
Agreement with the CONAF and the Ministry of Culture and Arts.
Rich local knowledge among Rapa Nui community members.
(1) The island provides work opportunities on park management, tourist services, and other monitoring activities. These opportunities empower youth which recognize and learn about their culture and heritage, re-learn to appreciate it and protect it. World recognition of its value supports intergenerational transmission.
(2) Importance of involving elders to pass on knowledge to youth. Citizen participation is essential for management and there is potential of capitalization on local knowledge.
(3) Permitting the locals to engage in park ranger roles produce jobs in the island, allowing the use of the knowledge of the Rapa Nui community to communicate the values of the island and to better monitor their conservation.
(4) Establishment of culturally safe protocols and respectful alliances between the Ma’u Henua and State institutions for unifying criteria for heritage protection.
(5) Elaboration and implementation of an administrative structure that establishes procedures and protocols.
Institutionalization of the Indigenous administration
Newly elected board first meeting with Honui
Ma'u Henua
Newly elected board first meeting with Honui
Ma'u Henua
Meeting between Ma'u Henua Board and the Honui autonomous authority
Ma'u Henua
Patrolling and safeguarding the Rapa Nui National Park
Ma'u Henua
In order to develop an enabling environment for the establishment of an Indigenous institution in charge of the administration of the National Park, it was necessary to develop a number of legal, administrative and financial instruments. This institutionalization process required the study of references and the generation of a regulatory and representative framework for the operations of the new management entity. This framework is based on a dialogue with governmental institutions in order to implement the administrative transfer, and the establishment of legal instruments that ratify the new administrative entity. The most important steps in this process were:
Indigenous consultation in October 2015 in agreement with the ILO Convention 169.
Creation of statutes for the Indigenous Community Ma’u Henua establishing its structure, operation, composition and Honui (clan representatives).
Operational Plan in which CONAF and Ma'u Henua managed the park together between 2016-2017.
Framework that could regulate the internal processes of economic audits and public management accounts in order to contribute to a transparent management.
Enactment of a Ministry of National Assets Decree which granted the administration of the territory of the park to the Indigenous Community.
The Indigenous Law (Law 19.253, 1993) created, along the concept of Indigenous Communities, the Comission for the Development of Easter Island, where representatives of Rapa Nui People dialogued with representatives of the Government of Chile. This authority allowed progress in the political will and the generation of trust, achieving among other themes, the transfer of the administration of Rapa Nui heritage to the local community.
(1) The board of directors is elected for a period of 4 years. Recently, a new board has been elected. The transfer will allow restructuring based on the lessons learned of the first administration, allowing the establishment of priorities for improving the management, community involvement and COVID-19 safety protocols.
(2) The administration led by Ma’u Henua has made significant progress in local empowerment and cultural heritage management, however the process has not been immune to various internal conflicts and with the Government of Chile, as part of a transition.
(3) The transfer from the State administration to Ma’u Henua has not been easy, due to political, social and cultural factors. However, significant progress was made in the organization and management of the National Park. This needs to be analyzed in depth to build the foundations for new relationships and management proposals by the new board.
(4) Need to develop a management plan for the World Heritage site with an integral focus including views of other local, national and international organizations.
