Electrified "porcupine fences" were installed around 10% of each of the three land plots identified to protect households, crops and property from wildlife. These fences were designed to prevent large wildlife, particularly elephants, from entering 10% protected areas, thereby reducing human-wildlife conflict. Construction began in March 2023, with three plots (totaling 10 acres) being constructed. The fence construction was completed by mid-April 2023, securing over 20 people in the three households. During construction, all casual workers were youths from the Kamungi Conservancy Community, providing an indirect benefit of income and honing skills in fence construction and maintenance. This ensured that knowledge was retained within Kamungi for future maintenance. Skilled technicians oversaw the construction and maintenance of the fences, ensuring they were built to withstand wildlife pressures. Community members were actively involved in the construction process to reduce costs and foster a sense of ownership.

Thorough assessments were conducted to identify human-wildlife conflict (HWC) hotspots and ensure the project addressed the most critical areas. This involved gathering quantitative and qualitative data to make informed decisions about fence placement and other interventions. GIS mapping, surveys, and interviews were utilized to understand current land use patterns, wildlife corridors, and areas experiencing frequent HWC. Surveys were also conducted with households to establish threats, crop and property destruction, and the amount of harvest farmers were getting. The results of the needs assessment were submitted to the Kamungi Board, who used this information to select three final beneficiaries of the 10% Fence Plan. Their decision was then passed through a public participation community meeting, where members present endorsed the identified beneficiaries.

Engaging and educating community members to ensure they understood the project, its benefits, and actively supported its implementation. This involved clear communication of project goals, addressing concerns, and fostering a sense of ownership among the community. Public participation was facilitated through monthly meetings in Kamungi Conservancy (KC) to create awareness on the benefits of the 10% Fence Plan, hazards, and overall project objectives. These meetings served as a platform for open dialogue, where community members could voice their concerns, ask questions, and provide input. Additionally, the meetings were designed to disseminate crucial information about the project, including how the fences would mitigate human-wildlife conflict, protect crops and livestock, and improve overall community safety. Educational sessions within these meetings focused on practical aspects of the 10% Fence Plan, such as maintenance and repair techniques, as well as broader conservation principles. This consistent engagement ensured that the community remained informed, involved, and supportive of the project's goals.

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Test

Using SENASAG's disease surveillance system (SINAVE 2022) as a basis and considering the various actors identified by local stakeholders to form the surveillance network, the pilot model for disease surveillance with a One Health approach was designed and presented. 

Through collaborative work sessions with different local actors in both working municipalities, the local actors defined the structure of their monitoring networks, which are presented.

Based on the results of workshops conducted with different stakeholders in the municipalities of RBQ and SBV, the following stakeholders were identified as potential members of the surveillance network:

• Municipal technicians, 
• Health establishments,
• SENASAG RBQ and SBV technicians,
• Protection corps of the Madidi and Pilón Lajas protected areas,
• Indigenous organisations (CIPTA/CIMTA and CRTM),
• Tour operators and guides
• Local wildlife custodian centres

• 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.

The High Coast (Sweden) became a World Heritage Site in 2000, and 2006 the World Heritage became a transnational site with the addition of the Kvarken Archipelago (Finland). Since the nomination process wasn’t done together, there was no clear cooperation structure in place. In 2008, a transnational cooperation group was formed with representatives from municipalities and authorities from the involved regions. Since the expansion of the World Heritage site to include Kvarken Archipelago, the cooperation between management authorities has progressively increased. The level of cooperation has varied a bit, mostly due to personnel changes. It takes time to build a team.

There has been several larger joint projects, financed by Interreg, an EU fund that promotes cross-border cooperation. The last one was LYSTRA from 2018-2020. In this project, Metsähallitus and the County Administrative Board started to work very close together. Now the cooperation between the site managers and other staff is an essential part of the work and a large contributing factor to the joint management plan.  The project produced the first joint plan, which was an interpretation plan for the whole site.