Governance

The concept of governance has grown in importance over the past two decades and is now used widely across different sectors. In the heritage context, governance can be defined as the interactions among institutional structures, processes and traditions that determine how power and responsibilities are exercised, how decisions are taken and how different actors have their say in relation to the identification, protection and management of the heritage place.

Governance is essentially about who decides, the instruments they use to exercise their power and responsibilities, and what processes are followed for making decisions. Instruments refer to the set of documents and means such as legislations, policies, regulations, planning documents, customary rules and traditions, technical or legal contracts etc, that outline the different processes of how decisions are made and by whom. The three elements of actors, instruments, and decision-making processes can be framed as the backbone to analyse the governance arrangements for the heritage place. Paying attention to these aspects is vital to understanding how the management system for the heritage place functions. In a practical sense, it looks at the complex relationships between actors (i.e. managers,
rights-holders, and stakeholders; see 4.2), and how the quality of governance affects other critical management processes, such as planning and community engagement. To ensure that governance is rights-based, pluralistic and equitable, it is necessary to analyse existing governance arrangements and consider if any improvements are needed.

Managing heritage places and ensuring their contribution to broader sustainable development requires effective collaboration between multiple actors, sectors and decision-making levels. Whenever choices and decisions are made about the protection of a heritage place, some form of governance enables – or not – people to exercise their rights, influence, authority and responsibilities over that place. Thus, who has decision-making power, who chooses what actions to implement and what processes are followed, deeply influences how a heritage place is managed.

In the case of World Heritage All inherited assets which people value for reasons beyond mere utility. Heritage is a broad concept and includes shared legacies from the natural environment, the creations of humans and the creations and interactions between humans and nature. It encompasses built, terrestrial, freshwater and marine environments, landscapes and seascapes, biodiversity, geodiversity, collections, cultural practices, knowledge, living experiences, etc.   , understanding the governance arrangements takes on particular importance. The inclusion of a property on the World Heritage All inherited assets which people value for reasons beyond mere utility. Heritage is a broad concept and includes shared legacies from the natural environment, the creations of humans and the creations and interactions between humans and nature. It encompasses built, terrestrial, freshwater and marine environments, landscapes and seascapes, biodiversity, geodiversity, collections, cultural practices, knowledge, living experiences, etc.   List brings additional responsibilities and greater national and international oversight and, with it, additional monitoring procedures to assess whether the OUV of the property is being maintained. Decision-making processes for the property itself – as well as its buffer zone and wider setting – become more challenging as multiple administrative levels are involved, requiring further collaboration and coordination. In addition, to ensure that the rights, obligations and responsibilities of all actors (managers, rights-holders, and stakeholders) are recognized and respected, there is a need for platforms where people can have a say in informing and/ or making decisions about the heritage place and how those decisions will affect them.

Clearly defined and equitable governance arrangements can help align efforts and reconcile interests in relation to the identification, protection, management and sustainable use of cultural and natural heritage.

Achieving effective and equitable governance and management requires coordination and collaboration among actors with rights and responsibilities over the heritage place. Much more can be achieved when people work together, particularly by building stronger cross jurisdictional partnerships that can combine resources (human, financial and technical) and explore collaborative solutions to management challenges.

Effective and equitable governance arrangements will vary according to the mandate, capacity, and resources of the actors involved, if and how their role and responsibilities are recognized and respected, as well as the availability of enabling platforms and processes. The effectiveness of coordination will depend on certain conditions including:

• involvement of all those with relevant roles and responsibilities and ensuring they have the required capacity;
• mutual respect among those involved;
• an active, sustained dialogue to achieve consensus on solutions that meet, as far as possible, the concerns and interest of everyone;
• a learning culture that is open to new ideas and explores innovation.