Ueno Park is flexibly managed to meet its historical background and current needs. To cover part of the expenses to manage urban parks, TMG allowed some private entities to run their businesses such as a restaurant and make a profit inside the park. While the Urban Park Act of 1956 prohibits any kind of private business activities in urban parks to avoid uncontrolled development, the government identified restaurants and small shops as part of the park facility that can be built, operated, and managed by private operators to meet public interest under government controls and allowed them to continue their commercial activities. This actions by TMG follows the Urban Park Act that allowed local governments to grant third party use or occupation of property, and construction and management of facilities. Consequently, several restaurants and small shops exist as park facilities in Ueno Park.

A system of decentral supervision and control through local forest authorities and enforcement patrols in the villages has been set up. Awareness raising against illegal practices was strengthened. Public controls of transport routes to consumption hotspots and markets ensure that charcoalers, transporters and retailers are motivated to use sustainably sourced wood.

The strategic orientation on green charcoal value chains has been laid down in a Regional Modernisation Strategy (Vision 2020) for the DIANA region. The strategy was the outcome of a negotiation process with main actors of civil society. Key elements include improved forest management, reforestation & introduction of efficient technologies and the development of local wood energy markets.

Proposals for regulatory measures were made to curb unregulated and widespread production of wood energy in remaining natural forests. An environmental coordination platform (OSC-E/DIANA) reuniting all relevant actors of the civil society of the DIANA region has been created. The members of the platform gather regularly to discuss the progress of the modernisation process and to negotiate how to overcome upcoming barriers.

A village based participatory approval process allocates individual reforestation sites to households, along with defined use-rights & obligations using the following steps:

1. Application to local forest authorities by smallholders through voluntary user groups
2. Consultation on village level to exclude disputed land upfront & for taking unanimous decision on the future reforestation sites allocation. Results: minutes & sketch plan
3. Verification by communal decision makers & endorsement by a communal decree
4. Assigning land to the village afforestation body based on a specification document
5. Mapping of individual wood lots; plot owners receive individual map with GPS coordinates signed by the mayor of the community
6. Registration of sites by the land office; official verification of the reforestation site based on sketch plan, the communal decree and the enrolment into the local tenure plan.

Forest authorities register the transfer of use rights for an indefinite period, including equal access and benefit sharing for the participants. Smallholder households involved in the afforestation scheme own ~3 ha. This enables them to produce about 2.6 t charcoal per year for 27 years without further investment.

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.

Accompanied by private redevelopment projects, the national government decided to restore the old redbrick building of Tokyo Station, initially built in 1912 and damaged by firebombing during World War II. While the symbolic building restoration was expected to have broader social and cultural benefits for the neighboring business districts, its project cost was estimated around JPY50 billion. In order to meet both social and commercial objectives, the site of Tokyo Station was extensively designated as a zone for the special FAR exemption and allowed to transfer the unused FARs from the historic redbrick building to the neighboring lots for new commercial tower developments. The station building restoration, partially financed by the FAR transfer revenues, was successfully completed in 2013 by a railway company, which also developed two 205-meter tall skyscrapers among the towers with extra FARs, and reinvested the increase in land value of the densified grade-A office buildings to cover the railway finance. To improve the district further, the current provision of a multimodal transportation square for regular bus and taxi services plans is to be completed by East Japan Railway Company in partnership with the Tokyo Metropolitan Government in 2017.

Once the creative process has started, ideas have turned into plans, and there are high expectations about what can be achieved, the Association faced the dilemma of fast profiting, by catching all product available (altought at lower price per unit), or long term profiting, establishing a catch-limit in order to ensure the availability of high quality product (better valued, and allowing black shell population to meet its life cycle).
Since the second alternative seemed more rational for members, the had to design the tool to manage the catch limit. The solution was to set the catch-size 2 millimeters above the legal limit to catch, and to adopt some several regulations into their rules of procedure. That is, to pass from some crazy ideas to a disciplinated implementation with strong sanctions ( monetary and suspension of the fishing rights of the members) aprooved by the total of the members.

Despite self-clousures are well known measures in order to preserve a biological resource, it has never been applied by the Association or the black shell resource in the area. Creative sessions have allowed members to propose ideas (self-clousures) to the plenary, and the creative participation on analyzing and discussing its benefits and consequences have helped to develop complementary measures (like zonification and a fattening area), obtaining a more robust and fruitful plan.

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.

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.