An alliance between General Community Council Los Riscales, MarViva Foundation and Laboratorio Accionar Foundation allowed the establishment of the Collective Communication. The aim of the Collective is to transform social practices, strengthen local governance processes and to build participatory scenarios of political advocacy. Through announcements in the communities, a group of "monitors" responsible for performing the communication tasks was chosen. In the process of transfer of community communication techniques and capacity building for young people, it was crucial to facilitate self-teaching attitude and the ability to generate own projects and content. The Collective was also provided with basic equipment, such as inexpensive cameras for video photography, audio recorders and computers. Through mobile laboratories in community radio and video communication, the Collective was trained in content development and equipment handling techniques. Each community chose the topics they wanted to work with, according to the interests and priorities in each community. The members of the Collective have had, since then, the possibility to practice, explore and produce autonomously their own content.

A supervisory structure was established to facilitate the coordination between the stakeholders and the overall coherence of the process. Its members work in cooperation and join forces, and each one brings its own specialization. An international organization (in this case, IUCN) supported this initiative by preparing project documents, seeking donor funding and providing technical and administrative support. With the presence of government and non-government members side by side, it is possible to influence mangrove and small-scale fisheries conservation policies.

Based on official fishing and environmental regulations such as periodic closures, bans and minimum sizes, the management plan contains a detailed programme for resource use, control and surveillance and monitoring and evaluation. Every illegal activity is reported to the overseeing government body.

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.

Stakeholders, including government and local communities, are engaged in the early design stage of the development of an Integrated Coastal Zone Management Plan. Up-to-date datasets on ecosystem services are identified as critical given their relevance for the Placencia Peninsula region’s economic stability and growth (coastal protection, spiny lobster fisheries, marine tourism and recreation, and carbon storage and sequestration). Data was collected and included within the Natural Capital’s Marine Invest analysis tool in order to carry out ecosystem service valuation.

Formation of community groups and training in resource management and alternative livelihoods. Under the project, herders formed community groups of 10 to 15 members. These groups were given training as well as financial support in the form of small loans and grants to support the groups’ sustainable management of resources and diversify herders’ livelihoods. 64 herder communities were officially registered and issued with community certificates.

The "Communication Collective Puja" was created through training workshops and laboratories to encourage community participation in land use planning processes of the municipality of Nuquí. During the Collective’s creation, formulation of the management plan in the region began, which was documented from the very beginning by the work of the Communication Collective. Young people from communities, having been previously trained, dedicated themselves to the video production process, interviews with participants and audios for the local radio. This made possible that the community participated in the process. The dissemination of the agreements of the process and the views of the community generated more interest, and people came to places where activities were being conducted and got involved in the dynamics. With camera, video and audio recorder in hand, the Collective made possible that opinions were shared and that the process was presented in a dynamic and participatory manner. A growing enthusiasm and community participation were the results of the process, which included other community issues, such as medical assistance and flooding.

Creating a strong collaborative partnership was an important success factor for this project. A management planning workshop held in July 2011 and attended by KWS scientists, planners and managers and facilitated by Parks Canada identified climate change as the most important conservation challenge facing Kenya’s national parks. Six parks heavily impacted by climate change were identified for adaptation intervention and appropriate initiatives determined for each one of them. The implementation strategy required the project to engage diverse partners drawn from the public and private sectors. Local communities, researchers, NGOs, park visitors, school groups, the tourism industry, health workers, youth and women groups associated with each park were consulted by KWS, briefed on the project’s goal of enhancing adaptation to climate change, and requested to participate in its implementation. KWS and Parks Canada provided scientific and technical support while other participants contributed professional skills, local knowledge, labor and enthusiasm. The Government of Canada provided funding through the Fast Start Climate Change Initiative.

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.

Invasive species in Amboseli, Tsavo and Nakuru NPs had covered large areas of wildlife habitat, displaced native biodiversity, reduced favorable forage, affected wildlife distribution and lessened visitor enjoyment. In each park, KWS staff worked with local people and other scientists to identify invasive species, their impact on wildlife, strategies for early detection, and mechanisms for control and eradication. Special focus was given to species that were growing fast, breeding profusely, dispersing widely and outgrowing native species. Areas of heavy infestation were mapped and divided into blocks to enable systematic control. Mechanical removal was preferred over chemical-based eradication to minimize risks to non-target species. KWS organized volunteer groups from local institutions and communities to mechanically uproot invasive plants from designated areas. In some cases local people were hired to work in difficult areas. The uprooted trash was either burnt in abandoned quarries or buried to prevent re-invasion. Plots were revisited for three growing seasons and regrowth removed.