We offer free hatchery tours to all of our guests who stay at Rimba. Here we explain to them why hatcheries are necessary for Pulau Sibiu and the processes involved. They hear in detail about how turtles naturally nest and the natural threats they need to avoid to ensure survival. 

We explain to them how we pay above market value for the eggs to encourage locals to sell them to us and how this money is funded by groups or individuals. From here it is up to the guests whether they would like to financially support the project by adopting a nest. 

It is never a "hard sell" but the question normally arises - "how is this funded?" We explain that in return the "adoptive parents" receive a video of their nest hatching, t-shirts and a certificate of adoption.

By providing a free educational service of a hatchery tour we are raising awareness about the turtle's struggles while at the same time offering tourists a way to support conservation. 

Through our social media pages we schedule a post a few times a year asking for donations from guests and supporters. We ask for materials which could be used in conservation club such as arts and crafts materials. We specify that items such as glitter are not required as they are not environmentally friendly. We also ask for them not to be brought specifically for us but items that are no longer needed that could use a new home. We receive paint, glue, fabrics etc. This helps us stick with our ethos of re-using. Items that would normally have gone in the rubbish bin are now re-used by the kids to create something meaningful.

OASIIS is an online platform which collates data on the socio-economic activity within and beyond protected areas. By collating disperse, and often informal information, OASIIS builds a strong case for social entrepreneurship as a driver of sustainable development.

By showcasing the socio-economic impact as well as the stories behind the organisations, OASIIS aims to funnel social investment in order to accellerate and grow the positive social, environmental and economic impacts of businesses which have values in harmony with that of protected areas.

The Social Enterprise and Biosphere Reserve (SEBR) Development Framework can be applied to any protected area and aims to provide a living document that will be flexible and adaptable in different countries and contexts, within their own norms, values and approaches. As such the Framework is designed as a route map towards the emergence of social enterprise as a means to promote sustainable economic development, in harmony with social and environmental sustainability. For this reason we have developed a Framework that looks at the importance of four key Factors - Public Participation, Social Enterprise, Social Investment and Sustainable Public Procurement.

The Framework can be used to plot the current context in a protected area, highlighting local strengths and weakness in relation to 4 key Factors. Once this mapping process has been carried out an Action Plan can be designed, relevant to the particular country and BR. It is likely to take around 3 years to establish the momentum necessary for this approach to become self-organising and so sustainable into the future. 

The city established a large-scale land readjustment program under the reconstruction plan. The city designated almost all replotting area by the end of 1949. The readjustment contributed re-definition of the border of land plots that became blur in the war-devastated areas and supported quick reconstruction of the city. As the result of readjustment, the ratio of the city’s public assets were significantly increased: road areas by 2.12 times (2.36 times in the urban center); public parks by 3.07 times; total areas for cemeteries by 1.30 times; and station squares by 5.25 times. The readjustment project continued until 1998 and during the rapid industrialization around 1960, land adjustment became an effective way to prevent uncontrolled sprawl into the suburbs. The city extended its urban boundaries by merging the surrounding towns and villages and conducted replotting to accommodate the increasing population.

Remarkably, the city’s postwar restoration efforts began only one month after the war ended in August 1945. To begin with, the city regulated new housing developments since many temporary dwellings were arbitrarily constructed in burned-down areas. In June 1946, the city drew up a postwar reconstruction plan covering 4,400 ha of urbanized area, and moved forward with it immediately. The prompt implementation of the plan led to different results from other cities. Although retrenchment in 1949 by the national government resulted in reconstruction plans being cut in many other cities, Nagoya’s plan was not significantly influenced because the city had already executed 90% of the process to replot temporary land. Notably, 16 “One-hundred-meter roads” (roads with a 100 meter width) were planned across the country, but only three roads – two in Nagoya and one in Hiroshima - were actually built. Nagoya achieved remarkable recovery and growth; the total area of the city doubled and the population exceeded 1 million, merely five years after the war.

The long-term plan of OMY is embodied not merely by one private developer but jointly initiated by a group of public-private stakeholders across the local business districts. Indeed, the Council for Area Development and Management of OMY, being comprised of 68 landowners, 12 observers, and 8 special members in 2016, established the Advisory Committee on OMY Area Development in 1996 together with the Tokyo Metropolitan Government, Chiyoda Ward, and East Japan Railway Company. As the first area management initiative in the country, the Committee regularly updates the guidelines for redevelopment activities since 1998. These guidelines set out 8 development goals, key functions of zones, axes, and hubs, district design standards, and local operation rules for coordinating cityscape, networking public open spaces, and transferring FARs. Furthermore, the committee has introduced a variety of area management and place-making initiatives such as free loop bus service, car-free public spaces, establishment of a district-level association, and various city events.

Participatory mapping was done by local communities in collaboration with the forestry administration and support by GIZ. It involved a true ‘cantonal’ approach by facilitating joint meetings between communities. They prepared their land use maps with guidance from advisors. This allowed to develop the relevant knowledge base for land use and restoration opportunities at regional scale and showed the importance of ecosystem connectivity in a landscape. Main steps of mapping:

1. Preparation: Analysis & documentation of existing information, local visits to potential restoration sites, meetings with leaders of the prefecture and a launching workshop
2. Awareness raising campaign in all 9 cantons and identification of two local cartographers per village (150 in total)  
3. Training of local cartographers in the development of participatory maps and the use of geoinformation tools including GPS  
4. Participatory mapping with 77 communities including joint identification of problems, mapping, verification and ground truthing of land use units by local experts and cartographers
5. Development of final maps, validation and return of maps to local stakeholders

Association Las Huacas has developed a Cooperative networking with different allies from private and public sectors. Partnership agreement with GEOGES C.Ltda. (environmental consultancy agency), wich has been interested into cooperate with ancient populations in order to preserve the culture and traditions, as well as to recover the optimal conditions for mangrove development and conservation.
The agreement brings to the association the technical capabilities of the Agency, in order to get the assistance to design- implement- and follow up of the management plan. The agreement has also served as a framework for cooperation at different levels – community, asociation – in order to enforce the organizational aspects of both institutions, as well as to propose and to develop alternative initiatives of production or self-employment, and the critical analysis of thrird parties cooperation initiatives.

The protection and sustainable management of forests within the biosphere reserve was accompanied by the active promotion of Participatory Forest Management (PFM) and integration of PFM user groups into the trade with wild coffee and honey. The following activities were conducted:

1. Implement Participatory Forest Management in the region with the help of local authorities
2. Record data on activities of NGOs active in the environmental sector in the regions Kafa, Sheka, Bench Maji, Yayu. Identify possible partners for the upscaling of the coffee & honey value chain
3. Establish cooperation with Biosphere reserve authorities to strengthen PFM support within BR boundaries
4. Assess the existing PFM user groups, analysing and recording their potential to supply wild coffee and honey and their administrative structures.
5. Select existing best performing PFM user groups in wild coffee collection and honey processing.

The conservation aspect through the PFM aims at the sustainable use of the natural resource base and contributes as such to the preservation of biodiversity in one of the 34 internationally identified “biodiversity hotspots”.