Promoting EbA measures with a high level of community involvement and binational ties was an effective way to achieve greater interaction between community, municipal and national actors, and also between peers (network of resilient producers; local government encounter). The results are, on the one hand, greater local empowerment, and on the other, scaling-up of EbA measures both vertically and horizontally. Thus, contributions are made towards institutionalizing EbA and creating conditions for its sustainability. The replication of the integral farm model arose from networking between producers, communities and local governments, and from a regional project with the Binational Commission of the Sixaola River Basin (CBCRS) that provided the financing. The Agrobiodiversity Fair, the work of producers as a network, and the Binational Reforestation Events, which are now all under the auspices of local and national institutions, were important mobilizing forces of change and spaces for exchange and learning. In the vertical sense, the scaling-up of EbA included working with the CBCRS to integrate EbA in the Strategic Plan for Transboundary Territorial Development (2017-2021), and with MINAE in the National Climate Change Adaptation Policy of Costa Rica.

In addition to training and supporting communities to implement EbA measures through their productive practices, the aim is to generate evidence on the benefits of these measures and create conditions for their sustainability and up scaling.

• The socio-environmental vulnerability of 7 communities in the Sixaola River basin is examined in order to then identify and prioritize EbA measures.
• Diagnoses are made (productive, socioeconomic and agro-ecological) to identify families with a commitment to transform their farms and select those with the greatest potential to become integral farms.
• Technical support is provided to communities, complemented with traditional knowledge, to ensure that EbA measures contribute to food and water security.
• Exchanges and training are organized for producers (men and women), indigenous authorities, youth and municipalities on climate change, food security, natural resource management, organic fertilizers and soil conservation.
• Monitoring and evaluation is carried out to understand the benefits of EbA measures, and inform horizontal and vertical up-scaling.
• Activities, such as the Agrobiodiversity Fair and binational reforestation events, are carried out collaboratively with local actors.

PNG is one of the most diverse places on Earth — a country with over 850 languages and numerous mountain ranges that have historically limited contact between clans. These clans traditionally manage their own land their own way. Yet over the past two decades, communities scattered across the Huon Peninsula have defied tradition, joining hands to create a community-based group that collectively manages what in 2009 became known as the YUS Conservation Area (YUS CA), the first legally protected area of its kind in PNG.  Stretching over 75,000 hectares, YUS encompasses cloud forest peaks towering 4,000 meters high, coral reef on the coast below and tropical rainforest in between. The YUS CA protects not only the Matschie’s tree kangaroo, TKCP’s flagship species, but also a host of threatened species, as well as critical habitat that local communities depend upon for subsistence agriculture, clean water and hunting.

The YUS Conservation Area is managed in partnership among TKCP, the YUS community and the PNG government. TKCP manages the YUS conservation ranger team and the Ecological Monitoring Program conducts community awareness-raising, mapping and facilitates the YUS Conservation Area Management Committee.

This building block is described in detail in the solution"A holistic strategy for Protected Area management", building blocks 1, 2, 3 and 5. The other four building blocks described in this solution are part of building block 4(Long-term financing for MPA management) of the holistic solution.

The first step is to have a diagnosis of inspection and surveillance in the protected area through interviews with experts and field visits.

The second is to promote inter-institutional coordination so that the responsible and empowered authorities are on the water.

The third step is to have the necessary resources, equipment, technology, and capacities to be present.

The fourth and critical step is the joint operation at sea, to ensure compliance with regulations. This is done by the National Commission of Natural Protected Areas (CONANP) alone (Marietas) or with the support of other authorities (Cabo Pulmo and Loreto) and local organizations (Espiritu Santo). The information from each tour is systematized in a mobile application and reports are generated to make operational decisions and verify the proper use of resources.

The leadership of this building block is implemented by authorities and/or the local organization.

In May 2016, the National Commission of Natural Protected Areas (CONANP) decided to temporarily suspend visits to Playa del Amor due to the impact of unregulated tourism activity in the national park. This decision forces stakeholders to redefine the way tourism will be done in the protected natural area.

Multiple meetings were held with all tourism service providers, authorities, and academics to define new rules, agree on rights to use the beach, and commit to co-investment.

The main rules that were established were the carrying capacity (116 people per day), the number of people on the beach at the same time (15), the maximum stay (30 min), the prohibition of the use of fins and the obligation to wear a helmet and vest to access the beach, and the exclusive use of the beach for tourist service providers (TSPs) with boats with a maximum of 15 passengers.

On the other hand, during the closure of the tourist activity, coral restoration activities are carried out, cleaning the seabed and monitoring the composition and structure of the reef communities.

This building block is led by the authority, in this case CONANP.

The Se buscan Héroes campaign is designed to promote and recognize the contributions of individuals and companies to the financing of natural protected areas.

Its web page describes its partners, the sites where it works, the risks and threats it addresses, its work logic and what is done with the donations. It also thanks all the companies that contribute to the cause and has a module to receive donations.

On Facebook, it maintains a fresh, fluid and very graphic communication with its more than 19,500 followers to position the brand and recognize the partner companies.

Uses various public spaces to make brand presence and promote donations, including the installation of donation boxes in hotels and billboards in public places.

Organizes events to launch the campaign and recognize contributors.

This building block is led by Paralelo 28.

The initiative has explored multiple fundraising strategies and mechanisms such as wristbands, souvenir sales, donations on the website, placement of ballot boxes in hotels, etc. To date, the tourist wristband has been the most successful.

The bracelet

In Islas Marietas a donation of $40 per tourist was agreed upon. Tourist service providers (TSPs) make a donation proportional to the number of tourists projected and in return get the corresponding bracelets and donation receipt. Tourists receive their bracelet when they sign up for the tour.

In sites such as Cabo Pulmo and Loreto this mechanism did not seem adequate and we are testing other options.

Other mechanisms

• Limited edition sharks, manta rays and stuffed booby birds for sale online and at events. In some cases PSTs buy them in volume.
• Module on the Paralelo 28 website for online donations.
• Installation of urns in hotels to facilitate donations from tourists. In one of the cases it is accompanied by a communication campaign of the hotel.
• In Cabo Pulmo, some PSTs and stores agreed to make monthly donations of between 1,000 and 2,000 pesos.

This building block is led by the PSTs, the local organization and Paralelo 28.

FORENA alongside Friends of the Environment(FOE) are currently running the 'Restoration and Valorisation of the Citadel of Port Louis' project, under the Tourism Authority, with a team of experts comprised of architects, historians, archaeologists, and ecologists of the Mauritian Wildlife Foundation (MWF), that envisages the historical restoration and valorisation of the Citadel heritage to be used for tourism, education and leisure purposes.

FOE  has been active in the organisation of environmentally important conferences and seminars. They have renovated and now assume management of the Martello Tower Museum and, through the Heritage Trust, continue the rehabilitation of cemeteries. Members have been participating on many committees for the environment over the years. 

MWF works for the conservation and preservation of the nation's endangered plant and animal species. They collaborate with local and international partners, with the long-term aim of recreating lost ecosystems by saving some of the rarest species from extinction and restoring the native forests. 

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.

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.