The results of our demonstrative models provide us with recommendations to improve national public policy and strengthen public agencies. The components of this program are:

1. Identification of problems and potential solutions. We conduct participatory research that engages both experts and local knowledge.

2. Evaluation of working arena. We develop a stakeholder map and an assessment to have the political context and identify key allies, including our community partners.

3. Work plan design. We design a plan (strategies and actions) aligned with national goals and international agreements, using the most best information available.

4. Work plan implementation. We implement and evaluate our activities and strategies to ensure our impact is strengthening public policy and agencies.

Currently, we have five strategies: capacity building for sustainable fisheries and aquaculture; the creation of the National Prize for Sustainable Fisheries and Aquaculture; the strengthening public participation in fisheries management and research; and the alignment of local actions to international agreements and instruments (Aichi Goals, SDG14, and FAO SSF Guidelines).

Through a workshop stakeholders start to understand how powerful valuing ecosystem services can be as a tool to address relevant policy decisions. Exercises during the workshop based on local cases generate information about local ecosystems, ecosystem services, beneficiaries, stakeholders and issues. Participants start to understand how they can use this tool to create important insights for all-inclusive decision-making. Moreover, during the research, continue to communicate with all stakeholders through newspapers and radio.

Research into the effectiveness of restoration methods has proven invaluable for addressing the problem of dune degradation in New Zealand. This information has assisted community-led projects in both the design and implementation of initiatives. Working off a sound knowledge base is important for all restoration projects but especially critical for community-based projects where voluntary inputs are high. This knowledge not only improves the likelihood of success from a restoration ecology stand-point but also improves the degree of confidence among participants in what they are trying to do. Implementation of this building block relies largely on professional input into the problems being addressed. In New Zealand there has been considerable research into the success of methods for the restoration of dune ecosystems using indigenous species. This includes aspects such as methods for seed collection, propagation and re-establishment of dune plant species at various sites, and for effective management of restoration sites with regard to threats such as weeds and physical disturbance. Importantly, these studies have identified techniques that are practical and effective for achieving biodiversity goals .

ESN provides training and mentoring to protected area managers to build organisational management skills, thereby supporting management effectiveness.

Each year, six African protected areas each nominate three representatives who will benefit from the input of business planning guidance, personal skills development and support for the duration of one year. Protected areas are selected through a competitive application process. ESN is open to UNESCO World Heritage Sites (including sites on the tentative list), IUCN natural protected areas, protected area agencies, management authorities, local governments and NGOs with management remit. The programme is targeted at protected area managers who are in positions of responsibility that allow them to instigate management and planning changes, and who have the support of their senior management.

To ensure the programme is effective in driving organisational change, ESN works with protected areas that demonstrate a clear need for training in organisational, management and business skills. For sites that have severe challenges (i.e. lack of political support, severe lack of resources or security issues), enhancing these skills may not have a discernible impact.

A guided assessment of the forest areas suitable for the sale of conservation credit units (CCU) in the foreseen region is done with the Global Conservation Standard (GCS). The elaboration of a masterplan outline the project area and its potential to sell CCU (based on criteria by the IPPC). All interventions are defined through participatory planning (calculation credit generation, beneficiaries, marketing). Once the masterplan is accepted by GCS, the international registration is done at Markit.

Three federal Mexican agencies as well as a private organization are joining efforts for the conservation of priority watersheds. This is formalized by a letter of intent for collaboration stating the common goal all are working towards.

A technical committee with representatives of all institutions is formed and takes decisions. It meets every two months, and supports the implementation of the project. A participatory platform is set up at the local level in each of the regions, allowing local stakeholders from different sectors to get together and decide on activities to promote within the watersheds.

In our program in the region of Hawaii, we are creating a framework whereby local people and volunteers can share their knowledge and culture, where the safety of the volunteers is ensured, and whereby locals can be compensated economically for these non-extractive activities.

For a community to participate in the management of state forests (such as mangroves), it needs to sign a forest management agreement (FMA) with the government agency in charge of the sector, in this case the Kenya Forest Service (KFS). Signing of FMA is preceded by the formation of Community Forest Association (CFA) and the development of a Participatory Forest Management Plan (PFMP) for the area. As the name implies, developing the plan is a participatory process whereby views and concerns from different stakeholders are collected and analyzed. The final Management Plan includes a zonation map showing activities of different stakeholders in the designated forest area. The Participatory Forest Management Plan becomes operational once the Director of the Kenya Forest Service, the state agency in charge of forest management in Kenya, has approved it. The Plan for Mikoko Pamoja was approved in May 2013, followed by the signing of the forest management agreement in October 2013.

Key social and environmental factors affecting Protected Areas are identified through interviews, surveys and through research of public databases to evaluate both, the perceptions of users, and the effectiveness of authorities in the management of protected areas.