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.

Decentral manufacturing and dissemination of energy efficient improved cook stoves (ICS) was supported including the development & testing of even more efficient, cleaner and safer combustion technologies.

The stoves save ~1,600 t of charcoal p.a., worth a total of EUR 187,500 or EUR 15 per household (which corresponds to a 25% drop in expenditure). Alternative sources of energy such as LPG are tested. Retailers and end consumers receive information and advice, partly in the context of public-private partnerships.

A women’s association (15 members) was created to promote the use of ICS in households. It focuses on educating households about the environmental and health hazards associated with traditional stoves & benefits of ICS. Most of the established ICS production sites and selling points are run by women. A panel comprising 150 households has been established to monitor annually the consumption pattern as well as the adoption rate of ICS. To date, around 12,500 families (about 30% of all households in Diego) use ICS. Instead of 117 kg/pers./yr., the households only consume 89 kg/pers./yr of charcoal.

The “Green Charcoal Chain” concept responds to structural market distortions by guaranteeing producers (as members of local trade cooperatives) higher purchase prices for sustainably sourced charcoal. Specially established rural markets enable producers to sell wood fuel and charcoal exclusively with a proof of origin. The “Charbon Vert” label documents that labelled products have been certified against verifiable standards.

The direct cost of afforestation amounts to EUR 225/ha, of which farmers contribute about one third through their own labour. The remaining 65% are subsidised. Measures to formalize wood energy markets include penalty surcharges for illegally/non-sustainably sourced products, differentiated fees and charges (levied on transport, conversion and trade) as well as the further promotion of public-private partnerships.

Improved traditional kilns and high performance retorts such as the stationary “GreenMad Dome retort” were introduced. The retort has a proven efficiency rate of more than 30% compared to traditional kilns. The internal rate of return (4,500 €/unit) exceeds 40%, a 3 times higher output. New climate-friendly kilns with methane recycling cut carbonisation time from 7 days to 72 hours. Micro credit services were provided by local microfinance agencies (OTIV) and the use of alternative fuels such as chips, briquettes and pellets were demonstrated.

Forest owners and charcoalers organised themselves as shareholder groups, create a registered micro-enterprise to invest and run the retort, and commercialise the produce on the basis of a rural energy market.

The business plan of the established company is based on the plantation management plan. Producers pay duties to the commune & taxes to the region. Several rural energy markets join forces to establish an urban charcoal market and facilitate traceability by creating a “green value chain”. Economic returns increased by ~30% compared to traditional marketing structures.

Planting of fast growing trees is coupled with training of personnel for managing nurseries and forests according to fixed quality standards.

Each plot is demarcated, mapped, and documented with the communities’ approval. Technical assistance is provided by specially trained NGOs in 21 months period: (i) awareness raising and social mobilisation (3 mos.); training, planning & implementation (8 mos.); self-management (10 mos.).

Choice of tree species was based on: short rotation cycles (4-7 years), resistance against climatic fluctuation, suitability for machine processing, especially on slopes, and their potential to contribute to erosion control. GIZ provided technical and administrative support on equipment and seeds needed. Woodlots were successfully planted as buffer zones around protected areas and mangroves. Further important sites for planting are watercourses and corridors on the routes of migrating fauna. Local residents now extract their wood supplies from the plantations.

Nursery operations are collectively organised; plantation and maintenance are the plantation owners’ responsibility.

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.

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”.

The partnership was set up by using a multi-stakeholder approach involving a wide range of actors such as communities from the regions, private partners from Germany (Original Food), local administration and public authorities (e.g. Ethiopian Wildlife Conservation Authority) as well as partners from civil society (NABU, GEO Protects the Rainforest) and international partners (GIZ on behalf of BMZ). The partnership took advantage of the specialized know-how and networks of its members combining knowledge about local production, international quality standards, administrative procedures, capacity development and process advice.

A cooperative structure was set up jointly with local administrations helping farmers to export the forest products. Now, the majority of smallholders is organised in cooperatives and the project partners work closely with unions to establish a quality assurance system for the supply chains.

Both the smallholders and the employees of the cooperatives and unions receive trainings to extend their knowledge and take over the tasks in the new value chains. The economic activities were accompanied by several social projects such as family planning, youth centres HIV/AIDS prevention initiatives etc.

Clearly-defined and mutually agreed relationship between Johor State government through J-Biotech and Universiti Sains Malaysia (USM) in the Giant Clam project. Memoranda of understanding were signed twice during this partnership. The first phase of the Giant Clam Project (1998-2001) and phase two of the programme (2008-2011) has been succesfully carried out. 

Partnerships for increasing productivity and better financial management are shown through J-Biotech as Johor states represantative to provide financial, conservation area and manpower, while USM is known to champion mollucs breeding not only in the nation but also in the region.

The success survival of the juvenile of Tridacna Gigas has shown clear success for the juvenile to survive. Now, the juvenile has ready to breed. The next phase is artificial breeding. We are hoping for the chances of producing daughter populations.