Alternative adaptation options were analyzed via the Marine InVest tool to identify costs and benefits of these approaches. Costs were incorporated directly into the scenarios and InVEST. This included the costs of implementation of adaptation options combined with any associated costs to ecosystem services quantified by our models, and benefits represented by the positive return in ecosystem service values quantified by our models. Local experts helped in reviewing the selected ecosystem services and adaptation options. A technical report was developed on the activities.

Mangrove custodial association members are trained as guides for ecotourism activities as a possible alternative source of income. Visitors learn about locals’ regular activities such as fishing, catching crabs or collecting molluscs. They are then given the experience of preparing and consuming the mangrove’s bounty.

Unlike Social Marketing, the Technical Assistance (TA) is based on more personal interactions with the fishers at the fishing group level (cooperatives or associations) or at the individual fisher level. This allows the issues to be addressed with more detail and depth, although larger groups of people are not reached. The overarching goal is to promote fishers´ support for conservation actions (e.g., creation of FRZ, adoption of sustainable fishing practices). Technical assistance tools are targeted towards building capacity in coastal communities and removing technical barriers, emphasizing leadership among fishers to improve the management of fisheries resources. Examples of technical assistance activities include one-on-one conversations, fishing trips, fisher exchanges among sites, formal training in specific fishing methods through workshops and courses, informal training, meetings with the authorities, follow-up with administrative and legal processes (e.g., fishing concession/permit renewal) and providing organizational materials (e.g., file cabinets, blackboards, etc.).

Climate impact hypotheses were translated into quantitative relationships and data layers for use in the InVEST ecosystem service models. Adaptation strategies were selected based on outcomes for ecosystem service provisioning with a set of four climate adaptation scenarios tested. In selecting the most appropriate adaptation strategies, we drew on existing research with stakeholders in Belize that identified the ‘best options’ for sustainable development, adaptation, and mitigation of climate change in Belize, and looked at these under three management scenarios.

Recommendations from the preparatory steps of the Convention-Check are given to the management agency, then are evaluated after an appropriate period of time, to assess their impact and largely address management effectiveness. Steps in this building block include assessing and quantifying the number of changes of measures/activities on management, administrative and legislative levels, assessing the causality between recommendations and evaluating the quantified changes in a qualitative way. Recommendations are provided to administrative and legislative bodies as well as to the PA in particular. Recommendations concern changes in legislation, administrative regulations as well as in particular in practical management decisions. One recommendation was for example to work on bats and now these species are among the flagship species of the park.

Shrimp farmers are obligated to develop and implement a mangrove reforestation plan within their production area; they pay community members, often women, to garden the mangroves, including re-planting.

This building block focuses on documenting and disseminating results so that the experience can be captured and replicated elsewhere. Sharing and disseminating successful project results can encourage other interested parties to conduct site visits to observe the project first hand and meet the people involved. This kind of peer to peer learning can often be the first step towards replication. Documentation can also be used as a powerful advocacy tool to create leverage for greater commitment to waste management policies at regional and national scales. Documentation can be in many different formats ranging from a brief project summary or personal testimonies from the people involved, to powerful images that show the project in action or short film clips that can be embedded in websites and shared on social media etc. The greater variety of visual documentation the project has, the greater influence it can have on decision making processes related to waste management (or any other issue of concern). Documentation of results also plays an important role in the review and evaluation phase so that project leaders can identify the contribution of each building block to the overall outcome.

After initial assessments to determine what could be the most appropriate livelihood activities that would further encourage conservation action in the landscape, the Community-Based Tourism (CBT) plan was developed and the community was trained to run the programme. The CBT programme comprises promotion of home-stay units, home restaurants for food, a cultural group to showcase Monpa art and culture, organized treks through the conserved areas and provision of trained service providers (guides, managers, cooks, porters, etc) to support all of these. The community has sought to include as many families as possible in the programme so as to ensure spread of programme benefits. The CBT in Thembang, one of the project villages, is now in its seventh year with revenues increasing four-fold since inception, amounting to 23,000 USD as of March 31, 2015. The CBT was successfully replicated in other project villages based on biodiversity values. In similar line, WWF-India is also diversifying income generation activities to other forms of rural enterprises for conservation impacts. Recently, it facilitated the process to establish a unit to manufacture Tibetan incense stick with available forest resources in Pangchen valley.

Building trust between MarViva and the Community Councils of each community has taken more than four years before the development of the Communication Collective. Creating an association between the Collective and the Foundation has been based on the respect for the interests, decisions and role of the Community Councils. This partnership has allowed the insertion of the Foundation in the communities where it is positively seen as a strategic partner. This integration has been strengthened by successful previous processes where communities have perceived the benefits of partnership and the "fair play" by the Foundation.

Monitoring and evaluation (M&E) are vital components of every Pride campaign, without which assessment of the effectiveness of the intervention cannot be conducted. M&E takes place in every component of the Theory of Change (please refer to the building block 'Theory of Change' for a brief description of each component). Monitoring keeps score on how effectively capacities are built, how effectively social marketing efforts lead to changes in behavior, and if those behavior changes lead to desired conservation outcomes. Monitoring basically tracks every component of the ToC. M&E of knowledge, attitude, interpersonal communications and behavior change is based on pre and post campaign surveys of the fishers, while threat reduction and conservation results use specific protocols validated by experts.