Between 2012 and 2014, the Strategic Management Plan was developed in partnership with CI - Conservation International, document that defines the objective and the management strategy of Legado das Águas, covering the business plan and the management plan in a single document . Divided into three volumes - Diagnosis; Zoning; Development Strategies and Programs - The Strategic Plan guides all actions towards the core objectives. In this sense, progress has been made with regard to social performance with the implementation of organizational structuring programs and training in the territory in which the Legado das Águas is inserted, as well as the opening of the area for ecotourism activities and the development of a scientific research center conservation of biodiversity.

Capacity building has been an important component of developing the R2R program. Prior to this program, TIDE had one tour guide on staff, and a number of ‘community researchers’, who are trained to carry out part time research and monitoring work.

With the program starting small and growing gradually, it was impossible to hire a full staff of fully qualified staff from the off-set, so R2R invested in those staff already working with TIDE to provide additional employment opportunities for them.

Since inception, capacity building amongst staff has continued in an effort to continually ensure that participants have a great experience with knowledgeable, professional staff. This has included providing SCUBA training, tour guide training, science training, marketing training, accounting training, and health and safety training.

Volunteer safety is considered priority, so staff undertake regular health and safety training, and follow risk assessment and emergency procedures set out by R2R. 

In order to host volunteers, the necessary physical and organizational infrastructure has to be in place. This includes, but is not limited to: accommodation; transportation; science equipment such as SCUBA gear, binoculars, and protective wear; health and safety equipment at all fieldsites; office equipment such as laptops and cameras; health and safety procedures, risk assessments and emergency plans; storage facilities; insurance policies; household and kitchen equipment.

For the R2R program, this process started two years prior to the program launch, when TIDE did an inventory of TIDE assets that could be utilized by future R2R groups. Where there were gaps, TIDE sought funding to better prepare for visiting groups. TIDE and R2R continue to invest in further infrastructure developments, for example in 2018 a new field station is planned that will open another of TIDE’s areas to visitors.

The key thing with this building block is to continue evaluating what infrastructure is in place, can currently be offered to groups, and what is needed for potential future groups. It is also important to review how effective these investments are. For example, what is the return on investment for more accommodation, larger vehicles, etc. Knowing this helps guide future investments. 

Farmers will learn to adopt advanced Forest Garden planting and care, integrated pest management, and conservation techniques that optimize and ensure the long-term health, productivity, and profitability of their land.

Farmers diversify the products they grow in their Forest Gardens. During this phase, farmers plant higher-value vegetables, fruit, nut, and timber trees. They also learn increasingly advanced skills and techniques that will help them manage their Forest Gardens more effectively and sustainably, such as fruit tree grafting, advanced composting, and marketing of crops.

This block consists of providing farmers with the skills and resources needed to protect their Forest Garden sites. Farmers achieve this by planting green walls – an enhanced version of a living fence that TREES has developed – around the perimeters of their sites. They then plant fast-growing fertilizer trees throughout their sites, often in alleys among their crops, to further stabilize their soils and enhance land fertility. We decide which species to grow based on which species adapt best to the agro-ecological zones where we work. We consult with the farmers themselves on what they want to grow, eat, and sell and our technicians advise farmers on the best way to plant and plant, iterating year-on-year changes that may enhance their garden, sales, and production. For example in drier climates like Senegal and Singida, Tanzania, we train farmers on growing various acacia species, which do not require much rain. We also promote nitrogen-fixing trees and crops, such as gliricidia species, acacia species, pigeon peas, and fruit trees that have a shorter maturing period (3-5) years. We also grow species based on what is culturally popular, nutritious, and marketable, like bananas, a staple food in Uganda.

One of the key components that makes the R2R experience unique, is that volunteers participate in the hands-on conservation activities of TIDE. It isn’t just a learning experience, but a way for every volunteer to contribute. Thus, volunteer programs are carefully planned with the different teams at TIDE to ensure that participants are fulfilling a need, as well as gaining the experience they seek.

There are two ways this is done. The first, is when interested participants or groups have a particular interest in mind. In this instance, the R2R team discusses options with the relevant TIDE personnel, to identify projects that are required by TIDE, that will fulfil the groups interests. The second method used to achieve this, is to plan projects before identifying the participants. On a regular basis, the R2R meets with different TIDE teams to discuss future needs, and identify any programs that would be suitable for volunteer participation. These programs are then proposed to new contacts and partner agents.

The key thing, is to always ensure that participants have a great and enriching experience, in a safe environment, whilst helping TIDE to progress with its mission.

On the other hand, the Monarch Fund (MF) strengthens the local capacities of 33 ejidos and communities to comply with the fiscal and banking conditions related to annual conservation payments under the concurrent funds' modality. In collaboration with Conafor, Conanp, FMCN and forest advisors, the FM supports the development of 29 Best Management Practices for Conservation Programs (BMPCP). The BMPCP is intended to be a document to guide the implementation of activities aimed at the conservation of forest ecosystems, in order to maintain or improve the provision of environmental services within areas under financial incentives. In addition, the BMPCP are intended to enable beneficiaries to obtain resources from other government programs to carry out the activities proposed in them.

With the signing of the 2012 Conservation Agreement, the project's governance stage was initiated by the Aripao community, initially organized around the Conservation Committee, and formalized in a separate legal entity called the Arpao Afro-descendant Civil Association (ACA Aripao).

The Afro-descendant Civil Association Aripao and Phynatura initiated a feasibility study for Conservation Agreements with the indigenous communities of La Colonial, El Cejal, Payaraima and Karana, bordering the Suapure Conservation Area.

The city applied a variety of capital improvement projects and urban operation schemes for city core revitalization. A centerpiece of the revitalization package is the development of Grand Plaza – a major social open space equipped with audio-visual amenities for various events and covered by a high-ceiling glass roof under all-weather conditions, in particular to deal with Toyama’s heavy snowfall climate. The city also established a 24-hour bicycle-sharing system by placing 17 bike stations with a private operator in the city core district. A central marketplace and local community facilities were constructed through the unique redevelopment schemes and incentive arrangement.