Establishment of the National park had some specific impact on the communities living in the valley, such as limitation of access to the fuelwood and aggravation of human-wildlife conflict.

The classic approach used by the PA system to address both scenarios would be based on control and penalization of illegal activities. However, the project approach was to try to address the root cause of the issues and thus reduce the basis for conflict between the MNP and local communities.

In the fuelwood case, the project has initiated activities that try to reduce overall demand though increased efficiency of use and fuelwood alternatives. In close consultation with local households, the project assessed potential alternatives, practically tested and demonstrated the chosen options with households, and on that basis disseminated results and encouraged replication.

Likewise, in the case of human/wildlife conflict issue, the project approach was to test methods to mitigate the problem by assessing the situation and testing approaches that are selected after an evaluation of practicality and feasibility.

In both cases, a key aspect was the direct involvement of the MNP Administration so that they can become seen as part of the solution to local households problems, rather than a cause.

At the project inception, neither Mtirala or Machakhela National Parks were supported by any locally-based NGO’s or support groups. However, such an organization could play an important role in: promoting the PAs, building local community and PA collaboration, and addressing their development priorities.

Based on an assessment of the international and national experience and particularly the existing experience of other PA’s in Georgia, the project supported the establishment and functional capacity building of the Mtirala and Machakhela PAs Friends Association (FA).

The major risk identified was that many such organizations are heavily supported by donors and once such support ceases, they face problems to remain financially viable. Thus, a major focus of support was on building capacity of the FA to be financially sustainable in the long run via a strategy that ensures long-term core funding from reliable sources.

The Mtirala and Machakhela FA was established in 2016 and has been undertaking a variety of activities to build PA/Local Community relationships and collaboration, ranging from Junior and Community Ranger Programs, organization of ecological visits by schools, tourism promotion and application/implementation of local development projects with donor funds.

Appropriate tourism development is an important means and opportunity for Protected areas (PA) and communities located adjacent to them to meet their aims and needs.

In the case of the Protected Areas, the aims are:

- to provide a recreational service to visitors

- to increase public awareness and understanding of the importance of conservation

- to generate incomes that enhance management and strengthen sustainable financing for that purpose.

In the case of local communities, the aim is to increase sustainable incomes, improve and diversify livelihoods.

In both cases, the emphasis is on “appropriate” tourism, i.e. tourism that does not overwhelm or degrade the fundamental tourism attraction (i.e. the pristine nature and cultural landscape). In the PA’s case, there is also an emphasis on educational and awareness aims. This requires that tourism development is carefully planned and focuses on maximizing overall longterm benefits, rather than short term financial benefits.

In this context, project's support concentrated initially on developing a sound strategic vision for the Ajara PA system as a whole and individual colchic forest PAs in particular. On this basis, appropriate tourism development was supported on the ground both in the new Machakhela NP and generally in the valley.

When the project started in 2014, there was a significant level of misunderstanding, mistrust and opposition by local residents to the establishment of the MNP and to any actions in the valley that were perceived as restricting existing land use and livelihoods.

To respond to this, the project has:

a) Initiated immediate actions such as the PA staff trainings and community meetings organized in each village, involving newly trained MNP staff, to improve:

- the effectiveness and understanding of newly recruited staff about the NP objectives and how to communicate with local communities and

- the understanding of local communities on the real impact of the NP and its potential benefits

b) Ensured that the boundary and demarcation activities for the MNP were carried out with the full consultation and involvement of local communities and that the final boundaries were consensually agreed with them

c) Worked actively with the local communities to build their capacity to organize and benefit from the opportunities the establishment of the NP could bring

d) Initiated activities, with involvement of the MNP administration, to address priority issues for local communities related to forest resources and wildlife (i.e. fuel wood alternatives, human / wildlife conflict).

The objective of the project was to increase the long-term effectiveness of conservation and land use in the colchic forests of Ajara, and this necessitated building the capacity of all relevant stakeholders to undertake appropriate activities and development in the future.

To build such capacity, the project pursued a multi-faceted approach involving:

• provision of key equipment and infrastructure to National Park (NP) and local households
• practically orientated trainings of Protected Areas (PA) staff and local stakeholders – formal / semi -formal training by specialist trainers or contractors
• study tours within Georgia
• in process / on-job practical experience

In the latter case, the project strategy was to ensure involvement of project stakeholders as much as possible in the activities led by outside contractors and consultants. The rationale behind this was to build as much local practical experience as possible in order to maximize the possibilities for beneficiaries to be able to undertake such activities themselves in the future. In other words, to build the practical experience and “on-job” capacity of beneficiaries (PA staff, local communities, local service providers, etc.).

To garner political and local support for Sangai conservation in KLNP, advocacy was done with all stakeholders. In addition, appropriate measures are being undertaken to improve the awareness of the local people for conserving the species and promote Sangai as the mascot of sustainable development through various capacity building programmes.

The existing population of Sangai is being secured through integrated management plan, implemented by the Manipur Forest Department. Integrated management plan involves continuous habitat management strategies, habitat and population monitoring, enhanced patrolling strategies, genetic studies and involvement of local communities and different stakeholders at KLNP. 

Conservation Agreements (CAs) are binding grant contracts created and agreed upon by specific communities and the ECF. CAs set out clear, attainable and realistic conservation objectives and determine the scope of conservation measuresto be implemented within communities that demonstrate the have the organization, motivation and commitment to follow 10-year habitat management plans. Conservation objectives set by the ECF and local community use expert and local knowledge. Each agreement is tailored to the identified needs in the target community and the local landscape. These contracts bind communities to protect ecosystems but also assist traditional land users to use the land in a sustainable way. 

The communities that sign Conservation Agreements have been selected to do so because they show initiative, community involvement and potential through the FPA process and establishment of a CBO. In order to ensure the sustainability of the projects, the compliance of Conservation Agreements is monitored. Each community must submit annual technical reports. In case they fail to perform the planned activities, the payments under the agreement may be suspended until they meet the requirements, or subsequently terminated if they don’t comply for more than a year.

To effectively carry out conservation measures, projects require dedicated, skilled and trained people in the field and the community. The establishment of a local ranger program called “Caretakers” was identified by ECF as an important step in ensuring conservation objectives were enforced in the field and understood in the village. Caretakers are local people with knowledge and understanding of their local environment, the ability to communicate with locals and visitors, and self-motivated to protect nature. They are identified through the FPA process and later employed by CBOs. They are trained in conservation methods, equipped with communication equipment, uniforms and sometimes means of transport but do not have the legal rights of (governmental) protected area staff or forest rangers. They may inform and educate people, and report infringements to the relevant authorities. Caretakers assist with the monitoring of biodiversity, educate/raise awareness and perform CA management tasks. They are responsible for data collection, ongoing wildlife monitoring and the submission of progress reports to the ECF. Caretakers are a key point of contact (trusted and respected) in the community, and act as an example of the socio-economic benefits of nature conservation. 

Conservation Agreements (CAs) are binding grant contracts created and agreed upon by specific communities and the ECF. CAs set out clear, attainable and realistic conservation objectives and determine the scope of conservation measuresto be implemented within communities that demonstrate the have the organization, motivation and commitment to follow 10-year habitat management plans. Conservation objectives set by the ECF and local community use expert and local knowledge. Each agreement is tailored to the identified needs in the target community and the local landscape. These contracts bind communities to protect ecosystems but also assist traditional land users to use the land in a sustainable way. 

The communities that sign Conservation Agreements have been selected to do so because they show initiative, community involvement and potential through the FPA process and establishment of a CBO. In order to ensure the sustainability of the projects, the compliance of Conservation Agreements is monitored. Each community must submit annual technical reports. In case they fail to perform the planned activities, the payments under the agreement may be suspended until they meet the requirements, or subsequently terminated if they don’t comply for more than a year.