o Mangroves flourish more in some environments over others. The changing marine environment makes monitoring of red mangroves surviving from past plantings extremely valuable. Monitoring provides insight on the most successful intertidal zones, water depths, soil depths, and planting techniques. Monitoring of surviving mangroves ensures the survival of future planted mangroves.

The Management Team is composed of the Municipal Mayor as Honorary Chairman; the Management Board; park officers and members of 7 working committees. The municipal and the two village government units; each composed of multi-sector representatives, comprise the Management Board. Each group contributes a specified amount for the project’s operational expenses. The Management Board members hold quarterly meetings and a general assembly of all Management Team members is conducted annually.

After the democratization of the country in 1994, the Makuleke community was one of the first communities in South Africa to win a land claim in 1998. As part of the Settlement Agreement, the Makuleke community were given the rights to develop the area for the socio-economic benefit of the community, as long as the land was used for conservation. It was also agreed that the area would be managed through a co-management arrangement with KNP.

When a violator from one village is apprehended, the case is resolved by members from the other village, thereby reducing the possibility of patronage politics. Representatives from the local government, church, people’s organizations, and NGOs, are allowed to observe the proceedings but cannot influence the outcome resulting to more effective law enforcement. Hands-on leadership, team-building strategies (e.g. cross-visits), and technical support are key in order to harmonize the different and sometimes conflicting interests of the multi-stakeholder organizational set-up.

They set up a Communal Property Association (CPA) accountable to community members, which manages their land asset and the partnerships with SANParks and private tourism concessionaires.Good governance: The CPA has 15 years of trying to maximise the benefit to the community through tourism leases and conservation related activities. They are an example of good governance and accountability to the vision, community and partnership agreements.

The joint identification of priority areas for intervention and solutions, using already existing (local) ideas and set-ups, is key. Livelihood diversification and adaptation technique are developed in order to decrease the direct pressure on natural resources and decrease the dependency of communities to these local resources, threatened by climate change (e.g. developing various forms of aquaculture, marine product processing, improved fish trade marketing, supporting certification for sustainable fisheries, ecotourism, etc.).

Scientific data collection with input from relevant stakeholders, through public consultations and government, includes biophysical status and condition of the area, socio-economic status, resource use and preferences, governance, organisational and policy structures. Document data in a public document (Nusa Penida Profile). The profile helps to determine criteria for establishment of protection zones and as input for discussions with local stakeholders.

The Monitoring and Evaluation Plan is a guide in tracking and measuring the status of the marine habitat and its organisms, the threats and likewise the management efforts poured out to the marine park. The Coastal Law Enforcement Team continues writing the logbook and reflect the guarding, patrolling, surveillance, every activity and event happening in the campaign site and periodically summarize or consolidate the logbook entries on a regular basis and submit reports to the Coastal Resource Management Office. The Local Monitoring Team does the regular biophysical assessment, fish catch monitoring, socio-economic and community perception survey. Annually, the ManComm will be assessed using the MEAT by an independent evaluator from outside the campaign site. We will improve the competencies and skills of the members of the ManComm through trainings, constant coaching and mentoring so that they will become efficient in doing these tasks. We will also capacitate some members of the MTWG in data analysis and results presentation so that evaluation results will be presented in such a way that the people in the community could easily understand

Formalise and enhance local customs and institutions legally. Conduct consultations (in the case of Nusa > 30) with community groups, government, and private dive operators with specific attention directed to each stakeholder group’s context. Identify core zones of high resilience, thus high conservation value. Core zones have high coral reef biodiversity serving as spawning sites, and no coral bleaching during temporarily high sea-surface temperatures.

Plot rendering is based on a strong partnership between a municipality, the association of farmers in the county (or pastoral Group) and the Pyrenees National Park. The town, which owns the land, extends and provides the plot. The Pastoral Group is responsible for the plot. It supplies the plot with dead carcasses naturally in its operations, and cleans it regularly. The Pyrenees National Park follows the population of vultures, initiated the project, and technically and financially supports the development of the plot.