During the COVID-19 pandemic, the Fishermen and Fisherwomen's Network was created as a space for collective action with the intention of ensuring a space for participation, organization and representation of the fishing sector. Since its formation, the Network has sought to ensure the representation of the sector by bringing together diverse actors, both individuals and community organizations and groups. Each member voluntarily participates in thematic groups focused on areas such as monitoring of fishery resources and environmental conditions (community monitoring and oceanographic monitoring group), improvement of fishing practices (fisheries group), inclusion of youth and promotion of gender equity in fisheries (youth and gender group), and valorization of the sector through (community photography group).

Each thematic group develops work plans aligned with the Network's mission and values. So far, these groups have played a crucial role in raising the visibility and recognition of the fishing sector, actively participating in national and international meetings to disseminate its values and promote actions in favor of sustainable fishing. In order to join a thematic group, interested persons must fill out a form, which will be evaluated by the core group for integration.

The Fishermen and Fisherwomen's Network has developed a governance system designed directly by its members, which includes various elements to foster transparency, communication, collaboration and effective participation. It currently has a core group composed of at least one representative from each thematic group (currently there are six thematic groups: youth, gender, oceanographic monitoring, community monitoring, community photography and fisheries). These representatives are responsible for communicating and interconnecting the activities and discussions of their groups with the other members, thus facilitating integration and cooperation within the network.

In addition, the Network establishes clear processes for selecting and integrating new members, which strengthens its governance structure. This strong governance, including well-defined rules, objectives and procedures, has been instrumental in fostering continued participation and exchange of experiences among participants.

The Fishers' Network has consolidated a participatory and transparent governance system focused on collaboration and communication among its members. This not only strengthens internal cohesion, but also drives the achievement of their shared objectives in an effective and sustainable manner.

The local residents who were previously excluded from the various cultural tourism activities and festivals centering on the World Heritage property started to independently host village activities and built up their capacities for delivering and managing events. 

The initial residents group started to participate in the operations of the Suwon Heritage Night Walks in 2017 as traffic control staff. As the number of festivals that were hosted to celebrate Suwon Hwaseong as World Heritage increased, such as the Hwaseong by Night, World Heritage Festival, and Media Art Shows, the number of jobs available for the residents also increased. 

The Haenggung Village Cooperative Association was established on 31 May 2021 and it consists of 46 members. The main line of work is creating content and activities for visitors. 
The association is composed of 4 sub-groups each named “jigi”, which in the Korean language means friends: 

• Haenggungjigi, who focuses on providing event support, information, sanitation and the operation of activities; 
• Donghaengjigi, a group that creates the content and stories of the village tours; 
• Surajigi that promotes and shares research and education on food; 
• Cheongnyeonjigi, the group that monitors and conducts evaluations of activities. 

The local residents who were previously excluded from the various cultural tourism activities and festivals centering on the World Heritage property started to independently host village activities and built up their capacities for delivering and managing events. 

The initial residents group started to participate in the operations of the Suwon Heritage Night Walks in 2017 as traffic control staff. As the number of festivals that were hosted to celebrate Suwon Hwaseong as World Heritage increased, such as the Hwaseong by Night, World Heritage Festival, and Media Art Shows, the number of jobs available for the residents also increased. 

The Haenggung Village Cooperative Association was established on 31 May 2021 and it consists of 46 members. The main line of work is creating content and activities for visitors. 
The association is composed of 4 sub-groups each named “jigi”, which in the Korean language means friends: 

• Haenggungjigi, who focuses on providing event support, information, sanitation and the operation of activities; 
• Donghaengjigi, a group that creates the content and stories of the village tours; 
• Surajigi that promotes and shares research and education on food; 
• Cheongnyeonjigi, the group that monitors and conducts evaluations of activities. 

Once we have established a Community Wildfire Management Team we review their local wildfire issues and identify options for change using a range of participatory methods. Our aim is to build an understanding of how and why fires start within each community and the positive and negative impacts of fires started for different reasons, and in different areas. We recommend interviewing various people including members of the Community Wildfire Management Team, other village leaders and elders, women, youth, and local authorities.

When we understand the causes and impact of wildfire we then conduct community mapping to spatially determine: 

• where fires are most likely to be lit and why;
• potential firebreaks or control lines within the landscape;
• location of water sources;
• location of access roads and tracks;
• priority areas for protection (e.g. high value forest and restoration areas); and
• the ability of local community members to control fires both through pre-suppression and suppression measures.

These fire maps helped each community implement measures to prevent, detect, and effectively respond to wildfire.

The data collection and ongoing monitoring of the project's achievements were carried out by a dedicated Monitoring, Evaluation, and Learning (MEL) team. This team, external to MUVA, conducted in-depth interviews, focus group discussions, and periodic analysis of each action plan at baseline, midline, and final stages. This systematic approach allowed for comprehensive data collection, culminating in a reflection meeting at the end of the initiative. Facilitated by a senior facilitator, results were presented to the MUVA, Aquapesca, and Pro Azul teams. The meeting provided an opportunity for teams to extract key learnings and formulate a path for scaling and sustaining the initiative.

The ROGS Support Team supported a diverse WIO ROGS Task Force, involving state and non-state representatives from various sectors and organisations. This inclusive forum facilitated stakeholder dialogue and collaboration, with members providing inputs directly to the ROGS and expanding regional contributions by inviting stakeholders from their networks. The Task Force, along with key stakeholders, contributed strategic and technical insights to the ROGS through Technical Dialogues and regional events.

The Collective Leadership Institute (CLI) supported the Task Force through in-person workshops and online sessions  to enhance collective leadership and collaboration. An experienced ocean governance advisor, Mr. Kieran Kelleher, played a key role in formulating strategy questions and compiling ROGS content.

The inclusive and participatory approach aimed to foster ownership, improving the quality, feasibility and credibility of the ROGS. If adopted at the next Nairobi Convention Conference of Parties, this ownership is expected to boost the strategy's implementation.

Political leaders of the WIO countries have recognised that cooperation among regional organisations and across sectors, including greater engagement of the private sector and civil society, is required to address growing regional challenges such as marine and coastal conservation, marine plastic pollution, climate change, response to disasters like oil spills or cyclones etc.

A series of successive policy processes, including the 2015 call by African Union (AU) for the development of an African Regional Ocean Governance Strategy through the Cairo Declaration of the African Ministerial Conference on the Environment (AMCEN), the 2017 Libreville Declaration of AMCEN, and a baseline study on WIO Ocean Governance, led to the mandate for the development of WIO’s Regional Ocean Governance Strategy at the 2021 Conference of Parties to the Nairobi Convention (NC) (Decision CP.10/5). In response, the Nairobi Convention Secretariat convened a Support Team to help guide a participatory development of the WIO ROGS by working with representatives of the NC Contracting Parties, the AU, the WIO’s Regional Economic Communities (RECs), the Indian Ocean Commission, private sector and civil society actors in a Regional Ocean Governance Strategy Task Force.

The objective of this building block is to provide technical teams with parameters for measuring the effectiveness of restoration actions in the field.

The monitoring plan should include elements to evaluate the following parameters: 1) degree of development of planted species and their response capacity, 2) changes in water patterns and abundance, 3) changes in biodiversity dynamics (presence and abundance), as well as in the disappearance of exotic and/or invasive species, 4) changes in the environmental conditions of the area, and 5) changes in land dynamics and use, as well as public use and community demands.

the new site management approach will be implemented progressively, in stages. The corresponding deliverables will be proposed and discussed by the site's Scientific Committee and the Natura 2000 site's COPIL.