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 building block focuses on the network of agricultural producers and breeders that has been established under the framework of the project “Produttori di Qualità”(in English “producers of quality”). The network is currently made of 72 local individuals/small companies dedicated to the production of food and beverage products that are certified for their quality. The network includes producers focused on the creation of quality products rather than quantity.

The project focused on enhancing the awareness of living and operating in a World Heritage site and in creating meaningful networks of good practices and cooperation between producers, valuing the specificity of each product.

This has also become a platform for the creation of a direct connection between quality production and mountain huts, and hence enhancing the experience of locals, visitors, tourists as well as promoting local products and creating a mean for a sustainable economic development. In this cases farmers and breeders are not only seen as users of the natural environment, but active actors in the conservation of the landscape of the Dolomites.

The strategy #Dolomites2040 is a participatory process that was put in place by the UNESCO Dolomites Foundation in 2015. The process involved park authorities, local administrations, tourist industry consortia, environmental associations, hoteliers, farmers and professional associations with the aim of developing a set of recommendations for the management strategy of the World Heritage property of the Dolomites on four macro-themes: tourism, socio-economic development, active conservation and relationship-building.

The participatory process was carried out through a series of 11 meetings with a small group of people using the World Café method; during the meetings participants discussed key questions looking at how they would like to see the Dolomites in 2040 looking at ways to guarantee conservation as well as to support the livelihood of people living inside and nearby the property.

These information, proposals and worries have been key to the 2015 creation of the Overall Management Strategy and the Tourism Strategy, and the establishment of short-, medium- and long-term management and conservation directions tackling both the protection of the Outstanding Universal Value as well as matters of local importance.

Previous to the inscription in the WH List, from 2000 to 2013, the HHTR World Heritage Administration and the Yuanyang Management Committee for World Heritage HHTR enacted a modern law and regulatory system to promote the sustainable development of the rice terraces based on local customary laws, such as regulations on forest protection and water resources use. They have drafted local laws, regulations and administrative measures. At the same time, they nominated the site to be protected at national level. They formulated conservation and management plans which were announced by the State Council and provincial people’s government so it could be incorporated into the national legal protection system. This would allow them to obtain State financial support. While using and maintaining the customary laws and village regulations, the conservation and management of the rice terraces are conducted according to the law and are gradually being integrated into the modern legal framework.

Participatory research is essential when historical records lack and new concepts are introduced. The research in Yakou included three phases. The first phase aimed to understand the site and its significance. As a typical village with a well-preserved landscape of “forest-village-terrace-water system”, Yakou was selected to represent the landscape pattern of Laohuzui Area. Fieldwork was conducted both by the nomination team (Chinese Academy of Cultural Heritage) and the scientific research team (Yunnan University). The second phase focused on the restoration of Yakou’s irrigation system. Semi-structured interviews to locals, fieldwork and restoration were conducted. According to research results, the traditional water management system and related knowledge emerged as key elements in Yakou. Ditches, canals and water-woods were repaired to ensure its long-term use, and traditional ceremonies and inspection system were established by the elders. The third phase focused on the enhancement of the water management, where researchers conducted spatial research of the settlement patch distribution pattern and hydrological analysis using Geographic Information System followed by the replication of the experience in other villages.

The partnership and management system of prefecture-county-township-village is under the guidance of the Upstream competent department and cooperates with specialized research and technical institutions at different levels. It is a locally adapted innovative partnership that solves the integration between traditional and modern management, as well as international and national requirements.The World Cultural Heritage Management Administration of HHRT is responsible at prefectural level of the communication and coordination between international and national institutions. The Government of Yuanyang is the body in charge of heritage protection and management. A specialized unit, the World Heritage Management Committee of Yuanyang HHRT has been established to enforce the management plan and deal with daily affairs in the World Heritage site. Panzhihua Town and the Village Committee of Yakou are in charge of implementing conservation activities and coordinating with local stakeholders. From 2012-2018, the prefecture commissioned an investigation on the attributes and the water management system of Yakou village, in order to understand its underlying problems. The county sectors conducted the restoration of the water-wood management system based on the investigation's results.

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.

During the business engagement training given through the Shared Resources, Joint Solutions programme, civil society organisations furthered their knowledge about positioning, negotiation and dialogue. For example with regards to positioning, at first, Ecotrust thought about incentivising Kinyara to fulfil the requirements of and attain the BonSucro standard; a survey even showed that Kinyara was actually not too far off requirements. However, Ecotrust understood that the standard is a market incentive and helps a business access a market that it could not reach before; in the case of Uganda, the sugar industry is very much protected, so there is no added value in being certified as the price would remain the same. This led Ecotrust to switch strategies.

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.

In order to set-up a functional zoning, the connection between the different components of land-use is vital. Landscape planning is a tool for integration and creates a feasible condition for implementing management based on system thinking. The use of the patch-corridor-matrix model from landscape ecology enables habitat connectivity and biodiversity conservation.
The CBR's zoning clearly identifies that the core zone is the MPA, which is responsible for protecting primary forests on the islands and the seascape. The transition zone is the ancient town, and these two conservation centers are connecting through the buffer zone of rivers, mangrove, estuary and sea. Each zone will have its own development plan based on the main CBR zoning. Specifically, in the core zone, the government does not allow the construction of large hotels, giving priority to develop homestays; the constructions are restricted in height, materials and operating procedures to ensure that  do not disrupt forest and marine ecological landscape. In the transition zone, the old town is preserved through construction regulations. All socio-economic activities taking place in the buffer zone are planned based on the protection and promotion of the values of river, mangrove and beach ecosystems.