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.

Accompanied by private redevelopment projects, the national government decided to restore the old redbrick building of Tokyo Station, initially built in 1912 and damaged by firebombing during World War II. While the symbolic building restoration was expected to have broader social and cultural benefits for the neighboring business districts, its project cost was estimated around JPY50 billion. In order to meet both social and commercial objectives, the site of Tokyo Station was extensively designated as a zone for the special FAR exemption and allowed to transfer the unused FARs from the historic redbrick building to the neighboring lots for new commercial tower developments. The station building restoration, partially financed by the FAR transfer revenues, was successfully completed in 2013 by a railway company, which also developed two 205-meter tall skyscrapers among the towers with extra FARs, and reinvested the increase in land value of the densified grade-A office buildings to cover the railway finance. To improve the district further, the current provision of a multimodal transportation square for regular bus and taxi services plans is to be completed by East Japan Railway Company in partnership with the Tokyo Metropolitan Government in 2017.

The district can be conveniently accessed by a variety of transportation systems. The major model option is Minato Mirai Line opened in 2004 which is directly connected to central Tokyo. Two arterials and several link roads enhance transportation connectivity and business cohesiveness across the two central districts of Minato Mirai 21 and their neighboring areas extensively. With the high-quality transit infrastructure and services, a range of business persons, residents, and visitors can get smooth access to and from international and domestic hub facilities in Tokyo (e.g., Haneda and Narita Airports). Furthermore, footbridges, automated walkways, and underground paths form an integrated pedestrian network over the entire district, which is accompanied by intercity bus, water bus, and bicycle-sharing schemes.

In Minato Mirai 21, the City of Yokohama in 1983 commenced three major development projects: land reclamation (73.9ha) by the city; land readjustment (101.8ha) by a semipublic agency for housing; and port facility improvement (77.9ha) by the city and the national government. The actual project delivery has taken much longer than the original schedule. Indeed, many sizable lots in Minato Mirai 21 have long been unfilled with private real estates, due to occasional market shocks and sequential economic downturns across Japan and Asia over the last few decades. To utilize the undeveloped land lots, the city as a project owner allows temporal land use for commercial activities with some fixed lease terms up to 10 years. As a result of this interim arrangement, private building development in the district has advanced, filling more than 80 percent of both permanent use and temporal use land.

Once the creative process has started, ideas have turned into plans, and there are high expectations about what can be achieved, the Association faced the dilemma of fast profiting, by catching all product available (altought at lower price per unit), or long term profiting, establishing a catch-limit in order to ensure the availability of high quality product (better valued, and allowing black shell population to meet its life cycle).
Since the second alternative seemed more rational for members, the had to design the tool to manage the catch limit. The solution was to set the catch-size 2 millimeters above the legal limit to catch, and to adopt some several regulations into their rules of procedure. That is, to pass from some crazy ideas to a disciplinated implementation with strong sanctions ( monetary and suspension of the fishing rights of the members) aprooved by the total of the members.

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.

Honey export value chains have been developed according to the following stepwise approach:

1. Selection of cooperatives
2. Training model farmers in pre-and post-harvesting quality management, organic certification and internal controlling system, traceability system to fulfill EU-quality parameters
3. Provision of food grade and quality improving equipment (packaging & processing equipment, solar lamps, food grade honey bags, presses etc.)
4. Provide technical expertise from Germany to smallholders, their cooperatives and unions in honey processing and fulfilling the export requirements (e.g. honey water content control)
5. Support the unions to acquire an export license, organic certificate and risk management certificate plus other necessary requirements from the Ethiopian government in order to implement the export process
6. Communication to veterinarians and other inspection authorities on EU-level by German partners to allow future import of Ethiopian honey
7. Constantly monitor and guide honey unions, laboratories and authorities during the export procedure
8. Establish a contact to the shipping line by German partners and prepare honey export logistics

The business model is based on trading, value adding and promoting specialty wild coffee on the European market, which is handpicked from the original coffee forests. Value chain development involved the following steps:

1. Build up and strengthen collaboration with local farmers
2. Identification of suitable collection areas based on resource availability, forest coffee conservation needs & accessibility. 
3. Training on a) harvesting (picking + separation); b) post harvest handling (separation, drying, sorting and spreading on drying beds
4. Training on the use of central drying station on cooperative level, site selection and training on the setting up of raised beds
5. Training on certification requirements (organic wild collection and fair trade certifications) and setup of an internal control system
6. Advise and support cooperatives and unions to fulfil certification standards

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.

To empower the people's organisations, government, NGOs and private entities shard their expertise and provided them technical support. The LGU, government agencies and NGOs trained them to be able to manage their own organisations, practice community based management, and the technical skills on how to manage tourism activities.  SIKAT, an NGO with significant years of experience in community-based coastal resource management program implementation also provided them with training on basic ecology and training and technical support in Marine Protected Area Management.