Building Livelihood Diversification Capacities

Capacity building took on various forms - while the development of networks and institutions was important for the successful design, implementation, monitoring, and maintenance of activities, so too was the provision of technical guidance for restoration measures.

In addition to direct wage support through restoration activities, community capacity building was the other pillar of green recovery activities. To provide the communities with alternative livelihood options to diversify their income, alternative sustainable livelihoods that the region could offer were designed, considering their impact on the ecosystem. These sustainable livelihoods were either already in place on a small scale and needed to be standardised or scaled up or were completely new to the region.

Training programmes on these alternative sustainable livelihoods were carried out. These included birdwatching, honey production, handicrafts, eco-guiding, and participatory videomaking. The activities also brought in youth development by equipping young people with newer skills and thus contributing to their future employability.

Such training programmes (participatory videomaking, homestay operations, etc.) were also taken up in the other pilot areas of Pong and Renuka along with Bhitarkanika and Pong to build alternate skills.

It is important to have the right trainers with the right expertise who are readily available in the region and have local connections. Having an existing government infrastructure to provide training in agriculture and handicrafts has also helped to bring the right expertise to communities with much greater buy-in.

Ensuring that alternative livelihoods either support or complement existing livelihood chains and do not disrupt them is important, e.g. the development of tourism facilities as well as backyard fishing and gardening helped create seasonal diversification of livelihood opportunities without disrupting the primary chains.

Designing upskilling programmes that are scalable is possible if the skills being introduced are anchored in the larger development plans of the region without interfering with existing livelihood measures. The pilots have also been expanded into extended programmes in some sites based on community needs.For example, eco-guide training in Bhitarkanika has been scaled up as the influx of tourists increases and as site management agencies and tourism enablers prepare for sustainable tourism development in the region.

Direct Livelihood Support through Ecosystem Restoration Actions

Green recovery measures which invest in ecosystem restoration and management (e.g. wetland restoration) offer opportunities for creating employment for local communities through surplus labour in the short-term while building medium to long-term resilience through healthy ecosystems. 

During the pandemic, with unprecedented challenges to lives and livelihoods, there was widespread economic and social disruption, with an increased risk of people falling into extreme poverty and further exploitation of available natural resources. In these scenarios, marginalised communities such as farmers, fishers and urban workers who had to return to their villages were most at risk of poverty, malnutrition, and disease.

Waged and self-employed workers were expected to rely on natural resources as market chains were affected by the pandemic. Moreover, wise use of natural resources was not a priority in this crisis and thus foreseen that ecosystems would be (over)exploited. Designing and implementing measures to restore ecosystems would therefore be useful not only to meet the immediate needs of the population, but also to safeguard future interests and build the economic, social, and climatic resilience of communities and other ecosystem dependants. 

With this in mind, two of the pilot sites (Bhitarkanika in Odisha and Point Calimere in Tamil Nadu) have implemented green recovery activities, which support direct wages through ecological restoration activities.

The project team already had a broad understanding of the area, the demographics, and threats to the area due to integrated management planning processes that were already underway. These included stakeholder consultations and assessments on hydrology, ecosystem services, livelihood linkages and climate risks.

This understanding, together with the conduct of participatory community consultations at project sites to identify and prioritise livelihood-oriented conservation and restoration activities, helped in the design of site-specific green restoration activities. Participatory selection of areas for conservation and restoration through consultative processes and community-led discussions also contributed to their successful implementation.   

Through restoration activities (e.g. restoration of waterways, regeneration of mangroves, etc.) a symbiotic relationship was designed that has allowed for improved wetland habitats that host endangered migratory birds and other species, while also allowing for financial gains for local communities through potential harvesting in the non-protected areas. The result was a revival of the native ecosystem. The social capital built through these actions and the networks of community groups formed will help build stewardship for wetland conservation. Furthermore, the development of monitoring plans for these actions helped to keep track of the interventions and to adapt them to changing needs and situations.

Paramount for the successful implementation was the presence of a local organisation working closely with the community. Its presence and coordination helped to establish institutional arrangements at the community level and brought in a local context that helped to design and implement interventions that were socially and culturally sensitive, yet effective. Given the diversity of languages, communities, and ethnicities in the country, having a local institution helps not only contextualising intervention but also ensuring their sustainability. This partnership has further translated into other meaningful interventions that came forth form this experience and have been possible through these agencies.

Sustainable Alternative Revenue from APL Forests

Recognizing the ongoing threat of APL forest conversion by the palm oil sector, Kalfor identified the need to develop sustainable alternatives for revenue generation, employment, and livelihoods. Despite conservation efforts, only 56% (197.152 ha) of APL forests in four pilot districts have enhanced legal protection, leaving the majority at conversion risk. The project emphasizes finding sustainable uses for these forests that offer economic incentives for conservation. 

Exploring non-timber forest products (NTFPs) emerged as a promising strategy. Studies conducted in districts like Sintang revealed the profitability of NTFPs, with potential for cooperative management. Training sessions for government and university staff aim to integrate the economic valuation of APL forests into land-use planning. Additionally, Kalfor is exploring support for larger-scale NTFP enterprises, utilizing existing research and collaborations with MOEF, research institutions, and successful NTFP companies.

The challenge of providing economic alternatives to palm oil production highlights the complexity of balancing conservation with local economic needs. While small-scale community schemes offer benefits, they may not suffice for broader economic growth needs. Understanding the potential of NTFPs and the barriers to their development is critical. Effective incentive structures for NTFP enterprises and integrating their benefits into regional planning are key steps. Kalfor's experience underscores the importance of aligning sustainable forest use with economic incentives to ensure APL forest conservation. 

Quality Data for APL Forest Protection

For APL (Non-State-Owned Forest Area) forests, lacking legal protection and reliant on voluntary conservation, quality data on forest cover is crucial. The Kalfor project addressed the need for accurate forest cover data in APL areas. Initially, the existing data was unreliable.  MoEF through KalFor facilitation, improved data accuracy using high-resolution remote-sensing from LAPAN collaborating with provincial universities This revised data, showing a total HCVF area of 347,922ha in four districts, provided a solid foundation for decision-making and highlighted the project's commitment to accuracy and empirically-driven, evidence-based practice. 

University partners played a key role in deepening knowledge, classifying APL forests by High Conservation Value (HCV) types, and mapping different areas. This scientific approach boosted stakeholder appreciation for forest conservation. Kalfor's role as a bridge between academia and governments facilitated informed, long-term decision-making, enhancing institutional capacity. 

Kalfor learned that while quality data is vital in convincing stakeholders of conservation needs, it's not sufficient alone. Decision-making often overlooks conservation values, focusing instead on other interests. Emphasizing the limited scope of remaining APL forests and their vulnerability to conversion is crucial. Real-world impacts of this approach include East Kalimantan's use of geospatial data and Ketapang district stakeholders' engagement in forest cover analysis. Accurate data reporting on regulatory impacts and socio-economic outcomes is essential for comprehensive forest protection and project evaluation. 

Establishment of local coordinating entity

A sustainable entity is needed to organize the carbon certification scheme, as carbon certification projects run at least for 10-20 years. The role of public decision makers is restricted to providing enabling conditions for carbon projects. Thus, the local coordination and not-for-profit entity "Soil-Carbon Certification Services" (SCCS) has been set up to coordinate the certification of the climate effectiveness of the soil conservation measures. It manages the marketing of said certificates, the MRV system required by the standardization body and finances and controls the quality of SLM extension services implemented by local partners and NGOs.

Upfront financing for setting up the local coordinating entity is key for project development. Establishing collaboration with funding institutions helps to bear the upfront costs. It is recommended to enable public funding sources to leverage private funding. Planning projects within working value chains eases the launching of carbon certification projects in agriculture. Identifying favourable project contexts, e.g. existing efficient extension service systems or well organised farmers, lower the need for initial investments.  

The scoping (feasibility studies) and set-up of carbon projects (incl. enabling the coordination entity in MRV, agricultural advisory services, carbon marketing) is recommended to be undertaken by skilled project developers with specific know-how. 

A success factor to realize development impacts needs stakeholder management, advocating for an enabling environment, esp. improving the certification frameworks for developing countries, secure in-country mechanisms to benefit poor households, facilitate upfront financing, national policy development and enabling national carbon and SDG accounting to measure impacts. 

Building cross-sectoral partnerships

The implementation of this solution has only been possible thanks to a unique cross-sectoral partnership established in the framework of the Tech4Nature initiative in Spain. The partnership was composed of local authorities (Diputació de Barcelona), park technicians, rangers and managers (Sant Llorenç del Munt i l’Obac), nature conservation experts (IUCN Med), IT company (Huawei), GPS specialists (Parés&Bosch), and camera monitoring specialists (Miranatura). The partnership is continuously expanding, and it is expected that research teams and universities will join the partnership in the near future, bringing in their expertise and experience.

In order to make a successful cross-sectoral partnership, the scope of involvement of each partner should be clarified from the very beginning. The local ownership of the solution is a fundamental factor to ensure its success in the long run.

Partners need to be engaged from the very beginning of the solution to ensure a true co-creation process. Nonetheless, the partnership needs to be open to eventual changes in its composition that can lead to further progress and improvements. The local ownership of the solution is what will ensure its long-term sustainability.

Training

The skilled laboratory experts of AUT got extensive training in the specific sensitive PCR-based detection methodology in Germany (Karlsruhe) and Tirana (Albania). The methodology not only allows the detection of viruses and AMR, but also enabled the AUT to enhance the curricula for PhD students and researchers. Furthermore, results and information obtained from Albania extend the data bases of international institutions like WHO.

Capacity development and close exchange between experts and researchers of TZW and AUT imbedded into the GIZ water programme created the synergies between the sectors.

High-sophisticated trainings and international high-level exchange as well as intercultural and intersectoral tolerance generates win-win-situations.

Enhancement local laboratory diagnostic: Research – sophisticated Technology – wastewater-based monitoring (epidemiology)

The capacities of the Agricultural University Tirana's laboratories had been extended by the microbiological laboratory for wastewater-based monitoring on COVID-19, viruses and AMR with a PCR-based real-time detection method. 

Close collaboration and knowledge transfer between TZW and AUT is one main important enabling factor as well as the provided budget (COVID-19 response) for the infrastructure of the laboratory by the German Federal Ministry for Economic Cooperation and Development (BMZ).

For the furnishing of the laboratory specific conditions had to be fulfilled, f. ex. furnitures, aeration systems, safety regulations to be respected, which were time consuming.

Facilitation inter-sectoral – inter-ministerial cooperation

The Early Warning System is structured on three levels: the scientific level consisting of the participating water and wastewater utilities as basis, the political level with the Public Health Institute and the policy and strategic level with the inter-sectoral and inter-ministerial exchange The later were facilitated and national and international cooperations with research institutes and universities assisted.

Institutionalised communication and exchange are important for the intersectoral cooperation and collaboration. The political will for the implementation of the Early Warning System is elementary.

The timeline plays an important role for the implementation and continuation of the early warning system, initiated by the COVID-19 pandemics.

Early Warning System - a multi-block building solution

The implementation of Albania’s early warning eystem on viruses and AMR is based on processes of enhancement local laboratory diagnostics, capacity development (laboratory planning, training), knowledge transfer and the facilitation of intersectoral and inter-ministerial cooperation.

 

  • Early Warning System
  • Facilitation inter-sectoral – inter-ministerial cooperation
  • Enhancement local laboratory diagnostic: Research – sophisticated Technology – wastewater-based monitoring (epidemiology)
  • Training

Apart from international exchange and knowledge transfer, awareness of characteristics of the health and water sector and interfaces are relevant as well as the human factor to overcome silo-thinking and encouraging strong engagement. Trainings and exchange between skilled staff is elementary and the political will needed.

Information, sensitisation and awareness rising for all institutions involved in the early warning system, well described win-win-situations, and a regular transparent communication as trust building process are the basis for the success. The time required for the implementation shouldn't be underestimated.