At the Aldabra research station, the Seychelles Islands Foundation implements long-term monitoring programmes of species and habitats. The results of these programmes are used to advise and assess effectiveness of conservation and management strategies. Set up by Jeanne Mortimer, a turtle track monitoring programme has been carried out consistently across the 52 nesting beaches on the outer edge of Aldabra since 1980. Each morning rangers record the number and type of turtle emergences during the night for an index nesting beach, while other beaches are visited less often due to location. No active management interventions for turtles are carried out on Aldabra. Analysis of data from 1968 to 2008 concluded a 500-800% increase in the green turtle population to an estimated 3100-5225 female nesting annually (Mortimer et al. 2011) and the population has continued to increase. This shows that establishing protected areas where turtle nesting habitat is undisturbed and adult turtles are safe is an extremely effective tool in the conservation of certain species and should be a primary management approach. This not only includes the nesting beach, but also includes the fringing reef where females may remain during their consecutive nesting attempts. 

The development of technical capacities with small producers for the establishment and management of agroforestry systems was carried out by coupling knowledge transfer with practical application by each producer in his pilot plot. The application of the practices was supported and accompanied by seed capital for each farmer. In farmer field schools, the technician taught theoretical and practical modules in a language suitable for all participants. He also promoted the exchange of knowledge among producers. For certain topics - gender equity, post-harvest management, etc. - specialized experts intervened. - specialized experts intervened. At the same time, the technician regularly visited the farmer in his pilot plot, thus creating space and trust for specific questions, and allowing the correction of wrong implementations. In order to maintain motivation in the group and encourage peer-to-peer exchange, several experience-sharing tours were organized to the countries of the Trifinio Region. Particularly empowered producers participated in training to become community agricultural promoters. These producers are now acting as technical assistants in their communities, and are disseminating good agricultural practices on a larger scale.

Overharvesting in Tanzania in general and in this area's forests which lie within the adjacent Mt. Meru National Park have contributed to the threatened status of nationally treasured species such as Dalbergia, Khaya, Afzelia, Millettia, Podocarpus, & Juniper spp.  The capacities of the communities were built with the help of NGOs but the initiative was implemented as a participatory action research in which villagers led the collaboration with the NGOs in a supportive role.

The solution was to empower the communities to take action using sustainable agriculture through their voluntary involvement. Community members were involved in describing their situation and finding solutions which they were willing to implement, emphasizing participation and action to stop the environmental and food security decline. They proposed a number of activities which they agreed to commence. They identified multiple solutions including soil conservation measures and planting of indigenous trees in their fields, land use planning with local bylaws to be monitored and enforced by village environment committees, water source restoration using indigenous trees, and planting of grasses along soil & water conservation measures in farmers’ fields. The capacities of the communities were built with the help of NGOs but the initiative was implemented as a participatory action research in which villagers led the collaboration with the NGOs in a supportive role. They worked closely with the community leaders and early-adapter farmers to further refine the solutions and develop specific activities to address the challenges.

The underlying strategy of this building block is - instead of pursuing quantitative goals of restored areas -, to start with small, concrete actions such as mangrove seed nurseries and field trials with the communities. This helps to reduce barriers and leads to tangible and immediate results. In combination with the development and dissemination of information materials and participatory monitoring, it helps to showcase mangrove restoration as a means of adaptation to climate change by local actors. In addition, it strengthens the capacities of local stakeholders and institutions and generates synergies (see building block II).

FPP considers fundamental for the implementation of projects: achieving the basic needs and the improvement of the living conditions of the community, it has the endorsement of it. So it is essential to build bonds of trust with its participants, local authorities and community leaders.

The satisfaction of basic is necessary to improve life conditions of families and communities; which creates accurate conditions to self-sufficiency as well the design of local projects that contribute to their development beyond wellbeing.

Having these situations will generate projects oriented to the generation of income with local resources that will establish the bases to achieve self-sufficiency and their empowerment. Also, from this process the community will carry out actions for the management of high impact projects with and other instances. After having finalized the knowledge and skills for the design, execution and monitoring of local and regional development plans.

FPP intervention scheme considers the Community Organization as a fundamental catalyst because through it an active, conscious, inclusive and participative community is created that is committed to solving its problems. FPP focuses on the integration of networks and working groups, linked to the community and participants participation in their locality, in such a way that a dynamic community is achieved that learns to make joint decisions.

We seek to work with self-managed community actors that promote collective interests and raise awareness of the importance of social integration for the resolution of common problems. This allows the appropriation of projects that integrate environmental services conservation and based on social organization.

We are working for the consolidation of the community organization with a solid structure, well-defined roles and full participation of women and young people; which have high levels of trust and solidarity as well as promoters of change.

Of that it is possible a resilient community with the capacity of answer to problems or external shocks that, likewise, remain in the search of continuous improvements.

Identifying and value local knowledge and generating an exchange of it, as well as the transfer of technology appropriate with environment and community needs, which allow people strengthen its skills and abilities in order to carry out local and regional development projects.

This block is based on the recognition of local capacities, abilities, livelihoods and resources, as well as social and cultural resources specific to the community and its environment. As well as through the identification of strengths and weaknesses, it becomes possible to have the necessary information to identify and prioritize common problems.

We have a central catalyst for FPP betting: generate an exchange of knowledge and technology transfer for the environment and the problems detected, which allows the improvement of local production systems and facilitate the development and implementation of community projects. This catalyst make the bases to design projects of wellbeing, conservation agriculture, among others; that this exchange of knowledge and technologies is carried out and can be replicated and implemented in other community projects.

Soariake is an IUCN category VI MPA, that aims at protecting natural ecosystems while allowing the sustainable use of natural resources. It is currently co-managed by WCS and local community gathered in Soariake Association.

Local communities are at the same time actors and victims of overfishing.  As MPA co-manager, WCS  is in charge of scientific research and monitoring to assess the value of the site, communicate, raise awareness and support local communities to identify and implement suitable conservation measures, identifying alternatives to better manage natural resources, and identifying key partners if needed. WCS also provides capacity building in terms of project management, social organization and fishing regulation; thus ensuring the integrity of the MPA and the livelihoods of the communities.

WCS also supports the local community to define different zoning of the MPA, local conventions on resource management, ensure patrolling through Community Control and Surveillance, collect  fish catch data, and promote alternatives that are environmental friendly.

Community involvement in the management of the MPA is key to build a local ownership, one pillar to warrant sustainability of on ground activities.

Global warming and climate-change is a global issue and solutions to avert climate change from tipping over and slow down global warming should likewise be global in nature.   

"While we are relatively small individually…I believe that working together for a greater purpose, we can achieve our goals; many in body and one in mind." Ken Lee, Lotus Foods.

 ZIDOFA's attainment of near completed status for the targetted closed-loop organic SRI rice value chain in the span of just two years despite the absence of a resident sponsoring NGO or support organization is attributable to its strategic partnerships with both private organizations and government agencies.  As such, the various components of the value chain, mainly infrastructure, logistical and equipment support were granted by varying organizations and agencies.

At the start of the project, ZIDOFA submitted the Project Plan to as many private and government entities as possible and a year after project start, also submitted Executive Briefs to heads of agencies outlining the milestones, achievements and constraints met by the farmers.  As such, by year two, the concerned organizations and agencies were well aware of the project and eventually became project partners thereby setting an unprecedented model for convergence.