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Blue carbon has been proposed as a nature-based solution for climate change mitigation; however, a limited number of published works and data and knowledge gaps hinder the development of small island developing states' (SIDS) national blue carbon resources globally. This paper reviews the blue carbon ecosystems of Seychelles as a case study in the context of SIDS, comparing estimations by the Blue Carbon Lab and recent blue carbon (mangrove and seagrass) evaluations submitted to the Seychelles national government. Mangroves (2195 ha, 80% in Aldabra Atoll) and seagrasses (142,065 ha) dominate in Seychelles, with coral reefs having the potential for carbon sequestration (169,000 ha). Seychelles is on track to protecting its blue carbon, but these systems are threatened by rising sea levels, coastal squeeze, erosion, severe storms, and human activities. The importance of carbon inventories, accounting institutions, and continuous monitoring of blue carbon systems is discussed. Blue accounting is necessary for accurate accounting of carbon sequestration and carbon storage, generating carbon credits, and representing impactful reductions in greenhouse gases for NDCs. Challenges and opportunities include policy legislation regarding ownership rights, accreditation and certification for carbon credits, sustainable financing mechanisms like natural asset companies and blue tokens, local engagement for long-term success, and carbon market dynamics following COP27. The restoration and regulation of blue carbon resources for optimal ecosystem services delivery, carbon inventories, and blue carbon policy are recommended development priorities. Blue carbon ecosystems have the potential to contribute to NDCs of SIDS while simultaneously offering sustainable development pathways for local communities through the multiple ecosystem services they provide. [ABSTRACT FROM AUTHOR]

As a Small Island Developing State, Seychelles is disproportionately affected by climate change, and enhancing her adaptive capacity is a national priority. Identifying and integrating local capacity needs into policy measures can improve multilevel governance and the effective implementation of National Adaptation Plans (NAPs), given that local governments have contextual knowledge about their territories and the climate change challenges affecting them. Based on the Capital Approach Framework (CAF), this study carries out an analysis of local governance capacity needs for implementing climate change adaptation in Seychelles. Data were collected using two methods: (i) questionnaire-led interviews among twenty-four district administrators (DAs), and (ii) an interactive workshop involving thirty-one participants, of which twenty-six were DAs and five were members of the National Climate Change Committee. The CAF was measured in two ways: (i) through descriptive statistics such as frequencies based on interview data, and (ii) through the ranking of types of capital to assess their weightings across four categories using a consensus approach during the participatory workshop. The findings of this study indicate significant political, financial, and human resource capacity gaps, which collectively hinder local adaptation. The critical shortcomings identified include the low participation in national-level decision-making processes, the inability to access external funding sources, and the lack of technical know-how. Through a participatory approach involving the local government representatives and the National Climate Change Committee, ten recommendations for policy measures that can enhance the effectiveness of local governance in climate change adaptation were co-developed. Seven of these recommendations partly address issues related to political capital. These recommendations highlight that a siloed approach cannot effectively address the impacts of climate change. For example, one of the recommendations stated that land-use planning should be guided by location-specific vulnerabilities, as these differ across districts. [ABSTRACT FROM AUTHOR]

Societal Impact Statement: Ecosystem‐based adaptation (EbA) is increasingly being used to reduce the impacts of climate change on vulnerable people and landscapes. The international EbA South project implemented EbA interventions across three countries (Mauritania, Nepal, the Seychelles), piloting the restoration of mountain, desert and coastal ecosystems to enhance the climate resilience of local communities. The experiences of the EbA South project across these distinct ecosystems and socio‐economic environments provide unique insights into the adaptive management invariably required within EbA initiatives. This analysis also provides lessons on how to share knowledge among different stakeholders and countries to advance South‐South cooperation. Summary: Climate change is having an increasingly negative impact on the world's most vulnerable societies. Ecosystem‐based adaptation (EbA) uses biodiversity and ecosystem services to help local communities adapt to the adverse impacts of climate change. This approach, which has the potential to be implemented across a wide range of ecosystem types and scales, is increasingly being adopted by governments and international donors within climate change adaptation initiatives. The objective of the EbA South project was to enhance the climate resilience of communities in Mauritania, Nepal, and the Seychelles by building institutional capacity, mobilizing knowledge and transferring EbA technologies based on China's experience in successfully implementing restoration. The project implemented EbA interventions in the drylands of Mauritania, Himalayan forests in Nepal, and the coastal zone of the Seychelles. All interventions were carefully monitored by researchers to generate scientific evidence of the impacts of EbA. Here, we provide implementers of EbA with the major lessons learned from the EbA South project, namely: (a) quantifying the full suite of ecosystem goods and services generated through EbA at a landscape scale; (b) budgeting in advance for management of time‐consuming complexities related to socioeconomics and ecology such as land‐use conflict, ineffective government structures, disagreements regarding intervention options, and challenging environmental conditions; (c) undertaking long‐term research for adaptive management and documenting the project's successes; (d) providing platforms for effective communication and collaboration among stakeholders with different first languages; and (e) regularly adjusting exit strategies for maintenance of the EbA landscapes after closure of the project. [ABSTRACT FROM AUTHOR]