Some of our programs involve coral transplantation. In Thailand it is illegal to touch or damage coral, so we had to seek approval for some of our programs.

To receive approval from the government involves first submitted a proposal for a coral reef restoration zone. Including with this proposal are the techniques for transplantation, the people involved and their experience and qualifications, and a long term plan for monitoring and maintenance.

The DMCR has fully approved our restoration related activities and we conduct transplant research and provide them with that data.

There is a five-tiered process to becoming a WHS.

1. An initial online application that ensures there are no fundamental prohibitive issues. 

2. A candidacy review of the initial application is carried out by impartial representatives.

3. Technical advice to discuss and advise on areas for improvement and on how to submit an application with the greatest chance of success.

4. Final application including supporting evidence, a justification for the geographical delineation of the site and a detailed explanation of how the site achieves each of the criteria. 

5. If successful, Whale Heritage Site (WHS) designation. It must then prepare and submit annual reports explaining how criteria are met.

By going through the accreditation process, The Bluff had to show that they could ensure responsible, sustainable practices and livelihoods would be continually improved thus ensuring the health and welfare of whales, dolphins and porpoises and their ocean habitats. 

The building block is built on the principle that a community based initiative to protect cetaceans and their habitats is best done when owned by the local communities itself. It incentivizes, empowers and engages a community and its businesses so that they benefit directly from a healthy and thriving ocean. 

To coordinate and facilitate the development of a WHS initiative, a steering committee is formed by local stakeholders. These are enthusiastic, creative and passionate individuals who steer the process and help launch, maintain, and sustain the application process.

An effective WHS steering committee should be fully diverse and inclusive and representative of the community and include staff, volunteers, and community members. Its purpose is to serve as a mobilizing force, not a bureaucracy. Making the process meaningful and purposeful for everyone involved. Within the process there is guidance on establishing sub-committees or workgroups to focus on specific goals and activities. 

As well as leading and manageing the process of application, the steering committee must show continual improvement across the community with its various initiatives, through annual reporting as a measure of WHS's excellence.

The work of the Sanghatan is merely to empower the Van Gujjars within the Chaur by propagating techniques of breed conservation but are not directly involved with the day-to-day milk trade and profit. Nonetheless, the Sanghatan keeps a tab on the number of bulls, young calves, pregnant buffaloes, and those which produce milk on a monthly basis. Out of the 1528 buffaloes raised within the Chaur, around 475 buffaloes at present produce milk during this season. On a daily basis, a total of 700-800 litres of milk is collected in this season but this number rises to 1100-1200 litres in winters as it is the season when buffaloes give birth to young calves.

Value chain development and integrated market systems development were essential tools to link environmental restoration with economic resilience. Farmers were mobilized and organized into groups, associations and cooperatives; groups organized around selected value chains, with groups enabled to sign contracts and share resources and capacities. Improved bargaining was made possible due to the confidence in producing a harvest, thanks to sufficient water.

The technical capacities of smallholder farmers need to be strengthened in ways that are suitable to their situation and of relevance to their context. DryDev did this by focusing on skills needed to improve productivity in dryland environments, such as climate-smart agriculture, on-farm water-harvesting, and small-scale irrigation.

Similarly, newly formed groups need capacity development in governance, organization and management skills, problem-solving, and coaching on how to best link with external players and government actors.

Our project is based on the premise that farmers want sustainability and are incentivised to achieve this. No farming operation will be viable in the long run unless it is done in an ecologically and economically responsible manner. Climate change has led to an increased frequency of drought, as well as an increased severity of drought in the western regions of South Africa. Stocking rates are effectively falling as a result of climate change, and this necessitates the need for farmers to diversify income in order to survive. Failure to change will have a devastating impact on biodiversity.

We are incentivising farmers to protect biodiversity through the adoption of more sustainable farming practices, e.g. grazing rest, correct stocking rates and habitat restoration activities. While these lead to fewer, but better quality animals, the farmer still experiences a loss of income. We help the farmer compensate for this through the adoption of non-farming activities such as ecotourism.

Through continual engagement with the farmer, we are able to address concerns as they are raised and ensure that the farmer perceives active engagement in the partnership as an incentive to improve his farming operation.

In South Arica we are fortunate to have a very progressive legislative programme for conservation on private land. The Biodiversity Stewardship framework allows for the voluntary declaration of private lands into the protected areas network following a clearly defined process.  As the process is well established, it is relatively easy to implement it and commitments are well understood. However, governmental conservation agencies have constraints on their capacity and rely on NGOs such as the EWT, to facilitate the process of identifying suitable properties, engaging with willing farmers and/or landowners, and developing the associated tools such as the farm management plan and annual plans of operation.

Landowners sign an agreement with the provincial conservation authorities formalising the declaration into the title deed of the property. This framework largely results in a win-win as biodiversity is conserved, the country is better able to meet its conservation goals in terms of multi-lateral agreements, and the farmer has a more sustainable farming operation to support his livelihood. Subsidiary benefits can be accrued to local communities through entrepreneurship opportunities. To pursue our conservation exchange, we merged this framework with other agreements between the farmer and the EWT.

It goes without saying that change cannot take place unless based on sound partnerships that have clearly defined roles, responsibilities and deliverables. Changing farming practices is challenging as these ingrained practices have been passed down for generations. The EWT is able to assist the farmer to bridge the gap between traditional farming techniques and the skills required to transition toward nature-based tourism models.

We found it essential to select farmers who are open to change and then to build their trust through the provision of proven deliverables and mutual respect. Roles and responsibilities need to be clearly outlined and defined in order to speed up the operationalisation of projects and avoid misunderstandings. Our project set holistic goals that supported the farmer and his family, the farm workers, the conservation of biodiversity and provided a unique experience for the outdoor enthusiast.

Building lasting and open partnerships are one of the hallmarks of this project. It is part of the foundation for our success.

Key stakeholders such as Department of Wildlife Conservation, Divisional Secretariat & District Secretariats, Ministry of Environment, UNDP, Ocean Resources Conservation Association, University of Wayamba, IUCN, Sri Lanka Navy, Coastal Conservation Department, National Aquatic Resources Research and Development Agency were involved in this project. Together the technical knowledge and experience of experts in the field, demarcation of the Bar Reef, designing of buoys, buoy deployment and allied activities were implemented.

While above named institutions provided the neccessary technical expertise, training and awareness and input for monitoring and evaluation, key local community members, such as members of the 'Tour Boat Society' (a society which was established for tour guides in the area), were also given the opportunity to participate in the demarcation activities to identify the GPS locations of the areas to be protected at Bar reef with the participation of specialists and other stakeholders. An identified team of locals, such as tour boat operators/guides were also involved as local volunteers to assist in monitoring and maintenance of the buoys and the protected zone.