This component aimed to promote ecosystem based measures and disaster risk reduction in Afghanistan where such work is budding only nationally. The project therefore identified entry points such as climate change adaptation work and promoted the overall concept of disaster risk reduction in the country with ecosystem-based measures as an integral component of DRR.

The creation of the Yaigojé Apaporis Indigenous Reserve and Natural National Park marked the beginning of a new relationship model between indigenous peoples and the Colombian Government. It was necessary to seek mechanisms to ensure the governance and integral conservation of their life systems, without interfering with their rights to their territorial autonomy and to the cultural management that they have traditionally carried out. Once the park was created, the process of formulating its Special Management Regime (REM) was initiated. This regime was the instrument through which the joint administration of the park was shared by the Colombian Natural National Parks (PNNC) and the Yaigojé Apaporis Indigenous Captains Association (ACIYA). Establishing the REM required an internal (or endogenous) research methodology, proposed by the indigenous communities and supported by the experience of the GAIA Amazonas Foundation. This methodology was based on the guidelines issued by an Amazon Indigenous Congress that identified the topics to be collected in each of the communities, in order to guide the design of the REM. This approach helped promote the participation of indigenous communities with three representatives and a shaman.

The Yaigojé Apaporis Indigenous Reserve was created in 1998 through a request of the indigenous Tanimuca, Yucana, Letuama, Matapí, Cabayari, Macuna, Barazano, and Yujup-Macú peoples. In 2008, through a consensus in an extraordinary session of the Traditional Authorities and the Indigenous Captains (ATCI), these communities decided to request the creation of a National Park overlapping the limits of the Reserve. The request was based on the consideration that this would eliminate the development of mining operations and other natural resources exploitation that might endanger biodiversity, their sacred sites and, as a consequence, their customs, social composition, and environmental context.

The creation of the Yaigojé Apaporis Indigenous Reserve and Natural National Park has a long process of working with the GAIA Amazonas Foundation, which had the technical and financial support of the Gordon & Betty Moore Foundation. The decision to move to a Special Management Regime (REM) needed the have full local support, ensure the autonomy of the indigenous communities, and strengthen their traditional systems. In addition, it was necessary for them to have negotiation and coordination skills to establish an agreement with the State.

The National System of Protected Areas Act, enacted in July of 2000, established the Conservation Mosaic Approach. Mosaics are a “set of Conservation Units (UC) of equal or different category that are close, adjoining or overlapping, and other public or private protected areas” that are managed in an integrated manner, according to the goals of each UC.

To address the challenge of managing socio-environmental conflicts and optimizing human, financial, and material resources, the Bajo Río Negro Conservation Mosaic was established in 2010, with a total area of 7,329,220 hectares, and integrated by 11 UC, among them the Jaú National Park and the Unini RESEX. The implementation of this approach prioritizes conservation processes for larger areas, which allows for landscape integrated management of areas along the Jaú and Unini rivers to the north, and the Bajo Río Negro to the south of the mosaic. By viewing the protected areas like parts of a larger unit, functional and interconnected, it was necessary to include a participatory methodology in the design of management plans, that encouraged the participation of multiple actors in the decision-making process related to the administration of the territory and its natural resources.

In 1979, the area presently occupied by the Jaú National Park was proposed as a Biological Reserve, a management category that is restrictive toward exploitation of natural resources in Brazil. In 1980, the Jaú National Park was created, and since then it has the challenge of managing the high level of socio-environmental conflict in the area.

The Vitória Amazônica Foundation (FVA), with presence in the area since 1991, has applied innovative and participatory mapping methodologies for natural resources use, which were the basis for the development of its zoning and Management Plan, between 1996 and 1998, within a co-management contract with the Federal Government of Brazil. Years later, Brazil created the National System of Conservation Units (SNUC) and developed tools for building participatory processes. As a result, the FVA, as the technical collaborating institution of the Brazilian Institute of the Environment and Renewable Natural Resources (IBAMA) provided support to local communities during the creation of the Unini River Extractive Reserve (RESEX), in a process that lasted until 2006, with the intention of guaranteeing access to natural resources and land tenure for the populations in the Jaú and Unini rivers.

The co-administration model of the Noel Kempff Mercado National Park (PNNKM) between the National Government of Bolivia and the Friends of Nature Foundation (FAN), from 1995 to 2005, set a foundation for institutional strengthening for the Park’s management. This model enabled the consolidation of the area and structured a planning process through the application of institutionalized management tools such as the Protection Plan (2013-2017) and the Annual Operational Plan, which had rarely been used in the National System of Protected Areas (SNAP). Likewise, the FAN contributed in procuring funding to ensure management sustainability, mainly through the Noel Kempff Mercado Climate Action Project (PAC-NKM). Adding to this, the promotion of participatory mechanisms, such as the Park Management Committee and the involvement of members of local communities in operational instances and decision-making, have been fundamental in improving the Park’s management.

Sadly, this co-administration model was phased out in 2006 due to changes in the national socio-political context witch centralized management of protected areas within the National Government. The main impact of this change is seen in the Park’s financial sustainability.

Palau has a long history of managing its fisheries. For generation upon generation, the Traditional Chiefs placed vulnerable reef areas off limits to fishing, known as a “bul,” to protect both biodiversity and the livelihoods and food security of their people. In these modern times, it is broadly accepted that “marine capture fisheries have direct impacts not only on the target market species, most significantly tuna, but also can have large impacts on a number of incidentally caught species, some of which are particularly vulnerable to overexploitation and can directly degrade habitat and can have broad indirect or collateral effects on community structure and processes. 

Using this traditional method of conservation, Palau has created a "whole-domain" management approach from ridge to reef and beyond, the most ambitous component being the Palau National Marine Sanctuary. As Palau moves forward with the implementation of the PNMS, the Bul concept is kept in the forefront of all processes. 

Since 2011, the scientific community has engaged an ecoregionalization work, leading to the identification of important marine areas in the French Southern Lands (TAF) and neighbouring high sea. In this frame, Ecologically or Biologically Significant Marine Areas have been designated by the CBD that include a large part of TAF waters. In 2016, the outcomes of the CROMEBA program (Crozet Marine Ecosystem Based Approach) and a workshop on Kerguelen marine ecosystems informed the spatial conservation planning of the enlarged TAF nature reserve. Scientific inputs allowed designating more than 128 000 km2 of strict protection area (Cat. Ia. IUCN) and identifying priorities for actions for the new management plan. In a context of major knowledge gaps on marine ecosystems, the strengthening of research programs in poorly documented areas, in particular on deep-sea and offshore ecosystems, contribute to the regular update of the management objectives, regulations and protection status of the nature reserve. This work will also contribute to the development of the CCAMLR MPA network in Antarctica and the promotion of the creation of high sea MPAs.

Since the 1950’s, scientists are studying the uniqueness of the French Southern Lands (TAF) acting as an open-sky lab for researchers on natural sciences. The first scientific stations built then now constitute the districts capitals that welcome more than 200 scientists every year from 60 research programs. The Institut Polaire Paul-Emile Victor (IPEV) coordinates those activities and ensures the excellence of scientific research in the TAF.

Since 1955, the local authority of the French Southern and Antarctic Lands (TAAF) administrates this territory, placing science and environmental protection as a key stone of French sovereignty on the TAF.

Aware of the vulnerability of these ecosystems, the scientific community advocated for the creation of the TAF nature reserve and advised its extension at sea in 2016. The nature reserve management, ensured by TAAF, is supported by a scientific committee, the Polar environment Committee (CEP), which provides advice for research and management actions.

With the enlarged perimeter of the reserve, the link with scientists is more essential than ever. The new management plan includes research activities to inform an adapted and efficient management of the rich and vulnerable ecosystems of TAF.

Based on the results of the diagnostic evaluation conducted by our Impact team, SmartFish designs an improvement plan to ready the group and its products for preferential markets. After thorough review with fisher partners and any outside partners (eg facilitating NGO), SmartFish and the fishing group sign a formal contract that defines the terms of the intervention. 

Subsequently, SmartFish incubates the fishing group to improve their fishing, handling, processing and other business practices to produce premium quality seafood that is independently verifiable as socially and environmentally responsible or improving.

To bring their seafood to preferential markets, SmartFish helps partner fishers achieve the following:

• independent evaluation or certification of environmental sustainability (eg MSC, Seafood Watch, or FIP)
• independent evaluation of social sustainability (eg FairTrade)
• optimization of catch, handling, processing, packaging, transport, and other technical aspects
• optimization of general business practices
• incorporation of traceability system
• leveraging of local infrastructure to retain as much value locally as possible locally, including opportunities for women and other community members