FMNR represents a community development practice. In this sense, FMNR directly aims at participatory, inclusive and community-based and -owned analyses, plans, knowledge sharing and adoption. The following three components  are critical in understanding and implementing FMNR as a community development process:

1. Connect: Community member come together to participatory analyse, discuss and connect the root causes and consequences of deforestation and landscape degradation in their community. Once the connection has been made, FMNR is introduced as a potential solution.
2. Plan: Community members engage in a participatory visioning process to identify common goals and agree on tangible actions to drive and enable the scale-up of FMNR on communal and privately owned/managed land. These plans can vary in formality and may be developed and refined over the years.
3. Enable: Community member are trained in the technical knowledge and skills to adopt and promote the practice of FMNR on landscapes. This component also includes the identification, training and follow up of FMNR Champions who actively work to enhance the spread and adoption of FMNR in their communities.

Parallel to the implementation of the school, the organization's strategic planning process was carried out by incorporating the EbA approach, which included aspects related to climate change and the use of ecosystems. In both organisations, strategic and prospective visions were built, which took into account the scenarios that global warming will generate on the coast.

Strengthening women's self-esteem was used as a strategy to reach an understanding in the importance of climate change adaptation from the sustainable use of wetland ecosystem services. For that reason, it was necessary to keep the process of stregthening self-esteem in progress.

A strong self-esteem enables the development of self-confidence. Once self-confidence has been obtained, the process of trust building in others, continues. This is the basis for partnerships in the context of climate change. The strategy of promoting associativity and organizational strengthening took place at three levels: a) training, b) marketing, and c) adaptation.

FMNR is a technical practice which aims to restore natural environments through the systematic regrowth and management of existing trees and shrubs from tree stumps, sprouting root systems or wild seeds on diverse landscapes. As a technical practice, FMNR includes four components:

1. Select: practitioners identify the number and species of trees and shrubs to be regenerated an/or actively managed in a landscape
2. Prune: practitioners selectively remove the stems and side branches of regenerating indigenous tree stumps and shrubs to maximize growth and regeneration by directing resources and nutrients to a few selected stems and side branches
3. Manage: practitioners manage pruned stumps and shrubs by periodically removing new stems and side branches, and by protecting those that remain from potential threats i.e., livestock, fire, humans, and competing vegetation by adopting, for e.g., improved grazeland and livestock management practices, social fencing, live fencing and/or fire breaks
4. Utilize: practitioners utilize stems harvested for firewood, fodder or mulch with the understanding that shoots regenerating following harvesting of stems will be actively managed to expedite their recovery. As trees grow, practitioners may also utilize wild foods, traditional medicines, dyes, gums and other non-timber forest products.

In order to preserve the functionality and the esthetics of the park, it is important to know how to maintain it. This includes monitoring, the maintenance of green spaces and cleaning. 

With regards to monitoring, it is recommended to have communication mechanisms established between the community and the municipality. In this case, the neighborhood committee remains in touch via WhatsApp with the contact person of the Public Services Department and may share observations or ask directly for support in the case of any event. 

Furthermore, a list of indicators was established for the monitoring and ensuring the functionality of the green space, with a focus on the vegetation, water infiltration, erosion and shadow areas. The maintenance of the infrastructure of the park (paths, discharges, bins) was also addressed. 

During a maintenance workshop with the Public Services Department and members of the local community, roles and responsibilities were divided with regards to the different indicators. 

Furthermore, a feedback workshop was conducted with the Public Services Department and the neighbors, in order to capture how both groups perceived the entire process and to integrate their feedback into the methodology of future processes. 

The actual construction was implemented through practical and educational workshops with the neighbors, the Public Services Department and partly with contracted workers. The workshops addressed the following measures: 1) green infrastructure and reforestation, 2) urban art and tactical urbanism, and 3) urban furniture. In this way, the park was transformed through joint efforts, while learning about the importance of nature-based solutions and easy measures to implement them in other public spaces or in gardens and other spaces of the community. 

In adition, educational workshops were conducted with a local school and a group of scouts to improve the financial education of young people and kids in the community. Another set of workshops was implemented with neighbors and members of an informal neighborhood, with a focus on first aid. 

The integration of the local community into the entire process of transforming the park from early planning stages onward was a key action. Different mechanisms can be applied to reach out to the neighborhood, including: WhatsApp groups, Facebook groups, distributing flyers, virtual meetings that lead up to the actual physical planning and implementation meetings. It is also recommendable to reach out to already existing groups and organizations, in the case of the Park Pedro Sánchez, groups of scouts, local schools and a neighborhood committee that was formed as part of the outreach process. 

During a co-design workshop in the park, the community described the current use of the park and expressed their vision, ideas and desires for a transformation of the park. Maps and post-its with happy and sad emoticons were used to visually express the perspective of the community with regards to specific sites within the park and the current use. In order to make collective decision about the future use of every site, people voted on each option. The final map represents the decisions of the co-design workshop. 

The overall objective of the initiative was to increase the resilience of a local neighborhood. Therefore, an adequate implementation site had to be identified, with the potential to increase the quality of life of the local community and to showcase solutions to typical environmental problems that are present in the city of San José del Cabo.

The implementation site was selected by the Municipal Planning Institute of Los Cabos, by taking into consideration the following selection criteria: 

• accessibility to the site
• available allies
• presence of environmental problems to be addressed
• crime rate
• support by the local government
• available services (electricity, water supply) 
• available funding

After the site was selected, a socio-environmental analysis and a topographical survey was conducted by the Urban Oasis Alliance (consisting of the organizations Niparajá, Urbanería, EPI). The objective of these analyses was to identify the current status of the park, including the the environmental services it provided, the environmental and social risks that were present in the space, the user types, the different ways in which the community was using the park, perceived and existing risks and other social and environmental factors. 

The "Strengthening institutional and community organization" component included numerous work sessions, workshops and planning activities with local authorities, including coordination with organizations in charge of vicuña management, such as the Regional Directorate of Agriculture, the National Agrarian Health Service, the National Forestry and Wildlife Service and the National Service of Natural Areas Protected by the State.

The objective was to strengthen community organization in collective decision making for the management of their natural resources and thus contribute to improving their livelihoods and resilience in the face of climate change.

Overall, these activities have contributed to improving the community's capacity to manage vicuñas and their native grasslands. One example of their improved management capacity is that the community was able to reactivate the Vicuña Committee and develop its work plan. In addition, thanks to the commitment of the community members and the leadership of the vicuña committee, it was possible to expand the fence and build the chaku with the help of community labor, with the support of the team from the Nor Yauyos Cochas Landscape Reserve and the Mountain Institute.

A benefit sharing mechanism and the cooperation can only happen when the villagers have a strong sense of community and trust one another. 

• • Tour operators and travel agencies tend to send guests to 1-2 particular homestays and/or using the same service providers to ensure the consistent service quality throughout all bookings. A task force allows its members to work together to improve the quality of homestay and other services for consistency in the delivery of services and products.

  • A local coordinator is needed in case of a tourism task force, for communication and for booking allocation among homestays. This coordinator must be trusted and transparently elected among the members. Together with booking allocation, a  benefit sharing mechanism should also be deployed to make sure that the community also gets the indirect benefits from community tourism. For instance, a community fund takes 5-10% of revenue to support common affairs in the village.