The landscape setting of Scelig Michíl are vital components for the conservation and protection of the Outstanding Universal Value of the site, for this reason the site of Scelig Michíl is not managed separately as an archaeological site and a natural protected areas but it is managed as an evolved cultural landscape made of cultural and natural values that have been shaped over more than 1300 years of history.

The management of the site requires a careful balancing between natural, cultural and socio-economic values; and the use of the place. The management strategy looks not only at the conservation of the built heritage and the physical fabric of the site but also at the conservation and enhancement of the setting of the place through cooperation among cultural and environmental bodies (institutional, governmental and non-governmental).

The conservation of the cultural attributes of the site requires to consider an overarching set of possible challenges of geological, environmental, cultural but also climatic nature.  Additionally, the conservation of the setting of the landscape and the way in which the place is experiences is further enhanced by the limited accessibility to the island, which is required for reasons of security, carrying capacity and for the adequate conservation of bird breeding grounds.

Scelig Michíl was inscribed on the World Heritage list for its unique cultural values as a striking early example of remote monasticism.  In the management of this site, the significance identified in the OUV is complemented with a deeper understanding of the the interconnected nature-culture significance of the site and management and conservation decisions are met also considering natural, intangible and socio-economic values. In order to fully understand significance of Scelig Michíl as a cultural landscape and as an example of early remote monasticism, there is the need to acknowledge and consider the intrinsic natural values of the place and its role as a striking setting for this monastic archaeological site.

The management plan has committed to further explore the natural heritage of the island, which is internationally recognised and protected as a Special Protection Area and a Nature Reserve, looking at further strengthening the cooperate on between the site management team, the National Parks and Wildlife Service. This includes the preparation of adequate assessment when maintenance and conservation works are planned for the archaeological remains on the island and the inclusion of site-specific conservation objectives and counts for the bird and floral species on the island.

The research that Ecotrust and the Kiiha partnership undertook was quintessential in understanding the context they were operating in and the risks that the company faced, which allowed them to frame their business engagement approach, argument, strategy and actions more efficiently.

The Kiiha partnership initiated by the Ugandan Directorate of Water Resources Management, which gathered the department, GIZ, Kinyara, and Ecotrust, helped to create a dialogue platform that fostered research. This in turn helped inform discussions, recommendations and solutions to address sustainability risks to sugarcane production and development while considering different needs and perspectives. The partnership also helped Ecotrust engage more easily with Kinyara. In addition, the Kiiha Catchment Management Plan provides an obligation and roadmap for businesses in the target area to ensure that their practices are sustainable, and allows for further potential collaboration between civil society and business.

The World Heritage Management Board was established in 2012 and is composed of 8 members representing the main stakeholder groups in the World Heritage property: 5 mayors of the 5 municipalities - Røros, Tolga, Holtålen, Engerdal and Os-, 1 representative for each of the 2 counties - Trøndelag and Innlandet (regional level)- and 1 representative of the Sámi Parliament. The chair holds the role for 2 years and can be re-elected. The World Heritage coordinator acts as the Secretary of the board. Besides, there are 6 observers: the Director of Destination Røros, the Director of the Røros museum, the Director of Nord-Østerdal Museum (3 municipalities), the Director of Røros Municipality, the Cultural Heritage manager of Røros and the site manager of the Femundsmarka National Park who represents both national parks and the governors of the 2 counties. The board has regular meetings (4-5 times a year) and excursions where they process cases proposed by the coordinator, by the members themselves and by other stakeholders. The management plan, budget, new proposals to strengthen the values in the site, national and international collaboration and hearings of different suggestions from the directorates and departments are discussed. The decisions are taken by consensus.

CBR management consists of the coordination and use of locally available instruments, human resources and financial resources. It requires to consider shared benefits and responsibilities in natural resource management of agriculture, forestry, fishery, science, involving local and national authorities and the international community. The intersectoral coordination consists of bringing actors from the state and civil society together to achieve a mutual understanding on an issue and negotiate and implement mutually agreeable plans for tackling the issue once it is identified. For this, top-down and bottom-up approaches can be combined. The management board is composed by provincial departments of agriculture and rural development, natural resources and environment, culture and tourism, and science and technology. These departments are under guidelines from Central Government, especially regulations applied for core zones, i.e. top-down approach. Besides, there are associations including farmers, women, youth, business enterprises, private sector participating in the management board and decision-making process, i.e. bottom-up approach. The leader is the provincial authority chaired by the vice-chairman of the People's Committee.

Elders and others with land-based knowledge (ki ki no mah gay win) are important for their role in guiding decision-making in personal, family and community matters related to use of the land. Knowledgeable Elders are respected for their role in ensuring continuity of Ji-ganawendamang Gidakiiminaan (keeping the land). Elders advocated for the community voice to be heard in defining strategic direction for Ancestral Lands, and in the nomination dossier and all communications and decisions about Pimachiowin Aki. Elders are part of Annual General Meetings, regular and special meetings of the Corporation, planning team meetings, and community-based lands working group meetings, to guide protection and management of Pimachiowin Aki in accordance with the principles of Ji-ganawendamang Gidakiiminaan. Adherence to these principles requires local community authority in protection and management and a continued presence on the land. Those with the greatest experience on the land (e.g. Elders, head trappers, trapline helpers and others with personal and family ties to specific family harvesting areas) are leaders in sharing Akiiwi-gikendamowining and ensuring compliance with the principles of Ji-ganawendamang Gidakiiminaan. 

First Nations started a process to define Ancestral Lands by completing land use and occupancy studies, archaeological research, moose habitat studies, historical documentation, and community-based land management plans. From 1999, they started the dialogue on the importance of Ancestral Lands, way of life, industrial threats and how they could work together and help each other. In 2002, the First Nations Accord was signed, a historical document describing the commitment to work together to protect Ancestral Lands. The impetus for creating a not-for-profit charitable corporation with a Board of Directors was to have a forum for continued and regular dialogue, consensus-based, non-hierarchical decision-making and a legal entity that could make contracts, raise funds, and develop a World Heritage nomination dossier. The Corporation was established in 2006 with a Board consisting of one representative from each First Nation and Provincial Government. An Executive Director oversees operations and provides support and advice. The mission is to acknowledge and support Anishinaabe culture and safeguard the boreal forest, preserving a living cultural landscape to ensure the well-being of Anishinaabeg and for the benefit and enjoyment of all people.

Involving all stakeholders in the conservation of the Rice Terraces cultural landscape required the strengthening of existing networks, where the traditional knowledge behind the construction and maintenance of the terraces, carried by the Ifugao people played a pivotal role for their recovery and sustainable conservation. As a community organization where 99% of its members are Ifugaos themselves and based on the Philippine Rural Reconstruction Movement (PRRM), a national NGO working on community development projects, SITMo had strong foundations for the development of alliances. It developed partnerships with the national authority and the local governments in order to involve local communities in the process of recovering the terraces and develop sustainable strategies for their long-term conservation. SITMo focused on organizing farmers in the different World Heritage clusters to discuss issues confronting the terraces in focus groups with the communities. All along, archaeological and ethnographic research has been conducted continuously by SITMo in cooperation with academic institutions namely UCLA, the University of the Philippines, and Ifugao State University.

For Defensores del Chaco [Protectors of Chaco], information and communication technologies are now a fundamental part of the fight against climate change and the sustainability of the planet.

Defensores del Chaco has a team of committed young people with creative skills. They use the latest technological tools to produce quality content, prioritizing what should be communicated and using the tools to create content and achieve calls to action. 

The products they produce involve the: 

1. Creation of a video
2. The preparation of a flyer