In each country, a focal point supports awareness-raising through a poster in the national language, a radio spot and a T-shirt.

Social marketing (SM) uses commercial marketing methods and tools (e.g. diffusion of innovations, behavior-change-focused communication channels and messages, community mobilization) to promote a voluntary behavior change in a target audience, that benefits society as well as the target group. For a Pride campaign, social marketing is an integral component to promote community stewardship of their resources. Creating a clear, consistent and positive identity (i.e., a brand) around the conservation/management of their resources that resonates with community perceptions, values and traditions regarding these resources helps boost community buy in. This brand is linked to a clear request (e.g., what do you want your target audience to do when it comes to sustainable management of their resources), both of which will be underlined and repeated throughout campaign activities (e.g. community events, media outreach) and promotional materials (e.g., posters, booklets, flyers, wall paintings, props, text messages) that form part of the social marketing strategy.

Collaborative efforts among governments, reef-reliant industries, civil society and academia promote buy-in and enhance extraction resources. Defining roles, responsibilities and strategic priorities of all parties involved aids in increasing the effectiveness of lionfish control programmes.

Working with other species groups, sea turtles, sharks, seabirds; interviewing experts on the Dome and oceanography of the region; converting raw data on blue whales and other species into usable maps

Catch data from the last centuries collected from research institutes, libraries and maritime museums, and through surveys.

Partnerships with fisheries management bodies such as national fisheries administrations, the FAO and the Caribbean Regional Fisheries Mechanism as well as relationships with the University of the West Indies and the Caribbean Natural Resources Institute have provided for the provision of funding and technical expertise to develop fishers’ capacity to engage in fisheries governance. These partnerships promote the appreciation of differing perspectives, sharing of lessons and form the basis of integrated fisheries management with the participation of fishers.

Rare’s Pride Program training is a two-year process through which local conservation leaders receive formal university training, followed by periods of field-based formative research and results analyses. Participants learn how to change attitudes and behaviors, mobilize support for environmental protection, and reduce threats to natural resources. Rare’s local partners not only receive classroom training, but also implement an entire social marketing campaign in their communities, designed around a specific conservation goal. Participants in the program receive a toolkit for community outreach: Training 1 provides trainees with basic community engagement tools, so that they can start embedding themselves in the target audience and earn their trust. Training 2 takes place after a period of 1-2 months of field embedding, and teaches research techniques for qualitative and quantitative formative research. Training 3 takes place after 2-3 months of data collection and information gathering, to analyze data collected and design the Pride Campaign. Training 4 takes place upon campaign conclusion, to evaluate results and produce final report.

The first five steps of the ten step process are classified as preparatory. They provide a conclusive body of research in order to facilitate analysis of the impact of large-scale protected areas on the implementation of MEAs. Steps here include the selection of the relevant international and regional MEAs and the identification of the relevant national legal institutions, including administrative regulations at lower geographic levels. Strict criteria are applied to the selection process such as validity and regional coverage of the respective convention, and in the case of the Thaya Valley National Park certain conventions such as the Alpine Convention and the Ramsar Convention were not included due to the criteria and geographic location of the national park.

This building block involves everything related to producing your tourism product. It is recommended that a private sector partner possessing the appropriate market focus and experience in ecotourism be selected before embarking on tourism development in order to ensure long-term sustainability. Our model suffered as a result of not having a partner from the start, putting all responsibility for marketing and tour operation on the project. Selecting and training village tourism service group members is the next important step, and should be done with involvement of community leaders, the local government tourism agency and the private sector partner. Contracts with service group members can be used to create incentives for good service and protection of wildlife. Infrastructure should be built as a community project to instill maximum ownership. A cost effective, high impact marketing tool is a ‘familiarization trip(s)’ for tour companies and journalists, in contrast to printing brochures. Word of mouth is the most important factor and is ultimately determined by a unique and well thought out product.

Multi-stakeholder Dialogue (MSD) platforms are created, comprised of government representatives, NGOs, civil society involved in the project. The platforms consist of management committees set up in each village and at provincial level, to monitor the project’s activities and inform its management. The committees provide support for the daily implementation of the activities as well as for strategic engagement with other institutions. Advocacy material for policy makers is also produced. The engagement at national, regional and global levels is crucial, to ensure that knowledge is transferred, and that policy makers become advocates/implementers of the key lessons learned from the project. Strategic engagements at national, regional and global levels included so far: - A national inception workshop of the project - A national forum with the Directorate of Civil protection on ecosystems-based risk management - Presentation of the project at regional forums and meetings (regional conservation forum, regional consultations for the WCDRR) - Showcasing the project in publications or case studies for global events (UNFCCC COP 21)