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Summary of the three studies, all contributing to the definition
of the future strategy.
The three research projects delivered conclusions which will be
of value in assessing strategies for future ownership and management
of the Göta Canal, at the same time establishing a transferable
study methodology. The studies are summarised on a separate page.
Read the three study summaries
Ownership structure
The Göta Canal Company was founded as a corporation in 1810,
arousing enormous public interest. Opening for traffic in 1832,
the canal continued to be privately owned until 1978, when the
State decided to buy it. The theoretical framework for analysis
of a cultural landmark like the Göta Canal is that of "public
good". The crucial question regarding ownership is whether
the public good thus identified is of a "club good"
character or not. If it is found to be a club good, this means
that non-payers can be excluded from use, which in turn implies
that a privately-owned company can collect enough revenue to turn
the operation of the canal into profitable business. Other aspects
considered were the ownership implications of the local character
of a public good and the possibility of earning money from franchising
of canal-related activities. A key change in ownership structure
which should now be considered involves sharing ownership with
the municipalities along the canal, perhaps also opening up some
of the capital to private owners. Inducing riparian municipalities
to share ownership is motivated by the fact that the canal can
be considered to a certain extent as a local public good. To list
a portion of the company's stock and thereby open it up to private
owners is motivated by the fact that the canal company could make
money from franchising. The incentives to be an efficient franchiser
are likely to be stronger for a private listed company.
Greening the blue ribbon
From being a route of transportation for people and goods the
Göta Canal has become a popular destination for tourists
from Sweden and neighbouring countries. For boat passengers the
cultural heritage and the pleasant scenery along the canal are
the main attractions. Bikers and walkers use the canal towpath,
and many other people visit one of the locks during the season.
There are more than 1.5 million visitors annually, and further
growth is planned.
Local impacts on water quality were to be expected. During the
summer season visitors generate wastes equal to that of a town
of approximately 2500 inhabitants. To prevent effluent into the
water abatement facilities are provided along the canal, both
for boat passengers and for land tourists. All 17 guest harbours
have basic facilities, among them showers and toilets. Under a
programme starting in 1997, eight of the guest harbours have already
obtained the "Blue Flag", which is a sign to boaters
that these harbours are equipped to allow source separation of
solid wastes, safe reception of oil, filters and batteries, and
emptying of septic tanks.
Water quality in the Göta canal proper is not regularly monitored.
However, long time series of monitoring data in the intermittent
lakes indicate that water quality in the area generally is good.
The strategy for water protection is that no waste emissions into
the canal should be allowed, and the boats in the canal should
all have closed wastewater tanks. With minor exceptions all urban
areas near the canal are served by tertiary wastewater treatment
plants, and wastewater from boat passengers and land tourists
along the canal are managed by connecting the facilities to the
pipe system. By this solution the marginal costs for wastewater
treatment are quite low. Further, vegetal oils and non-poisonous
paints are being introduced for the maintenance of locks and bridges.
Environmental quality is an essential part of the natural and
cultural values of the canal area, but there are still some obstacles
to overcome. To some extent the low population density along parts
of the canal makes an extended waste and wastewater collection
more expensive. New strategies may be needed. The division of
costs and responsibilities between the Canal Company and the municipalities
varies, and there is some lack of cooperation in canal management.
Collaboration among local authorities
A contemporary trend in Europe is the shift of political power
in what at first sight seem to be two opposite directions; from
the national state to the European Union and from the national
central state level to regional and local authorities. On closer
examination, however, these two processes are interconnected,
forming different parts of a circle of redistribution of political
power within the EU. The study examined aspects of both political
and administrative co-operation between the municipalities in
the central Swedish counties of Västra Götaland and
Östergötland. Factors that are conducive or detrimental
to intermunicipal co-operation were revealed. Regional development
is
in a process of rapid transition, and in some respects has only
just begun in the Sweden. The results therefore indicate an ongoing
process, which will need to be monitored in future research.
The two counties differ considerably in their economic development
and in the forms of co-operation they have developed. The municipalities
in Västergötland have a longer and deeper tradition
of co-operation, and have already developed forms of co-operation
around the canal. In the east co-operation is recent and is in
fact creating new networks of municipalities that have a common
interest in canal development and the implementation of related
policies. These networks consist of politicians and officials
from both high and low levels of administration, in some cases
extending to groups and representatives of private businesses.
In theory policy networks can be quite large but they may also
only consist of a few key people. The relative size and resources
of the potential partners may influence co-operation, as may a
municipality’s dependency on the outside world, and the importance
that is placed on the issue.
In the case of the Göta Canal the incentive for co-operation
is not only based on the belief that this will lead to more efficient
marketing of the canal as an attraction and therefore economic
advantages for the participating municipalities. It is also seen
as a means of developing regional co-operation in general. The
incentives for this include an awareness of the vulnerability
of individual municipalities, the increased demands made upon
the municipalities by the central authorities, changes in trade
and industry, competition with other regions, and the development
of a new political and administrative ethic.
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