In the context of fisheries and aquaculture, the fish trap represents an evolution of existing harvesting methods. Unlike active fishing gear, such as seines, the fish traps require less labor and energy, which makes them very efficient in terms of catch effort. In addition, the fish traps do not physically harm the caught fish, so the fish can be taken out of the trap alive and in good health. Early experiments on partial harvests in aquaculture in Malawi date back to the 1990s, when different tools for intermittent harvest were tested. However, due to the inefficiency and labor-intensity of the methods, there has been no broad application or further developments.

Based on this knowledge, further literature research, and expert discussions, the idea was born to build and test a size-selective fish trap to regularly harvest the juveniles of the initial fish stock. This innovation is thought to control the stocking density, to optimize the use of supplementary feeds, and to not exceed the carrying capacity of the pond. Ideally, a successful application of the fish trap would result in households increasing their overall aquaculture productivity, whilst harvesting small quantities of small fish much more regularly than has been customary in aquaculture to date. The intermittently harvested fish can be consumed within the household or used to generate small amounts of regular income. Meanwhile, the initial fish stock (parent fish) will be grown to a larger size for the final harvest.

Sembrando Ciudades has two major components, the technical process and the participatory process with the community, for which each of the consulting teams has expertise in one of the two areas, and combined, it was possible to maximize its scope and impact. For the more technical component, the REVIVE team carried out a series of strategies and local actions in favor of the conservation, improvement and expansion of urban trees and green infrastructure, generating a spatial and operational toolbox to promote informed decision making on urban greening needs. Colectivo Tomate led the participatory processes by promoting the construction of a community model through multiple activities of environmental awareness and integrated risk management, strengthening the inhabitants to face the current challenges and appropriate the demonstrative solution to promote climate adaptation installed in the public space.

Throughout the work with each city, there were different stages according to the type of activities carried out:

• Preliminary

First approach with local officials, population and civil society involved with each city, in order to present the vision and objective of the project, as well as to generate a communication network to support the logistics of the implementation of all the activities to be carried out.

Spatial diagnosis of the selected site in terms of urban trees, pollution indexes, heat islands, among others, as well as a face-to-face analysis of the site to determine the feasibility of implementation aligned with the objectives of the initiative.

• Awareness-raising

Meetings with the community surrounding the implementation site where the field team introduces itself and explains the project's objective. Using a socio-artistic methodology, spaces are created to meet and dialogue with the people to learn about their needs, and thus begin to build a collaborative proposal sufficient to execute a demonstrative action in the public space that meets local needs.

• Socialization and training

Capacity building for the community and local officials, through awareness raising and socialization of essential concepts to address the climate crisis.

• Implementation

Installation of demonstrative actions that favor climate adaptation and meet local needs, promoting environmental and social connectivity in the area, as well as color interventions through murals and floor painting to promote the habitability and enjoyment of the space by children and neighbors.

• Closing

Commemorative space for the delivery of the results of the project, recognizing all the key actors involved, and community participation.

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• Our transnational cooperation was largely based on personal contacts and larger efforts were dependent on external funding. The work for the preparation of the joint management plan has allowed us to structure the transnational cooperation and formalize it. All these measures will contribute to a more sustainable and long-term cooperation that isn´t so dependent on personal connections. 
• Now we have a better explanation of the tasks and organization of the transnational cooperation group, and we also included all municipalities in the area in the group.  
• An expert panel will help in management questions considering protection of World Heritage values and give valuable input to both site managers and the transnational cooperation group.
• Personnel from different levels in the management authorities in both countries will meet regularly, and this is written into the management plan.   

To be able to write a joint management plan, we need to agree on what we have to manage. A shared understanding of the key values and attributes is crucial. An important step for us was to facilitate meetings that brought  the national geological surveys in both Sweden and Finland together so they could discuss land uplift and ice age traces and consider the site in its totality. These discussions gave important insight on the geological attributes of the site. 

To get a clear overview of the key values of the property, excerpts from the SOUV for High Coast/Kvarken Archipelago were analysed and grouped together as seven key values. Attributes were listed for each key heritage value. This process gave a clear connection between the SOUV in the everyday work with WH management. It makes the abstract concept of World Heritage more tangibly associated to its management.

In order to achieve behaviour change among communities, well-crafted environmental restoration and climate-smart agriculture messages should be disseminated in a persuasive, exciting, and attractive way that is friendly to all and culturally accepted by respective communities.  Well-known practical examples are demonstrated for easy understanding of the program.

The youths who constitute about half the population of Malawi mobilise themselves and get into youth clubs. They plan to address environmental issues that affect them directly and indirectly in their communities. This is an energetic and innovative category of people that focuses on shaping a better future through awareness raising in the community by use of arts such as drama, music, poems and community meetings. They work very collaboratively with traditional leaders who support them by giving them access to land for restoration, calling community members for community meetings and enforcement of community norms.  

The program is community-driven which means the youths in schools and youth clubs, as well as community members, especially women in natural resource management committees, are both participants in, and beneficiaries of, restoration efforts. The program enjoys great support from the Traditional Leaders. The community decides where restoration should be done, and how and when it should be done.  This approach ensures community ownership and sustainability of the program. 

The program is community-driven which means the youths in schools and youth clubs as well as community members especially women in natural resource management committees are both participants in and beneficiaries of restoration efforts. The program enjoys great support from the traditional leaders. The community decides where restoration should be done, and how and when it should be done.  

The local residents who were previously excluded from the various cultural tourism activities and festivals centering on the World Heritage property started to independently host village activities and built up their capacities for delivering and managing events. 

The initial residents group started to participate in the operations of the Suwon Heritage Night Walks in 2017 as traffic control staff. As the number of festivals that were hosted to celebrate Suwon Hwaseong as World Heritage increased, such as the Hwaseong by Night, World Heritage Festival, and Media Art Shows, the number of jobs available for the residents also increased. 

The Haenggung Village Cooperative Association was established on 31 May 2021 and it consists of 46 members. The main line of work is creating content and activities for visitors. 
The association is composed of 4 sub-groups each named “jigi”, which in the Korean language means friends: 

• Haenggungjigi, who focuses on providing event support, information, sanitation and the operation of activities; 
• Donghaengjigi, a group that creates the content and stories of the village tours; 
• Surajigi that promotes and shares research and education on food; 
• Cheongnyeonjigi, the group that monitors and conducts evaluations of activities.