Welterbe Gastgeber – certified World Heritage Host

World Heritage Hosts (Welterbe Gastgeber) are certified quality hosts providing accommodation and services inside the World Heritage property of the Upper Middle Rhine Valley. The programme was initiated in 2007 by the Upper Middle Rhine Valley World Heritage Association with the aim to improve the local tourism offer and avoid the loss of quality in the services provided. Today 18 businesses are certified as World Heritage Hosts. They are known for their high quality accommodation and services. They also act as ambassadors for the region having exceptionally knowledge about the many castles, legends, sights and adventure opportunities in the region as well as local products, including wine and cherries.

The certification is awarded to businesses that play a key role in the promotion of the wider World Heritage area on the basis of four criteria: quality of information and communication on the World Heritage value; active participation in local networks; quality of the products and services provided; relevance in relation to the World Heritage status.

In order to obtain the certificate, local hospitality businesses need to be certified by a national quality procedure (Service Quality Germany) and/or graded in accordance to the DEHOGA standards (German Hotel and Catering Federation).

The application for the certification is managed by the Upper Middle Rhine Valley World Heritage Association and the criteria for the award of the certificate have been developed by the tourism working group of the Association together with the European Institute of Tourism/Europäisches Tourismus Institut GmbH (ETI) in Trier.

  • The Word Heritage Host certification has helped create greater awareness for the quality of services and customer experiences.
  • The project has brought together competing businesses and enabled them to learn from each other. As a result, businesses have benefited from the exchange and improved their services.
  • The Upper Middle Rhine World Heritage Association is not a touristic marketing organisation. Therefore, there are limitations in the marketing of the World Heritage Hosts.
World Heritage Academy

The World Heritage Academy (Welterbe Akademie) is a training opportunity created to raise awareness on the OUV of the World Heritage property, other heritage values and the wider heritage of the Upper Middle Rhine Valley. The academy aims at fostering local traditional knowledge, professional and practical expertise to build capacity in local communities and local actors living and working within and nearby the World Heritage site. The academy organizes seminars and workshops in cooperation with local artisans and professionals as well as experts in the field of restoration and heritage, and topics treated vary from important and central themes like tourism, green energy, and specific building and conservation techniques like the construction and restoration of dry stone walls.

The Academy offers inclusive and innovative means of engagement for local stakeholders and actors to build knowledge and capacities to face future challenges.

The World Heritage Academy was born within the framework of the LEADER project (BB2), an EU-funded initiative aimed at initiating pilot projects to strengthen the sustainability of territorial regions and local economies.

45% of the costs of implementation of the Academy were sustained by the LEADER project.

Due to the Corona pandemic, the start of the World Heritage Academy was postponed. We are optimistic that we can start the project in 2021.

Building community partnerships

Through our relief campaigns and educational programs we built deep partnerships with the local communities. This is critical to achieve our objective of bringing about permanent behavioral change.

 

  • Open communication
  • Building trust
  • Relief campaigns to support those impacted by cyclones

The key takeaway for us to implement a “pilot” project first and build it successfully. This had two benefits :

  • We took the learnings from this and scaled up for the other villages
  • Word of mouth about the success of the pilot helped to build our credibility within the local communities
Title : Environment Academy – an unique education tool for biodiversity education

Green Hope Foundation uses ESD (Education for Sustainable Development) as a transformative tool to bring about behavioral change in local communities, enabling them to learn about their biodiversity, its current state, what the challenges are and how they can mitigate them. The communities we work with have never been to school. There are also language and social barriers, especially with regard to the participation of girls and women in these conservative societies. To circumvent these challenges we use innovative mediums of learnings, such as Art, Music, Dance and Drama to educate the young people in these communities. Since we are youth, this form of peer to peer learning is more effective. 

We utilise the youth of these communities to become the drivers of change mechanism in these communities.

  1. Use of innovative learning tools such as Art, Music, Dance and Drama
  2. Peer to peer communication
  3. Amplifying the role of young people in the community as change makers
  4. Promoting the active participation of young women to lead in decisionmaking and implementation in their biodiversity conservation

These are very traditional and conservative communities. They have been exploited for centuries and this suffering causes them to distrust any form of outside intervention. Our learning was that it takes time to integrate with them, to build trust and thereafter implement our programs. Through this approach, we were able to bring about a transformational behavioral change.

Creating effective partnership and innovation

PREYO team members participated in the training at the Digital Opportunity Trust (DOT) a youth-led movement of daring social innovators where we learned a lot. That’s when the network with different people started to grow and more ideas were coming in. Some people quitted their projects and joined us because of the efforts we invested in promoting our work and innovative ideas.

Partnering with different innovators and people who have resources including machines and those with knowledge on how to run a recycling business. 

We have learned that you can start with an idea and focus on producing plastic flakes but as you get into innovation things change and you come to find the market for something you are targeting may be the same but the trick is you have to add something extra in order to win the market. Also, we have learned that to win the market, fundraising technique, networking, and language communication are very important.

Skilled and talented team members

PREYO team comprises 10 permanent workers and more than 200 temporary workers who are waste pickers, also gender is observed. People involved have different talents and skills, including people with Vocational Trainings, responsible for fabricating the machines. So teamwork has made us take a step further and reducing the cost of production

Sharing of ideas with some people who are interested in what we are doing and could offer to join my company. For example, one member was inspired by what I was doing and he decided to send an application letter. And the good thing was that they were frequently visiting my workplace. So networking has made it easier for building a team. Doing research and participating in events for networking.

We have learned about sharing responsibilities because it reduces costs. For example, we needed TZS 85 million (USD 38000) to purchase the plastic mold injection machine but through teamwork, we have fabricated it for TZS 12 million (USD 5200) and it works perfectly.

Huawei Cloud AI and Tools

Our AI model for chainsaw detections are modified and strengthened with support through our partnership with Huawei, and all data collected in our Huawei-sponsored projects is stored on the Huawei Cloud. Huawei has cooperated with RFCx to develop more accurate intelligent algorithm models based on Huawei's advanced artificial intelligence service (Huawei Cloud AI) and tools (ModelArts) to achieve more accurate identification of illegal forest activity (the sounds of chainsaws, vehicles etc.). In addition, Huawei is helping RFCx build intelligent models that detect and analyze the sounds of fauna, providing information about their habitat, threats, and even life habits, helping local partners protect endangered species.

RFCx's partnership with Huawei, including being granted usage of the Huawei Cloud for data storage and analysis, has enabled us to expand and refine our offerings like never before. Huawei and RFCx have worked together to develop innovative platforms that include equipment collection, storage services, and intelligent analytics.

 

Pursuing strong corporate partnerships, like Huawei, allows us to more efficiently tackle challenges through their support and tools. Huawei has enabled high precision models,which will significantly reduces the rate of alert false positives.

 

Transformational Leadership training

The transformational leadership training was provided once to the TAWFA coordination committee members, and happened to be instrumental for building the necessary skills and confidance among participants, for them to fully take on their role. They were equipped with knowledge and skills to appreciate their pivotal role as facilitators of change in their society. 

 

EMEDO benefited from adequate funding to be able to hire the training provider, which provided unvaluable technical resources.

One of the most important leassons we learnt there was the fact that being a leader " It’s not about you, its about those you lead".
This was really impacting for us.
Listening skill and negotiations skills were other key competences that we learned there.
Leadership is crucial to generate commitment and common interest in learning and taking action.

High degree of commitment

The high degree of commitment assumed by all the parties involved in this process was key to achieving the objectives of this project. First, the women themselves are determined to engage and transform their situation. Second, the government officials, who are working on the Small-Scale Fisheries guidelines project, as well as the national task team and EMEDO are all committed in working together to improving women's livelihoods in the fisheries sector.

Women's commitment is demonstrated by their volunteering spirit driving them to use even their own resources to pay for their transport to be able to attend a meeting with their assocation.

  • Patience
  • Persistence and 
  • Perseverance

Those elements were essential for achieving the goals.

If you do not have patience, commitment and energy you cannot do it, being perseverant is always a key factor.

The importance to work together, this union was very useful for decision making and for pushing to go ahead with this project.

Identification and sthrength of OECM in Colombia

For the last 60 years, a great number of rightsholders in Colombia have promoted sustainable management and biodiversity conservation of their territories beyond protected areas, even though their conservation efforts have not been recognized as important elements of climate-smart land planning and have very little governmental support. 

 

The project’s overarching goal is to strengthen and make visible the culturally rich and socially diverse conservation and sustainable production initiatives that different Colombian actors are implementing, as a contribution to sustainable development that does not impoverish the country's natural patrimony.

 

As their identification as Other Effective Area-Based Conservation Measures (OECM) is an opportunity to visualize those efforts, Resnatur and partners have been working for several years in adapting the OECM identification criteria to the Colombian context together with 27 initiatives, according to the international framework. 

 

This project contributes to the implementation in Colombia of the Convention on Biological Diversity’s Decision 14/8 of 2018 that “Encourages Parties and invites others, in collaboration with indigenous peoples and local communities, to apply … …advice on OECMs”; … “Identifying OECMs and their diverse options within their jurisdiction;”

  • The adaptation of the international framework and especially the OECM criteria of the IUCN guidelines and the Decision 14/8 of 2018 to the Colombian context.
  • The application of OECM criteria on a case by case basis.
  • The development of two methodological processes to apply the OECM criteria and to identify the elements to be strengthened.

• OECM framework allows to recognize other forms of conservation and governance.

• Capacity building is needed to apply the OECM criteria in a bigger scale.

• National authorities should be involved in the discussion on how to apply the criteria.

• More resources will be needed to identify OECMs and to monitor the biodiversity outcomes.

• OECMs must be areas maintaining high biodiversity value. There is a necessity to develop participative monitoring methodologies.

• OECMs are an oportunity to increase connectivity, effectiveness and climate change adaptation of protected areas systems.

• OECMs are key elements to Post 2020 Biodiversity framework goals.