The long-term plan of OMY is embodied not merely by one private developer but jointly initiated by a group of public-private stakeholders across the local business districts. Indeed, the Council for Area Development and Management of OMY, being comprised of 68 landowners, 12 observers, and 8 special members in 2016, established the Advisory Committee on OMY Area Development in 1996 together with the Tokyo Metropolitan Government, Chiyoda Ward, and East Japan Railway Company. As the first area management initiative in the country, the Committee regularly updates the guidelines for redevelopment activities since 1998. These guidelines set out 8 development goals, key functions of zones, axes, and hubs, district design standards, and local operation rules for coordinating cityscape, networking public open spaces, and transferring FARs. Furthermore, the committee has introduced a variety of area management and place-making initiatives such as free loop bus service, car-free public spaces, establishment of a district-level association, and various city events.

Awareness raising campaigns were conducted in each of the 9 cantons. They covered the following elements:

1. field to discuss about FLR and the planning of potential activities
2. local meetings with 77 villages, to share findings from field visits
3. radio programs in local languages
4. exchange sessions with the prefectural director for environment,
5. design & development of signboards for each village

After the participative mapping and inventory findings were shared with the communities by the installation of synoptic tables in the villages themselves, visible and accessible for everyone. This triggered community internal discussions and allowed to identify one or two low-cost restoration options per village to be implemented by the communities themselves under the technical supervision by forest service staff. The continuous information provision via various awareness raising formats and participatory meetings to identify FLR priority options in each of the cantons, led to a high momentum and legitimacy in the communities to engage in restoration.

Results of the participatory mapping and forest inventory allowed to assess forest resources and identify concrete priority options for landscape restoration in 4 zones.

Criteria for selecting priority options:

1. promote the restoration of natural forests, fragile and specific ecosystems,
2. achieve societal goals and objectives related to the conservation of biodiversity and human well-being,
3. to be implemented in the framework of existing projects in different land tenure types (protected areas, community or village forests, sacred sites),
4. limiting the fragmentation of forest areas and maintaining the connection of natural habitats.

Restoration options include the following:

1. Densely populated land (forest land, farmland, settlements): forest enrichment, agroforestry, river bank restoration)
2. Agricultural land: improved community forest management, enrichment of agroforestry systems, buffer zones around water bodies, wood energy forests
3. Dense forest, shrubland, riparian forests & savannahs: restoration of swampy savanna, riverbanks & community forests, fallow enrichment, improved pasture management
4. Wetlands, marshes, mangroves, grasslands: wetland & mangrove restoration

Association Las Huacas has developed a Cooperative networking with different allies from private and public sectors. Partnership agreement with GEOGES C.Ltda. (environmental consultancy agency), wich has been interested into cooperate with ancient populations in order to preserve the culture and traditions, as well as to recover the optimal conditions for mangrove development and conservation.
The agreement brings to the association the technical capabilities of the Agency, in order to get the assistance to design- implement- and follow up of the management plan. The agreement has also served as a framework for cooperation at different levels – community, asociation – in order to enforce the organizational aspects of both institutions, as well as to propose and to develop alternative initiatives of production or self-employment, and the critical analysis of thrird parties cooperation initiatives.

Scientists, who have been monitoring the area before it was closed, estimate a 500% increase in biomass within the area since the closure. The area, previously covered with sea urchins, is now a thriving biodiversity hotspot with the balance restored. The elders report new species in the MPA that have not been seen in living memory. The coral, previously destroyed by human feet, has recovered quickly and the lagoon area is now known as one of the best snorkelling destinations on the Kenyan coast. Local and international students come and learn in our living marine classroom. Turtles feed on the seagrass beds undisturbed, and the number of nests has increased significantly. The area has returned from being a marine desert to a marine paradise and a critical model globally that shows how a poor community can help conserve nature and benefit from it too. Bigger and better catches outside the MPA has ensured support for the permanent closure.

Community recognition that action was needed to improve dwindling fish stocks was followed by the identification of various stakeholders to help us achieve our goals. Communication, outreach and awareness building programmes were set up and a visit to a similar project in Tanzania went ahead in 2004, and encouraged the community to use local marine resources sustainably.

A democratic decision to close an agreed lagoon area was agreed. Legal and policy frameworks were put in place, and the first LMMA in Kenya was approved in 2006 under the National Environmental Management Authority. Following this, a collaborative governance model has emerged under Beach Management Units (BMU's), where fishers and government work together towards sustainable fishing and improved livelihoods. In setting up the MPA, we went through various phases; conceptualisation; inception; implementation; monitoring; management and ongoing adaptive management.

The main objective of tourism and recreation economic analysis have been used for public relations objectives. Common objectives of tourism economic analyses have been to increase support for raising PA budgets, for building partnerships, and for influencing local policies and planning decisions.

These types of uses require lower levels of detail or accuracy compared with other studies focused on evaluating management alternatives for specific PA issues, like decisions about new investments, facilities or services. For instance, park managers may wish to use this tool for the purpose of adaptive management and/or integrate economic impact evaluation with a livelihoods or social analysis of the PA that reveals non-monetary benefits and costs. In such cases, the study should be designed to allow for estimation of local level impacts.

At the same time, government administrators may wish to compare the national level value of a park with other land uses or parks in similar regions. What is important is that major stakeholders are consulted prior to the design phase so that chosen measures and their relationship to the park reflect what is desired to be known by the intended audience.

Practical implementation steps include:

• Site selection and community involvement;
• Engineering and design;
• Water use assessment;
• Excavation and construction;
• Operation and maintenance (establishment of water management process, including: Water committee, care takers and provision of trainings)
• Monitoring and evaluation

The campaign employs a multi-stakeholder approach by ensuring that relevant stakeholders including the relevant Government Ministries, Schools, Private Sector, Farmers, Media, PELUM Kenya member organizations and othe CSOs are involved in the campaigns as a strategy of enhancing sustainability of the project beyond the project period.

The project targets the wider public through mass awareness creation so as to raise awareness on the need to grow and eat organic foods.

Media is embraced to reach to the wider public through both electric and print media methods. This includes continuous update of PELUM Kenya’s social media sites with organic food and farming messages. The media practioners are also invited to cover and air the various activities.

It also targets to build capacity of small scale farmers to further embrace organic foods and farming for healthy environments and people. This is done through exchange visits to successful organic enterprises and organic exhibitions.

As a way of enhancing the spirit of networking within PELUM Kenya network, all the member organizations of PELUM Kenya in the focus areas are involved in all aspects of this project.

INECC established a multi-actor alliance with public as well as private institutions at different governance levels, from federal to local. It was this alliance that could facilitate the effective functioning of the four other building blocks of this solution, especially through institutional support for capacity development and follow-up from experienced organizations.

Examples of this capacity development from alliance members include:

• Literacy support for the communities – the National Institute for Adult Education (INEA), Tabasco
• Donation of cement and bottles – Arji College, Tabasco
• Construction of raised kitchen gardens for schools and palafitos – Centro de Información y Comunicación Ambiental de América del Norte (CICEANA)
• Preparation of didactic materials – Centro de Educación y Capacitación para el Desarrollo Sustentable (CECADESU)
• Design of risk maps and zonal plans focused on climate change - Universities and authorities of Tabasco