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.

Assessing vulnerability is a crucial step in order to identify the risks and come up with appropriate solution.  Siargao’s revised Siargao Island Protected Landscape and Seascape Plan takes into consideration the geologic hazards, climate change related hazards as well as the hazards brought about by illegal fishing, unregulated cutting of mangroves and other destructive practices. The farming and fishing communities of Siargao Island are highly dependent on available natural resources and coastal villages in particular are exposed to climate related hazards. There is therefore a pressing need for Siargao to develop a comprehensive understanding of the impacts of climate change, both on the environment and on its socio-economic development, as well as measures to manage these impacts. 

Understanding the risks  and vulnerabilities is also necessary in identifying the organizations and people who have the technical skills and capability to assist in the identification of adaptation strategies.  Sentro Para sa Ikauunlad ng Katutubong Agham at Teknolohiya (SIKAT), for example, was identified because of their significant experience in community-based coastal resource management and in community-based disaster risk management. 

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.

Since KCWA initiated the first MPA in Kenya, the policy that regulates the recognition of a Locally Managed Marine Area was not clear. KCWA engaged other stakeholders like the East African Wildlife Society who helped with legal frameworks and policy advocacy. The recognition of this area under the National Environmental Management Authority (NEMA) secured fishers rights to manage their area and paved the way for the 20 other community projects that have sprung up following the KCWA movement.

This new legislation recognised the fisher’s effort for a collaborative governance model for the management of the marine territory. A 5-year adaptive management plan was drawn up drawing from local knowledge of the area with the help of other strategic partners. Rules and governance of the project were set out in a constitution document.

Community recognition that action was needed to improve dwindling fish stocks was followed by the identification of various stakeholders to help us achieve our goals. Communication, outreach and awareness building programmes were set up and a visit to a similar project in Tanzania went ahead in 2004, and encouraged the community to use local marine resources sustainably.

A democratic decision to close an agreed lagoon area was agreed. Legal and policy frameworks were put in place, and the first LMMA in Kenya was approved in 2006 under the National Environmental Management Authority. Following this, a collaborative governance model has emerged under Beach Management Units (BMU's), where fishers and government work together towards sustainable fishing and improved livelihoods. In setting up the MPA, we went through various phases; conceptualisation; inception; implementation; monitoring; management and ongoing adaptive management.

Sumatran Tiger Project, Forum HarimauKita and UNDP Indonesia started the campaign in conjunction of Global Tiger Day to bring awareness about Sapu Jerat campaign to local and national audiences. 

Sapu Jerat Crowd Funding to Protect Sumatran Tigers used local crowdfunding platform, Kitabisa.com that has enabled us to reach wider supporters (communities, philantropies, artists, influencers) by campaigning in social media. KItabisa.com generates funding online to support campaigns set up by organizations, individuals and communities. Sapu Jerat Crowd Funding to Protect Sumatran Tigers has given an examples for others to set up new campaign in supporting wildlife and biodiversity conservations.  

The Sapu Jerat campaign was also promoted using Sumatran Tiger, FHK and UNDP Indonesia social media channels and project's communication networks in four national parks. The networks consist of local journalists who - in coordination with Project Implementation Unit (PIU) in each landscape - continue to report Sumatran Tiger Project's initiatives, .   
 

Exchange visits were organized to places where the initiative has been active for some time and the implementation is on-going. For example, in order to acquire drought tolerant crops for local production, Ecofinder Kenya visited the Tangokona community in Busia County, Kenya where improved cassava and sweet potato varieties have been promoted and grown by local communities. The model was studied by Yala wetland communities, seeds purchased and farmers are now growing drought tolerant cassava and sweet potatoes.

To address a social need for transportation facilities equitably accessible, understandable and usable to people of all ages and abilities, the national government enacted a law to promote smooth transportation to the elderly, disabled and others in 2006. It set a target to adopt the concept of Universal Design by 2020 for all public transportation facilities, including airports that serve more than 3,000 daily passengers. Under this law, the government developed “Universal Design Guideline”, which is also applicable to improvement of Haneda International Airport. Not only did TIAT follow this guideline, it as a private company made extensive efforts to offer a comfortable space and enhanced accessibility to all types of airport visitors.

The design of the airport itself is half of the success equation - how to ensure seamless door-to-door travel experience for various people including the elderly and disabled is a key. Haneda International Airport Terminal is directly connected to the city’s major urban centers by two railway companies. When the new terminal and stations were built, TIAT and these two railway companies collaborated to get rid of physical barriers across facilities for people with mobility disadvantages. For example, a hall in the terminal allows passengers to directly access to departure/arrival lobbies, public transportation services (e.g., Monorail, railway, buses, and taxies) and a car parking area via flat and straight paths. Several large-size elevators set in the station can also carry a large volume of passengers between the platforms and the arrival/departure floors. A railway line redirected the guideway from the existing platform at the domestic terminal to the second floor of the international terminal to produce flat passenger access from the station to the departure lobby. In addition, the both railway lines introduced movable step boards that bridge train vehicles and platforms for wheelchair users, and platform screen doors for passengers’ safety.

The universal design committee organized approximately forty universal design workshops and reflected the opinions collected from a wide range of users to the detailed drawing of the terminal. The members also visited existing airport facilities and used mock-ups to assess the effect of the design plan. As a result of these joint design efforts, the terminal successfully provides seamless access to public transportation, especially railways. It also progressively introduced world-class terminal facilities with the Universal Design concept; Multipurpose toilets, boarding bridges, and versatile concierge service and communication devices exemplify its novelty.