A structure is in place to ensure the panel is free from any external influence whether from government, private sector, NGOs, scientists or IUCN. Panel members are free to reach what they consider to be the best conclusions and recommendations based on the latest available science. They can be free with their opinions and have no contractual arrangement for research funding or other with the funder/contracting party or any of other companies operating on the Sakhalin Shelf (including their parent or sister companies and subsidiaries).

The consortium’s governance model will be different to that of largest sustainability platforms which bring together diverse stakeholders. It comprises a board, an innovation fund, committees, a management team and implementing partners, each with a clear role. This helps to reduce the risk of conflicts of interest. On-the-ground sustainability interests drive the platform rather than competition over funding, mandates and influence. The management team coordinates the execution of the action plan and monitors impact. Regular meetings take place to ensure alignment among partners and that workstreams make progress towards overarching goals and vision.

The consortium’s vision has been transformed into a clear action plan outlining specific workstreams, accompanied by a detailed budget:

• Connected landscapes
• Climate-intelligent farming practices
• Ensured water resources
• Stakeholder engagement
• Fundraising

The action plan is built on an extensive assessment based on satellite images and interviews with each land owner or producer in the area. Broad consultation took place with all those involved and potentially impacted by the interventions (farmers, members, government agencies and donors). The plan includes details of who will do what by when which is key to monitoring progress against overall objectives. All of this is reassuring for donors and investors who can see that their funding is being effectively targeted.

The consortium has made concerted effort to build on rather than duplicate existing work. Some members have been active in this region for the last 15 years and have gained a wealth of experience. This is now being matched with the national and international expertise of other members to guide strategic coordination of activities.

New partnerships are being formed at all levels and information shared among diverse players. Those with technical or scientific expertise are teaming up with NGOs that have the will and capacity to generate change. One example is that IUCN will help local NGO Imaflora develop biodiversity indicators for the consortium’s handbook on conservation and best agricultural practices. IUCN has also mobilised key coffee brands (Lavazza, Illy and Nestlé) along with Nespresso to discuss a potential collaboration for expanding the consortium.

It is very important to identify the activities likely to affect the conservation of the species to be protected. Here, we have identified several sources of nuisance. This text deals only with the nuisance caused by jet-skiing. To confirm the nuisance caused by these machines in our area, we recorded the noise propagated during normal use. Finally, the bibliography enabled us to confirm the nuisance caused.

The continuation of organizing every group of the village is to hold a training and development of post farm production such as improving quality of raw materials, packaging, marketing, and research and development. Applicable technology (i.e. fish farming intensification (biofloc), fish food production using pepper and rice farm waste supported mechanical processing, organic fertilizer using processed waste of fish farming, etc) is required and it has to be simple technology so that the people can operate, maintain, and even build the machine itself. Widening the range of market and technology information can be obtained from training events and various exhibitions. Up until the final stage that the local people are fully capable to execute and develop themselves. The future evolving technology that is going to be applied in the village has to be controlled so it doesn't exceed its biocapacity(an estimation of capacity given to an ecosystem/biological productive area to absorbs waste and produce natural resources).

From the execution of the participatory mapping and creation of medium term planning, it’s required to have short term follow up action plans such as:

1. Making the union of farmers, village owned company (Pondok Lada), research group is legally recognized both locally and nationally,

2. Support annual strategies that based on medium term planning, such as:

a. Farmers union is to increase the annual harvest volume, not expand their agriculture in water source protection area, using organic pesticide and fertilizer, grading pepper berries to be sold to the company, Pondok Lada.

b. The company buy graded pepper berries with the fair price that is disscussion with farmers union, producing post harvest product as a instant product, gradually transform to eco-packaging to reduce the impact of plastic waste.

c. Research group to teach how to grade pepper with global standard, teaching how to integrate each type of farming (pepper, fishery) by supplying each other nutrition.

This annual planning that is arranged by village has to be synchronized to district and national medium and long term planning in order to have better support from the government.

The Advisory Council serves as a vehicle to escalate up to the Commission local experiences and evidence of the benefits of ecosystem based adaptation. To address adaptation challenges, it is governed by several criteria, among them: identify and reduce the vulnerability of society and ecosystems; consider climate change scenarios in territorial planning; study and strengthen the resilience and adaptive capacity of natural and human systems; take advantage of opportunities generated by new climatic conditions and; promote food security, productivity and ecosystem conservation. To facilitate the consideration of technical matters, the Council established 4 Working Groups, the last one being that for Adaptation. This latter Group hopes to consolidate a space for exchanges and multidisciplinary synergies, where its members can advocate for EbA. The Council's contribution to governance for adaptation will depend on the mechanisms it is able to facilitate for the integration of grassroots and civil society organizations (ejidos). If it also adopted a basin-wide approach to territorial management, and collaborated with the other Working Groups, it could build an even more collegial, ecosystemic and resilient governance model.

The Climate Change State System is the permanent mechanism for communication and coordination of State entities and municipalities on climate change policies. It members are: Climate Change Inter-Secretariat Coordination Commission (CCISCC), Climate Change Advisory Council (CCAC), State Secretary of Environment, federal delegations, mayors and state Congress.The CCISC is in charge of developing the adaptation and mitigation policies against climate change in the State of Chiapas and the CCAC is the permanent consultative body. Although the CCAC was established in 2014, it was inoperative, leaving a gap in the promotion of public participation in the formulation and implementation of CC policies.

IUCN conducted an analysis and interviews to identify the reasons behind it, which were: 1) lack of time due to the honorific (non-paid) basis of the Counsellor and 2) lack of an Internal Regulations with rules on removal from office due to prolonged absence. Counsellor lasts 3 years in office, thus IUCN and the State Secretariat of Environment used the momentum in 2017 to promote the appointment of new Counsellors by the CCISCC president and the elaboration of its Internal Regulation. They also made sure to include a Working Group on Adaptation.

The first step in this solution is to know exactly the home range of the species to be protected (in this case, Tursiops truncatus). It was therefore necessary to carry out participatory science actions, integrating observation data from tourism companies and setting up a network of hydrophones. Park staff were then trained to observe the bottlenose dolphin. In particular, they learned to detect the animal's activity according to its behavior (hunting, social interactions, resting, etc.). This knowledge was then mapped.