Financial sustainability is an overarching aim for YUS landscape management. Woodland Park Zoo, with the help of Conservation International’s Global Conservation Fund and other donors, established a two million dollar endowment for the Tree Kangaroo Conservation Program and the YUS Conservation Area in 2011. The non-sinking endowment is managed by Woodland Park Zoo (WPZ) and follows procedures outlined in WPZ’s Operations Manual. Four percent of the interest earned by the endowment is to be disbursed annually by WPZ in accordance with TKCP-PNG annual plans and budget formulated in December of each year, and is designed to provide partial funding for core landscape programs in perpetuity. 

To ensure the long-term sustainability of the YUS CA, local communities must participate in and benefit from its protection. To encourage community engagement and sustainable development, TKCP builds partnerships to address local needs for livelihoods, health, education and skills training. 

The YUS Conservation Coffee program is an integrated approach to optimizing supply for a sustainable crop, while building connections to international markets. By selling farm-direct to Caffé Vita and other buyers, YUS coffee farmers earn revenues more than 35% higher than local market rates. Adequately covering production and transport costs, premium coffee export has become an economically viable industry for YUS communities. TKCP is now working to replicate this success among cocoa farmers by working with the PNG Cocoa Board and chocolatiers to improve local cocoa quality and to identify new markets. In addition, TKCP is facilitating the establishment of a YUS Conservation Coffee and Cocoa Cooperative to strengthen the management and marketing of the two crops.

TKCP's community livelihoods programs have fostered community buy-in for conservation, which is further bolstered by environmental education and community health efforts, ensuring the social and cultural sustainability of TKCP. 

PNG is one of the most diverse places on Earth — a country with over 850 languages and numerous mountain ranges that have historically limited contact between clans. These clans traditionally manage their own land their own way. Yet over the past two decades, communities scattered across the Huon Peninsula have defied tradition, joining hands to create a community-based group that collectively manages what in 2009 became known as the YUS Conservation Area (YUS CA), the first legally protected area of its kind in PNG.  Stretching over 75,000 hectares, YUS encompasses cloud forest peaks towering 4,000 meters high, coral reef on the coast below and tropical rainforest in between. The YUS CA protects not only the Matschie’s tree kangaroo, TKCP’s flagship species, but also a host of threatened species, as well as critical habitat that local communities depend upon for subsistence agriculture, clean water and hunting.

The YUS Conservation Area is managed in partnership among TKCP, the YUS community and the PNG government. TKCP manages the YUS conservation ranger team and the Ecological Monitoring Program conducts community awareness-raising, mapping and facilitates the YUS Conservation Area Management Committee.

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.