Governance assessment processes led by the site engaged local stakeholders and developed action plans on key governance principles on participation, accountability and benefit-sharing. 

The Van Long Management Board, has the mandate to make decisions in VLNR. It is a multi-stakeholder Management Board and was established in 2001.

The Arakwal people and NPWS staff committed to work together to implement the agreed actions. NPWS included actions in the annual operations plan and worked with Arakwal people to create opportunities for them to connect with the orchid and its heath habitat. They recognised this as an important part of maintaining and strengthening the cultural values. Before this project, the heath had not been burned for 30 years due to the difficulty of getting approval for a cultural burn of bushland next to a suburban area. Even though the cultural burn required a lot of resources, NPWS prepared and approved a burn plan and Arakwal people undertook cultural activities such as seed collection ahead of the fire. Fortunately, in 2018 all the conditions were suitable for a small cultural burn. The health of the heath has been surveyed by Arakwal NPWS staff post fire with additional sightings of Byron Bay orchid have been reported.

As a result of this project a seasonal planning calendar which highlights how management actions are scheduled through year, factoring in seasons, opportunities, weather and traditional practices was co-created. The calendar brings together culture, ecology and management actions in an easy to understand form that is both a communication and a scheduling tool. 

Public awareness and trained community groups in old town on plastic waste substitution, recycling, reduction, recovery, and safe disposal practices. 

Equipping the women artisans with machinery, tools, and equipment for making sculptures and items out of plastic waste as well as training women artisans on product development and packaging was very well informed.

Empowerment is just a means to an end in ensuring that plastic waste management is mainstreamed.

To prevent mismanagement of plastics waste from reaching beaches and the marine environment, the investment of litter booms, traps, and other technological solutions is and still a priority.

BFD has started using SMART as an adaptive management tool in the Sundarbans which is among the key potential benefits of the approach.

Presentation of reports to SMART enforcement committee helped the decision makers of BFD to plan patrols based on data queries and interpretations from actual SMART reports. This with on-board mentoring observations helped BFD decision makers to take further management decisions.

BFD is using SMART patrol reports and assess how patrol plans have been adapted based on the results of previous patrols and how effective these adaptations have been in increasing the effectiveness of SMART patrols as evidenced by the area covered, number of arrests and successful prosecutions of criminals committing serious wildlife, fisheries and forest crimes such as poaching and poison fishing; confiscations of boats, weapons, snares and traps, and wildlife carcasses and body parts; and trends (increasing, stable or decreasing) in sighting rates of key threatened wildlife species.

As part of the regular government budget cycle, DECR submits a selection of output and outcome indicators to demonstrate progress and justify funding requests. Capacities to track the state of ecosystems are therefore relevant not only to support conservation, but also as means for the department to report on its performance.

This building block therefore focused on the development of capacities to monitor ecosystem health and use monitoring results to communicate the benefits of ecosystem management. These capacities were built with support from the BEST 2.0 Programme funded by the European Union, focusing on coral reefs in the Key Biodiversity Area of Princess Alexandra Land and Sea National Park, as a pilot project.

This included the implementation of a training program for DECR staff and partners in the use of the Atlantic and Gulf Rapid Reef Assessment (AGRRA) methods and the development of a tailored Reef Health Index (RHI) for TCI. The RHI itself and the underlying indicators were recommended as Key Performance Indicators (KPIs) for DECR to report on their activities. In addition, further KPIs were compiled for DECR to monitor social and economic outcomes that could be associated to coral reef health, and hence, to their conservation activities. 

Having information for sustainable fisheries management is fundamental. Unlike many fisheries in Mexico, the giant squid fishery in small and large scale has implemented fishery monitoring since 2010. The National Giant Squid Product System Committee, together with the authorities (CONAPESCA, INAPESCA and SADER), designed and implemented the Integrated Fisheries and Environmental Information System for the analysis of the giant squid fishery (SIIPACAL) in Northwest Mexico. The platform collects detailed real-time information on catches (e.g., fishing zones, catch volumes, fishing effort, etc.), and environmental information (e.g., temperature, dissolved oxygen, salinity, etc.), to learn more about the behavior of the resource according to the fishing season and environmental conditions.

The data collected in fishery monitoring are fundamental to provide information on the state of the resource and to improve management, taking into account scientific information and traditional knowledge. These good practices can be adapted to any fishery and scale, as has been done by the Comité Nacional Sistema Producto de Calamar Giant Squid.

Creating plastic waste value chains by paying waste pickers per kg of plastic collected has created enterprising youth and women groups that have been able to eke a living as well as enhanced savings through micro finance facilities resulting in improved living standards.

The established plastic treatment facility is very critical in developing pellets that were used to developed plastic upcycled products that were later sold as artifacts.

Investment in a waste collection vehicle to increase collection of plastic waste and expand operations of ramping up waste collection.​