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.

Agreements are established between the tourism sector (service providers, hotels, sectoral groups, tourism promotion offices, etc.), civil society organizations (CSOs) and government to design and implement a collection mechanism.

Agreements are established indicating the collection and accountability mechanisms, as well as the roles of the partners.

Each year an annual operating program (POA) is developed with its corresponding budget, which specifies the items and amounts to which the investment will be allocated. The AOP is developed by the National Commission of Natural Protected Areas (CONANP) and Pronatura Noroeste (the local CSO), and presented to the board of Bahía Unida (the TSP association) for approval.

Technical and financial reports are presented every two months to the Bahía Unida board.

This building block is led by CONANP and the local CSO.

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.

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.

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.

For the successful application of the approach, sustainable and integrative forest management needs not only to be piloted and practiced on the ground but also integrated into national strategies, development plans, and long-term forest management planning and monitoring. Consequently, it is equally important to work with forest tenants on the local level as to mainstream the approach on the national level.

The Join Forest Management approach has been anchored in the Forest Code of Tajikistan in 2011. This builds the legal basis of the implementation and accelerates the further dissemination to other parts of the country. Since 2016, a more integrative forest management is practiced for which an inter-sectoral dialogue has been established. This inter-sectoral dialogue facilitates to address environmental, economic and social challenges beyond the mandate of the forest agency. Forest monitoring and management planning are being strengthened through support to the forest inspection unit. Only if a forest management planning system and a forest monitoring structure are in place, an approach such as the integrative forest approach can be out scaled throughout the country and mismanagement, corruption, and wide-scale violations of regulations (e.g. grazing on forest plots) prevented. 

Every four years the "Atlas of Priolo" is conducted, with 50 volunteers counting all the priolos in the world in one or two days. This Atlas allows a more robust estimation of the priolo population size.

Annually a census of priolo is conducted by a project technician in May and June, and in September a juvenile census is conducted in order to assess the reproductive success of the species. Every four years a winter census is also conducted. This monitoring allows assessment of the population trends of the bird and quick action if any problem is identified.

Native vegetation evolution is assessed in all the intervention areas annually, comparing the composition of random 10 x10 metre squares of vegetation between restored areas and control areas. New plantations are also monitored to assess their success and identify problems. When an intervention area presents other sensitive issues, such as proximity of water lines, new monitoring schemes, for example water analysis, are put in place in order to ensure success and safety of all the interventions.

Finally, socioeconomic impacts of the project in terms of investment and ecosystem services provision are also monitored.

To effectively conserve natural resources and facilitate sustainable development, a shift in perception must occur so communities and governments view PAs and natural resources as productive units of the economy, rather than resources under siege from development sectors and local communities. In the lower Mekong countries, attitudes are changing and governments are beginning to perceive PAs as economic assets carefully conserved for the development benefits they provide. While this shift is still occurring, governments are moving towards a situation where the natural capital held in PAs is subject to regular stock taking with the results reflected in GDP and budgets. Member states understand that investing in PAs and natural capital ensures resources are sustained, restored and expanded so they continue to produce ecosystem services vital to development and economic expansion.  

Natural systems are not restricted to national boundaries and should be the foundation for regional development across borders, providing opportunities for political, technical and cultural collaboration leading to mutual economic gains. The partnership in the lower Mekong region united four member states, and expanded to embrace upper Mekong countries, and it provided the framework for focused conservation agreements between the countries.

Member states began by conducting national reviews of resources and policies, involving cross-sectoral working groups of PA agencies, economic planning and finance bodies, development sectors, and conservation organizations. National reviews directed a regional action plan to determine how much and which parts of the region should be kept in its natural state for the best development outcomes. Member states collaborated in reviewing issues requiring shared management, and adopted the same goals and objectives to facilitate comparative analysis and regional collaboration. The national reviews laid the foundation of information and directions the governments of the region wish to take, and the results will be integrated into the policies, programs and practice of each country and of their international partners.