The scale of restoration and broad scope of stakeholders impacted by and interested in the Dartmoor Mires project lead to a diversity of often competing interests and highlighted the need to align those interests behind a shared goal and ensure a productive environment for maximizing the efficiency and effectiveness of the planning and implementation processes. The project thus utilized an inclusive partnership - the ‘Dartmoor Mires Partnership’ - to enable access to the necessary resources, expertise, experience and perspectives, secure a high level of commitment and aspirations from those involved, and ensure that a wide range of interests were considered as the project developed. The partnership also served to gather evidence to inform partners’ decision-making and planning for the future and draw out learning from this pilot for the benefit of the partnership and wider audiences. The partnership contained organisations with a range of different roles and responsibilities in respect to Dartmoor in general and the Mires habitat in particular. The project evaluation has shown that how a restoration project of this type is organised is as important to its success as the techniques it deploys on the ground.

The Dartmoor Mires Project aimed to investigate the feasibility and effects of experimental restoration techniques on the blanket bog. Aspects such as the impacts on biodiversity, hydrology and climate change mitigation and adaptation objectives as well as the historic environment were central. To gather evidence on these aspects, the project integrated an extensive survey about the state of the resources prior to the implementation of the intervention as well as an elaborate monitoring scheme to quantify the effects of the restoration work after its completion. The knowledge gained from this programme has provided an evidence base for considering the potential for future work.

Local communities use mangrove forests in order to get timber, to fish and to collect clams and other seafood. This human interference disrupts the natural rejuvenation process of mangrove forests, for instance when fishing nets carry away mangrove seeds. For successful mangrove rehabilitation, this has to stop – and mangrove rehabilitation is in the interest of the local communities, because more mangroves mean more fish, seafood and timber. This is where the co-management approach comes in. Co-management or shared governance is a partnership agreement in which the local population gets the right to sustainably use natural resources like forests, fish and shellfish, along with the responsibility to sustainably manage and protect these resources. The idea is to allow local communities to use the mangrove forests which are owned by the state for their livelihoods. In return, local communities take over a part of the responsibility to protect the forest. The co-management building block establishes a system of shared governance between the state and the communities. Amongst others, local communities respect that at certain times, they may not enter certain protection zones.

Public Private Partnerships (PPP) enable public administrations to share the tasks and risks of planning, realization and operation together with private partners in joint projects. Accordingly, the Hernals District Development Commission decided to promote the façade greening measure in the framework of "Public Private Partnership" models. With the expertise of the Viennese Environmental Protection Department - MA 22 - and the support of the district as well as the local area, a remarkable green oasis was created in the form of a green façade at a private house in the Ortliebgasse. The collaboration has proved equally valuable for the project and the public and private partners involved.

The project answers to a technical advisory panel (TAP), which meets every six months. This is comprised of a wide range of relevant stakeholders, both directly and indirectly affected by the project. Relevant parties include: Natural England, the Environment Agency (four or five individuals representing each of various arms of the EA that are involved – the environmental permitting team, the land drainage consent team, and the seawall maintenance team), the Crouch Harbour Authority, the local planning authority, Defra, the Essex County Council authorities, the Rochford District Council’s head of planning, Crossrail representatives, the RSPB, individuals from the Centre for Environment, Fisheries, and Aquacultural Sciences (local fisheries advisors), and the Wallasea Island landowner (Wallasea Farms Inc). This panel was a critical source of expertise and analysis during early implementation, and continues to provide advice as the project is completed on potential barriers and means to overcome these.

As this solution serves various goals and meets several objectives, it was possible to secure sufficient funding from diverse parties, domains and funding bodies to cover the entire implementation of the project. In the case of the creation of Lake Phoenix, this included funding for water management from the water board; funding for ecology from the ecological funding program by the federal state; funding for urban development from etc. The water board, for instance, provided the amount of money that was already budgeted for the construction of a flood retention basin. This basin was not needed anymore, as the lake solution already provided the required flood retention function. Some additional potential funding sources were not even used in the end, because it would have slowed down the marketing of the real estate and would have tied the project to certain restrictions, which were not desired by the decision-makers.

Pasvik-Inari Trilateral Park received EUROPARC certification as a transboundary (TB) area in 2008 and was renewed in 2013. Aims of the certification are to 1) identify priorities for future transboundary work, and 2) raise the national and international profile of the parks and TB area as a whole. Application requirements include a joint long-term vision and guiding rules for future cooperation along with an action plan (see Building Block 3), which are essential for the continued transboundary cooperation. Initial suggestions for the vision and guiding rules were circulated among working group members before the Steering Committee agreed on the final vision: “Pasvik-Inari Trilateral Park is an internationally recognised sustainable nature tourism destination known for its wilderness characteristics and natural, cultural and historical values. Promotion of nature conservation and sustainable nature tourism preserves the core values and contributes to the sound development of the area.” Bilateral and multilateral agreements between Finland, Norway and Russia were also needed for TB certification, which incorporated input from all three countries and were prepared in Finnish and translated to English then to Norweigian and Russian.

Enhanced capacity and awareness is required to enable and stimulate the target group and other actors to take an active role in planning and implementation of Building measures. Three different training curricula will be developed and delivered, targeting government, private sector and communities. Trainings will address both technical (e.g. rehabilitation of mangroves, construction of permeable dams), socio-economic (e.g. improved aquaculture; livelihoods diversification) and institutional (ICZM, group organising etc.) matters.

The DEA NRM land user incentive programme, along with co finance from CSA donors, allows CSA to fund alien clearing in priority catchments. Eco rangers then employed to work with farmers, on rotation grazing, they control grazing of livestock and ensure rotational grazing is enforced. They keep areas alien free, they help protect cattle through mobile kraaling and also gather data on cattle and biodiversity and monitor veld condition and determine when an area needs to be closed from grazing. They also ensure compliance with rested areas and report those not compliant. They also ensure protection of biodiversity against poaching. Also ecorangers play a crucial role in ensuring that alien invasive plants do not come back and are responsible for pulling out seedlings that grow back. It is their responsibility as well to rehabilitate degraded areas where erosion dongas are beginning to appear. Incentives for land owners include not only ecorangers but also vaccinations and access to markets through auctions. Springs and streams that have dried started flowing again after these approaches have been implemented.

The general framework for adaptation to climate change in Cartagena de Indias is the “Plan 4C. Cartagena: Competitive and Climate Change Compatible” (2014). It is a long term vision and framework for planning and action to achieve climate compatible development by 2040. EbA is one of its five core strategies. The project directly supports the inter-institutional technical committee by facilitating dialogue among its diverse members, e.g. representatives from public administration, private sector, NGOs, education and research institutions. Tailor-made capacity development activities enhance a common understanding of EbA opportunities and limitations. By supporting the implementation of selected EbA measures as a joint learning process, the findings feed back into the strategic evolution of the Plan 4C as well as the national framework for (ecosystem-based) adaptation to climate change. The expected impacts of concrete EbA measures - such as the recovery of canals and channels - are supposed to show economic, social and environmental benefits in the short and medium term, thus contributing to a practical proof of concept.