To facilitate place-based processes that foster inclusive conservation it is necessary to collect local/traditional knowledge, views, and values from multiple stakeholders. Some methods to gather such information were used in the Sierra de Guadarrama National Park:

• Oral histories and historical datasets review to reconstruct how past visions and drivers of environmental impact have changed over the last 50 years and inform current and future conservation goals;
• Interviews with local stakeholders on 1) how participation works in the protected area and potential barriers/opportunities for more social engagement, and 2) their visions for park management, the values and knowledge that underpin the visions, and their perceptions of landscape changes and the underlying drivers;
• Face-to-face surveys with residents, including participatory mapping tools (i.e. Maptionnaire) about landscape values and ecological knowledge. Online surveys with local stakeholders to identify changes in their visions, values and perceptions of the landscape after the COVID-19 pandemic; and
• Deliberative processes embedded in a participatory scenario planning exercise that used cognitive and emotional maps to collect collective knowledge of the protected area while capturing intertwined affective relationships.

Under state legislation, the Victorian Environmental Assessment Council (VEAC) is charged with providing advice to government regarding the use of public land, with public consultation a key component of the process. The Victorian government accepted VEAC’s clear, evidence-based recommendations that domestic stock grazing not be permitted on public land along the Ovens River; that a collaborative approach be undertaken with land holders and natural resource agencies to remove stock grazing and develop practical solutions for fencing issues; and that the land along the lower Ovens River be gazetted as National Park. A range of other statutes also facilitated the removal of grazing.

Life systems are connected across geo-political and social boundaries. The Beach Co-op works within a global understanding of environmental and social opportunities and challenges but acts at the local and national level to address them.

In recent times, a participatory research programme led by the private partner has been working towards allowing the new heritage authority to promote a genuine values-based and participatory heritage management. Understanding heritage in terms of who assigns just what importance can inform site conservation and improve the management of change in the wider landscape. Diverse perceptions of, and relationships with, the World Heritage property and other heritage have been mapped, and this has allowed previously neglected connections and interdependencies to emerge.

The initiative also works to identify capacity within civil society, institutions and among local heritage specialists to contribute to heritage agendas and so steps beyond classic cultural mapping to understand what triggers positive change in a broad local network.

The first tangible results emerging are geo-referenced tools aimed at improving decision-making regarding change and continuity and harnessing local capacities in the process. The overarching aim is that of capturing the full potential of heritage’s contribution to sustainable development in this difficult and complex area.

The nature of Herculaneum’s burial 2000 years ago meant that open-air excavation in the early 20th c. revealed an extraordinary level of preservation of the Roman town but had to be accompanied by the stabilization of these multistorey ruins, and the reinstatement of roads and drainage systems. The site today requires conservation of the archaeological fabric but also of these aging restoration interventions, and at an urban scale.

However, efforts at Herculaneum in the late 20th c. approached the site as a series of individual elements. This was partly due to limited access to interdisciplinary expertise and steady funding sources – sporadic capital funding for one-off localised projects predominated.

With the turn of the millennium, a new approach was taken that mapped conservation issues and interdependencies between them across the entire site, and acted on them. Initial efforts focused on resolving situations in areas at risk of collapse or with vulnerable decorative features. Over time the focus shifted to long-term strategies for reducing the causes of decay and developing site-wide maintenance cycles sustainable by the public authority alone so that the site would not revert back. With these now entirely sustained by the public partner the overarching objective has been achieved.

Each year, Save The Waves accepts one new World Surfing Reserve from surf communities all around the world. The application process requires significant work from local communities and their inquiry is based on the following core criteria: 

1) Quality and consistency of the wave(s);

2) Important environmental characteristics;

3) Culture and surf history;

4) Governance capacity and local support;

5) Priority Conservation Area

Each application is reviewed by an indepedent Vision Council made up of professionals in the conservation, business, nonprofit, and surf fields. Once the World Surfing Reserve is selected based on the rigorous criteria, they undergo the Stewardship Planning Process and the other building blocks to formally dedicate the World Surfing Reserve.

A Local Stewardship Council (LSC) is the main representative of a World Surfing Reserve and is in charge of implementing the Local Stewardship Plan. The LSC works together with Save The Waves Coalition to Protect, Steward, and Defend their surf ecosystem.

LSC members work on the ground and with the local community to carry out activities that result in the long-term conservation of the reserve as well as celebrate and honor the tradition of surfing and ocean recreation.  The Stewardship Planning Process brings together the LSC and important community members to map out the the critical threats to the region and come up with long term goals and objectives for permanent protection.  

The Stewardship Planning Process generally follows the outline in "Measures of Success" that includes building a Conceptual Model, developing a management plan that identifies goals, objectives, actions and timelines based on the threats to address.

The tubular nets technology was co-designed with women producers themselves to ensure it was adapted to their needs and became theirs.

Several tests were necessary to determine the optimal length of the nets (15m instead of 30m), and how to harvest them (opening them to remove the seaweed instead of cutting the seaweed outgrowth). This ensured the nets were adapted to the women's needs. 

Besides containing cultural heritage designated under the Law for the Protection of Cultural Property enforced by the Agency for Cultural Affairs, the property contains areas that conform the Yoshino-Kumano National Park which administration is in charge of the Ministry of the Environment and the three prefectures that are related to it: Wakayama, Nara and Mie, and their local authorities. The Three Prefectures’ Council for the World Heritage Sacred Sites and Pilgrimage Routes in the Kii Mountain Range, was first established to pursue the nomination to the World Heritage List, and after the inscription, it is in charge of coordinating conservation actions and developing the management plan. The governors of the three prefectures serve as chairpersons and vice chairpersons, while the mayors and heads of education of the municipalities serve as members of the council. The Agency for Cultural Affairs participates as an observer. The protection of cultural properties is carried out in cooperation with the department of cultural property protection and regional development of each prefecture and the person in charge of the municipality.  In addition, the Council is advised by a scientific committee consisting of experts from several fields.

The Laponia Process was an approach to dialogue created and developed by a diversity of stakeholders in the Laponian Area World Heritage property. Since Laponia is a large area which consists of several protected areas, to establish a coordinated management system as a whole has been very challenging since its inscription in the World Heritage List. The County Administrative Board of Norbotten and the Sámi communities and municipalities of Jokkmokk and Gällivare started originally to prepare their conservation programs independently. The Laponia Process started by the initiative of the Governor of Norrbotten in 2005 including all stakeholders in a process of dialogue based on a set of common values, which would lead the parties to agree in crucial issues and the terms in which the Laponian Area should be managed. All decisions were determined to be taken by consensus, and new regulations for the national parks and nature reserves were requested. In 2006, the parties signed a common agreement which they sent to the Government, which contained:

• A set of common basic values
• Common intentions for a number of efforts
• The establishment of a temporary Laponia delegation
• Preparations for the start of a World Heritage management group with a Sámi majority on the committee.