Knowing what you need to know about your system is the starting point and constant framework for a targeted learning process. The Västra Harg case was informed by recent developments in resilience thinking on pathway diversity to introduce an approach for building capacity among system actors to navigate changes and move the system toward a common vision.

Creating working relations involving all sectors of society (private, government organizations and civil society organizations) helps to strengthen and authenticate the efforts made under the Program. This also encourages dialog that facilitates the opportunity to lead or resolve conflicts that arise from the production activity, within a framework of respect and tolerance, recognizing that in a territory there are different visions and interests, and all must be fairly considered. Alliances promote synergies that enhance individual efforts and active participation of all sectors of society. They enable the creation of an idea of territory, of collaborative planning, promoting more equitable power relations and the generation of a common vision between actors that were traditionally disconnected or even antagonistic to one another, although they shared the same limitations and potentialities. Within the framework of the Program, alliances put emphasis on the socio-environmental aspects of the territory, which are often disregarded from a perspective exclusively focused on production.

Partnerships are critical for scaling and innovative idea like boom and traps as well as getting the buying from the government as well as unlocking funding for scaling.

8 teams formed for SMART patrolling in 4 Forest Ranges of the Sundarbans. A mother vessel, one fiber-body trawler (for patrols in the canals and creeks) and a speed-boat to go to the areas where trawler couldn’t access due to narrow width of canal/creek and less water depth as well as to chase offenders. Under the leadership of a Team Leader, each team stays in the field for 10-14 days and patrols crime hotspots, records sightings of key wildlife species, illicit activities, checks permits and necessary documents, gadgets/gears of fishers, arrest offenders, handover offenders to nearby Forest Offices, records all data in the data model configured in the handheld device (i.e. CyberTracker).

After completion of the trip, Team hands over their handheld device to ‘Data Manager’ for data quality checking and unload data in the data storage platform. Team Leader also make a briefing note for the next patrol team highlighting their coverage areas, potential crime hotspots and dierction for next patrol team. Cleaned data then comes to ‘Data Coordinator’ who then compile data from all 4 Ranges, analyze and generate reports with` findings in different graphs, shows trends, hotspots, information on offenders and arrested ones, etc. and present to SMART enforcement committee to help further decision making and adaptive management.

Comprehensive training material developed and provided to support SMART trainings. BFD frontline staff’s capacity has been built to successfully conduct SMART patrolling in the field and handlings of necessary equipment and gadgets. Three different training efforts were made available –

• SMART Training of Trainers - selected BFD mid-level staffs trained engaging expatriate facilitators on the basics as well as advanced skills on SMART patrolling using developed training materials, 41 best-performers identified and designated as ‘master trainer’.
• Basic SMART Patrolling - ‘master trainers’ trained (in presence and support of expatriate facilitators) 125 frontline BFD staffs on the basic skills of SMART patrolling, conducted demo patrols, physical handling of gadgets and equipment who later became active in patrolling team.
• SMART Database Management - 31 BFD Officers were trained on data cleaning, editing, analysis, report generation and interpretation of findings. Selected staffs received advanced data management training also.

SMART patrol teams in the Sundarbans were accompanied by on-board mentors in selected patrols and helped to overcome their problems on-site particularly on the use of a Global Positioning System (GPS), navigation, boat and foot patrols, law enforcement, and improved data collections and ensured quality.

BFD was looking for an effective conservation law enforcement option that would equally be practical and affordable in the context of Sundarbans. Attaining good results from piloting initiatives inspired BFD to full-scale implementation in Sundarbans. However, implementing SMART independently but efficiently was a big challenge since BFD was solely dependent on external supports (i.e. Projects). SMP’s approach to develop pool of master-trainers for SMART, use them to train frontline staffs, develop data managers and analyzers had highly motivated BFD towards more independent SMART rollout in the Sundarbans.

BFD realized the need and responded promptly to develop standard SMART protocols for Sundarbans jointly with developers and relevant stakeholders and brought into practice. With the approval of SOP, handbook and other related documents, BFD ensured necessary legal instruments for its smooth functioning. It also maintained sustained fund flow to cater the need of logistics and fuel to keep SMART operational.

‘SMART Handbook’ were jointly developed with the BFD and includes valuable contributions by a multi-stakeholder’s SMART working group members. The SOP constitutes a crucial milestone and presents a uniform and practical framework for implementing SMART in the Sundarbans. The provisions that were incorporated in the SOP and Handbook are consistent with the laws and regulations of the ‘Government of Bangladesh’. All the staffs involved in SMART patrolling were oriented on the ‘SMART Handbook’ and ‘SOP’ and everyone have a hard copy of the same. This helps them to guide during patrols.

The process of upcycling plastic waste to make products of value such as jewellery and sculptures is truly valuable. It requires one to assess the whole plastic value chain to identify the gaps, opportunities and pain points in order to plan accordingly.

Implementation of advocacy among various stakeholders was very vital in the creation of awareness on sustainable plastic management. As part of the project, there was a communication awareness campaign as well as nine open-air events to encourage the reduction or better management of plastic waste at source.

The sea-turtle conservation programme was started in Con Dao since mid-1980s. In more than 30 years of implementation, Con Dao national park now has a comprehensive programme of different activities that includes:

• Breeding ground surveys and monitoring
• Law enforcement: protection/patrolling
• Support breeding activities: remove eggs to the hatcheries (support incubation), releasing baby turtles to the sea
• Communication and education programme for different target groups, including local schools and fishermen, and visitors

By 2020, outcomes of this programme include:

• Identify and protect 17 breading grounds (beaches) in the islands
• In 2020, c. 750 mother turtles were recorded breeding from January to November (mostly from May to October).
• 2,395 hatches (227,858 eggs) were removed to the hatcheries, 2,195 hatches were hatched, 171,949 baby turtles were released to the sea. (197 hatches with 17,139 eggs are still incubation at the time of documentation).
• Communication campaigns were organized with army, police, district offices, schools, fisher communities, and visitors.
• Collaborate with private sector (Six Senses) to establish a new breeding ground and hatchery in Dat Doc beach.
• Collaborate with IUCN to conduct 4 courses for volunteers to support sea-turtle conservation in Con Dao.