Implementation | PANORAMA

Via behaviour change communication increasing the demand for improved cookstoves

The project is putting a heighted focus on demand side measures in terms of behaviour change communication targeting especially rural areas. By this the project aims at increasing the knowledge of the target populations on the benefits of ICS to ensure that households buy ICS and integrate them into their cooking energy system. in order to further mainstream and increase efficiency of the outreach different partners and networks are involved.

To increase the demand on a larger scale the project is implementing widely ranging demand side activities. These include i.e. broadcast via the national as regional radio stations, product placement in soap operas, sensitisation of local leadership and government extension workers as well as caravan events and cooking performances on local markets and in communities.

To kick-start this development the ICS market in the relevant country or region must have moved already from the from Pre-Commercial towards Pioneering stage which means that there is a growing awareness in the market on the technologies and its benefits and early adopters already use the technology.

Sustainably scaling up the production of improved cookstoves

Supporting artisanal, professional and business class ICS producers in scaling up their production by providing them with tools to increase the efficiency of workshop processes as well as business development services to enable them to increase their sales.

The project is using a market-based approach to facilitate of the growth of the ICS market. In terms of this approach the project enables the supported ICS producers to significantly increase their production of climate friendly cookstoves as well as their market reach. Furthermore, the ICS producers access to market-based finance is facilitated by the project. This is further supported by demand side measures to increase the knowledge on the benefits of improved cooking technologies especially in rural areas as well as improving the enabling environment.

To kick-start this development the ICS market in the relevant country or region must have moved already from the from Pre-Commercial towards Pioneering stage which means that there are already a few mostly informal low-sales volume artisanal ICS businesses and existing but weak distribution channels that are mostly situated in urban or peri-urban settings.

Collaboration

Blue Parks relies heavily on collaborations with other conservation NGOs, communications and marketing professionals, government leaders, MPA managers, scientists, and local ocean champions. Growing the network of Blue Parks and amplifying the Blue Park standard for conservation effectiveness requires many partners.

Blue Parks has benefitted from the contributions of many partners. These collaborations have been made possible by a growing awareness that MPA coverage alone is not sufficient to safeguard biodiversity -- that we need to fully implement high quality MPAs in order to see conservation outcomes, and most MPAs are not yet well implemented.

These collaborations have also grown out of Marine Conservation Institute's long-standing history as a trusted partner among marine scientists, conservation organizations, and governments.

Nurturing collaborations across multiple sectors (government, NGO, academia) requires clear communication. We have found that regular, though not too frequent, outreach and communication with these partners keeps the collaborations active, and that these communications are most effective when they are designed for the audience, so we often send separate communications to partners in different sectors.

Documentation and dissemination of results

Incentive to improve MPA quality

2017 Blue Park Awards

Marine Conservation Institute

At the heart of Blue Parks is an incentive to improve MPA quality. Governments receive international attention for announcing big new MPA designations; they also need positive feedback for making good on those promises and implementing MPAs well. Being incentive-based, the initiative is focused on success stories of marine conservation and inspires governments, MPA managers, communities, and NGO partners to consider the possibility of excellence and the recognition that comes with excellence.

To be successful as an incentive to improve MPA quality, the Blue Park Awards must be well-known and desireable. Governments, MPA managers, community leaders, and NGO partners must want the award. To build this incentive, we offer a cash prize alongside the award, we make the award announcements at high-profile international meetings so that high-level government officials and compelling community leaders may participate in accepting the award, and we amplify the award announcement through press releases and online media outlets.

We have learned two important lessons -- the first is that conservation successes receive too little fanfare -- MPA managers, in particular, are so grateful for Blue Parks' recognition of their hard work. The second is that a small science-based organization is not well-positioned with the capacity for "brand building" -- we have relied heavily on partnerships to market Blue Parks (one of the other key building blocks of Blue Parks).

International Scientific Expertise - The Blue Parks Science Council

The Science Council is made up of over 30 renowned marine science experts from around the world who make award decisions and help refine the criteria. Their expertise is essential to the Blue Parks initiative as they ground the initiative in good science.

Science Council members are leading experts in science related to marine protected areas -- particularly marine protected area quality -- including management, governance, design, monitoring, and compliance -- and outcomes. These experts ensure that the Blue Park criteria are up-to-date, reflecting the best available science related to MPA outcomes, and provide a meaningful global standard for effective marine protection. With their deep understanding of Blue Parks' standard, the Science Council members also judge the Blue Park nominees against it, ensuring that the Blue Park Award decisions are credible.

The Blue Parks initiative depends on the credibility afforded by the roll that the Science Council plays in setting Blue Parks' standard and evaluating nominees. Science Council members volunteer their time and expertise to the initiative, generously dedicating themselves to improving global marine protection.

The Blue Parks team at Marine Conservation Institute endeavors to facilitate positive and productive experiences for those who serve on the Science Council. We are careful with member's time and good will, and we look for opportunities to collaborate in related research or other projects.

Facilitating consensus-based decision-making among members in diverse time zones is a challenge -- one that we are always working to overcome. We rely heavily on email, Zoom calls, and sometimes recorded videos to communicate about Blue Park Award decisions. We have found that careful documentation is important. It is also helpful to be able to connect in person periodically.

Blue Parks Science Council

Reduce demand on wood energy

Box kiln for charcoal production

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Training on efficient charcoal production

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Distribution of cook stoves

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Two approaches to the energy-efficient use of wood energy have been introduced in the project communities. 5000 efficient charcoal cookstoves and 5 mobile charcoal kilns (Adam box kiln) have been distributed for improved charcoal production and consumption. The box kiln has been proven to have an efficiency of 30% compared to traditional kilns and is easier and cheaper to construct than conventional metal kilns. The local communities have been trained in the operation of the metal box kiln. In addition, training of trainers was conducted to introduce other more efficient ways of charcoal production like e.g. the Casamance technique.

The majority of the charcoal producers in Ghana are using the earth mound technique to produce charcoal with low efficiency of mostly below 20%. With improved techniques, efficiencies can be improved by up to 35% which can half the demand for wood for producing the same amount of charcoal. In addition, carbonisation is done in fewer days and needs less work labour.

Charcoal producers welcomed the box kiln due to the faster carbonization, higher efficiency and less work (e.g. no digging of soil). As the charcoal producers work mainly individual it is important to establish producer groups so the kiln can be used continually. As the charcoal production normally takes place where the trees are logged, it is also important to arrange a transportation system for the box kiln or use it beside the established energy wood plantations where higher amounts of biomass are available.

Implementation

Local

Sustainable management of forest resources

Training on bush fire controlling

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Bush fire danger index sign board

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Training in forest monitoring

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Logging of trees in natural forests for charcoal and fire-wood production is mostly unregulated and not monitored in Ghana. This leads to overexploitation and unsustainable forest management. The implementation of an inventory and monitoring system which based on communities’ needs is key to achieve sustainable forest management.

Community forest management plans were developed which integrate the sustainable management of the project restoration and energy wood plantation sites, but also the protection of selected zones like e.g. river buffers and general management of the forest resources. Regular uncontrolled bushfires destroy upcoming natural regeneration and planted tree seedlings. A bush fire management system was therefore integrated in the plans as well and supported by the training of fire volunteers in patrolling and suppression of uncontrolled fires

Communities and charcoal producers need to be well integrated in the development of a forest monitoring and management system. Beside that it needs to be supported by the local authorities to determine, for example the sustainable volume of wood which can be annually harvested and to select zones and tree species which should be protected from logging. For a functionable bush fire management it is key that especially farmers and herdsman are aware about the risks and damages uncontrolled fires can cause and how they can control them.

Local culture is central for innovation

Project, especially aiming at technical innnovation (such as agricultural production) seldom take into consideration local culture.

However local culture that includes local knowledge, systems based on specific values and worldviews is at the basis of livelihoodsn including agricultural production.

Co-designing interventions using multiple sources of knowledge

External innovations are always perceived as a threat to local practices and culture and are met with scepticism by local stakeholders, a priori.

Interventions should favour local knowledge and practices and/or promote the emergence of innovation by the local stakeholders themselves, instead of them being imposed.

Implementation

Local

No blue print

A ‘local community’ represents a heterogeneous group of people, characterized by their ethnic origin, political orientation and shared history, defining (dynamic) power relationships between it`s members.

Each community possesses therefore a ‘social capital’ that can be described as its capacity to respond to an external intervention (e.g. a project).

A blue print approach would therefore not be suitable.

No ´One solution` for all approach on different sites.

From the project teams` perspective, it means that the same approach used to engage and work with different communities will not produce the same results and that a good understanding of the local power relationships and governance systems will help in adapting the approach to the local context.

Inception phase

Implementation

Local

Process vs. Technical innovation

Most project aim at introducing technical innovation in the system (e.g., produciton system). If this was so simple, development projects would not be needed anymore.

More important than technicnal innovations are process innovations that target how people, institutions interact, negotiate and share a collective objective. Thoses processes are crucial for the sustainable management of natural resources.

Governance system specialists.

Particpatory approaches.

Understanding the difference between ‘technical innovation’ and ‘process innovation’ and why the former needs the latter to succeed, especially for the sustainable use of natural resources.

The project team needs to acknowledge that they may not necessarily be introducing novel technology, but just a different way of implementing existing technology involving inclusive governance systems

Implementation

Local