The Laponia Process was an approach to dialogue created and developed by a diversity of stakeholders in the Laponian Area World Heritage property. Since Laponia is a large area which consists of several protected areas, to establish a coordinated management system as a whole has been very challenging since its inscription in the World Heritage List. The County Administrative Board of Norbotten and the Sámi communities and municipalities of Jokkmokk and Gällivare started originally to prepare their conservation programs independently. The Laponia Process started by the initiative of the Governor of Norrbotten in 2005 including all stakeholders in a process of dialogue based on a set of common values, which would lead the parties to agree in crucial issues and the terms in which the Laponian Area should be managed. All decisions were determined to be taken by consensus, and new regulations for the national parks and nature reserves were requested. In 2006, the parties signed a common agreement which they sent to the Government, which contained:

• A set of common basic values
• Common intentions for a number of efforts
• The establishment of a temporary Laponia delegation
• Preparations for the start of a World Heritage management group with a Sámi majority on the committee.

As part of PAMIC, great consideration on the dynamics of landscape transformation is being made. There is an attempt to identify and conserve those elements that are key for ecosystem conservation, whether they are of natural or anthropic origin. In PAMIC´s philosophy, conservation does not mean maintaining pristine ecosystems. On the contrary, conservation includes restoring managed landscapes and using sustainable practices. This allows the maintenance of the whole socio-ecological system through a sustainable use of the land, as demonstrated by shade-grown coffee production, agro-silvo-pastoral and community forest management projects, which support both livelihoods and ecosystems. 

The purpose of visioning for the future of the Denali region is to evaluate stakeholder preferences and trade-offs they are willing to make when thinking about the future of the region. Identifying distinct visions for the future is important in places like Interior Alaska where impacts from climate change are magnified and anticipated to rapidly transform the social-ecological landscape. This information can inform decision-makers about priorities for the future across a gamut of stakeholders and serve as a foundation for participatory planning. This study evaluated visions as part of a mixed mode household survey administered to residents across the Denali region.

To identify preferences and trade-offs for future conditions, a discrete choice experiment that evaluated the strengths of preferences and trade-offs for future conditions of the Denali region was included. Survey data were used to understand preferences for attributes including wildlife populations, off-season tourism, and fire management, as well as the cost of maintaining current conditions of these attributes. Results showed that all of these factors influenced preferences for the future, and that the range of environmental attitudes held by stakeholder groups accounted for variation in the strength of preferences reported by survey respondents.

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. 

Monitoring is the sustained study of certain environmental indicators (flora, fauna, water resources, etc.) in order to establish a baseline that facilitates tracking the behavior of the environment in relation to the production systems. This information allows for implementing improvement measures in aspects related to land management while strengthening positive actions and mitigating, through corrective actions, components that may be unfavorable in the production-natural environment relationship.

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. 

We recognized the need to build leadership for effective MPA management from within, and ownership and leadership of the approaches co-developed.

We convened a group of 18 regional and global experts to train the most engaged MPA practitioners across 3 nations as peer trainers in evidence-based (adaptive) management. The expert team first broke down adaptive management into 3 core components: marine monitoring, data summarization and management, and strategic decision making. We then invited applications from MPA staff and engaged community members in 3 national MPA systems (Kenya, Tanzania, and Seychelles) to become peer trainers in one of the areas, as we recognized that no one staff could likely train in all three.

We received 60 applications and invited 30 MPA members to participate in the peer trainer training in Seychelles in August 2019.  We developed a 5-day training course. We did 2-days of joint sessions, then each group had 3-days in their individual core areas. The final day was testing in the core concepts.  Of the 30 practitioners who participated, 11 passed as peer trainers or assistant peer trainers.

These peer trainers are now working in their respective nations to continue improving MPA management.

To ensuire the solution worked, we monitored nesting and hatchling dispersal for three consecutive seasons following beach rehabilitation, and determined that there were no impacts to nesting sea turtles or emerging hatchlings.