Reforestation Project Due Diligence

The TREEO SaaS product provides project implementers with tools to carry out their due diligence process for their tree planting projects and provides data insights into the viability of the project or if the project meets with target standards and goals. This will be enabled through the following instruments:

  • Land survey: designates the geographical boundaries of tree planting project areas (or plots)
  • App is configured for remote locations without signal
  • Built-in questionnaires should help to find out whether the projects are suitable for using the app 
  • Personalized onboarding helps project implementers to use the entire TREEO technology correctly
  • Go & No-go zone: shows the plantable and non-plantable areas
  • Data validation: validation of monitoring data to ensure project compliance
  • Satellite verification: an additional layer of data validation as well as historical checks on land cover and land use

This provides a replicable solution to collect land survey data and proper site selection. The TREEO App is designed as an offline-first app that works in remote regions even without internet connection (the data would be uploaded at the next possible connection). 

  • Established Technology: The TREEO Technology is fully operational, having been tested and continuously used in monitoring by our tree-planting partners over the past two years
     
  • Open Access EO Data: Eligibility and boundary setting for planting sites are determined using open access Earth Observation (EO) data
     
  • Market Demand for Trustworthy Data: The current market demand for reliable data on tree planting activities empowers partners with better control over planting quantities, mortality rates, and offers a tool to publicly verify their planting efforts
  • Go/No-Go Zones: we encountered land included in the project that were not suitable for planting, hence it was important to have the go-zone feature implementation 
     
  • Technology: simplify the UX design to facilitate the tech optics in rural populations 
     
  • Land survey: provide trainings for farmers to improve the land survey measurement quality 
Planning and first steps

Establishment of multi-stakeholder platforms (MSP)

Addressing IUU practices in artisanal fishing requires a coordinated approach between different stakeholders involved in the fishing sector and includes a variety of strategies and actions. The foundation of this approach is the establishment of multi-stakeholder platforms (MSP) that bring together government institutions, the private sector and civil society to collaborate and develop a legal framework for sustainable fisheries management. This also includes fisherfolk and community members, particularly women. Regarding marine fisheries, the importance of trans-regional dialogue and agreements must be taken into account, due to the interconnected nature of the marine environment. MSPs encourage an integrated approach to governance, as they ensure all kinds of perspectives are considered and that the management strategies are effective and beneficial to all involved. Regular meetings of the MSPs reinforce the exchange among the various actors.

Baseline data

The next step is the collection and management of accurate baseline data, which is crucial for understanding the extent of the issue and for monitoring progress. As local research institutes may already assess data on catch and stock estimations, their role is vital for sustainable management of fish resources. However, they are often underequipped, understaffed and need initial capacity building and investments. Supporting these institutions with technical equipment and methodological training will also provide better and more transparent catch assessments during and after the project implementations. During this first phase, recognizing traditional knowledge is crucial for understanding the history of local fisheries. 

 

Benefits of small-scale aquaculture comparing to industrial production

In addition to its economic viability, small-scale aquaculture is usually more environmentally friendly compared to industrial production systems based on industrialized feeds. Fish feed usually includes a certain ratio of fishmeal and fish oil and these ingredients are produced mainly from small pelagic fish from capture fisheries, which put an additional burden on the marine environment. It also affects the food insecure population because small pelagic fish are highly nutritious and help to combat food and nutrition insecurity directly. Fish feed also includes agricultural products like corn and soya, thus competing with food production for human consumption. Despite the negative externalities on ocean biodiversity, research has also shown that intensive aquaculture systems contribute more to global warming through automated processes and high demand for production inputs. Additionally, these systems cause habitat destruction and introduce alien species, which further affect the indigenous biodiversity. In contrast, extensive and semi-intensive small-scale aquacultures requires little external inputs and have less environmental impact. For this reason, GP Fish supports small-scale aquaculture farming of omnivorous fish species such as Carp and Tilapia. The aim is to empower producers technically and economically by optimizing pond productivity and integrating fish production into agriculture activities. This approach uses the natural environment sustainably to promote fish production.

How to make more fish available in the local market

What strategies need to be pursued to make more fish available to consumers in local markets? Because wild fish stocks are generally overfished, and the oceans’ ecosystems experience severe degradation the logical strategy is to increase fish supply through aquaculture. When increasing fish availability, especially for the food insecure population, the approach chosen must be environmentally sustainable, provide fish at an affordable price for this group (e.g., by avoiding additional costs such as for transportation) and should still offer the opportunity for producers to earn a living income.

The approach should therefore be centered around sustainable, decentralized aquaculture adapted to the limited financial and technical capacities of smallholders. Small-scale aquaculture in low-income countries plays already a crucial role in food and nutrition security as well as poverty reduction but still has significant potential to grow. On the one hand, vertically integrated aquaculture farms (companies that expand production to up- or downstream supply-chain activities) make important contributions to a country’s economic growth by increasing export earnings, but they usually have only little impact on the local fish supply and food security. On the other hand, small-scale aquaculture directly contributes to a higher fish consumption by the producers, depending on cultural preference for fish as a source of animal protein and to higher incomes that allow producers to purchase other foods.

When evaluating aquaculture as a source of income, it is important to consider that most small-scale farmers have little technical knowledge and financial capacities. These constraints prevent them from making larger investments for infrastructure and inputs, which are required when operating an intensive aquaculture production system. Formulated feeds, veterinarian products and machinery can significantly increase aquaculture production but are in most cases financially prohibitive for smallholders in remote rural areas. The required investments exceed their financial capacities by far and credits would put the household economies at risk. For this reason, technical and financial capacity development is so important. Optimizing the productivity of earthen ponds with low investments for fertilizer and supplementary feeds generating high profits per kg fish produced seems a workable way forward.

As an example, for a technique increasing production and being adapted to smallholders’ capacities, the GP Fish has introduced intermittent harvesting of Tilapia in Malawi. This practice is applied in mixed sex cultures of Tilapia, based on natural feed supplemented with agricultural by-products. Excess Tilapias, that hatched during the production cycle, are harvested by size-selective traps before reaching reproductive age. These frequently harvested fish are an easy-accessible protein source and nutrient-rich food component for a diversified diet and surplus production is generating additional income. Intermittent harvesting also reduces the economic risk of losing the entire production due to predators, theft, diseases, or natural disasters.

Mapping, Needs Assessment, and Data Collection

Thorough assessments were conducted to identify human-wildlife conflict (HWC) hotspots and ensure the project addressed the most critical areas. This involved gathering quantitative and qualitative data to make informed decisions about fence placement and other interventions. GIS mapping, surveys, and interviews were utilized to understand current land use patterns, wildlife corridors, and areas experiencing frequent HWC. Surveys were also conducted with households to establish threats, crop and property destruction, and the amount of harvest farmers were getting. The results of the needs assessment were submitted to the Kamungi Board, who used this information to select three final beneficiaries of the 10% Fence Plan. Their decision was then passed through a public participation community meeting, where members present endorsed the identified beneficiaries.

  • GIS Mapping: Geographic Information Systems (GIS) were employed to map current land use patterns, wildlife corridors, and areas experiencing frequent HWC. This technology provided detailed spatial data that was crucial for planning and implementing the 10% Fence Plan effectively.
  • Surveys and Interviews: Structured surveys and interviews with community members were conducted to gather data on HWC incidents, economic losses, community needs, and the amount of harvest farmers were getting. This approach ensured that the project was grounded in the actual experiences and requirements of the affected communities.
  • Historical Data Analysis: Historical data on HWC incidents were reviewed to identify trends and predict future conflict zones. This analysis helped in understanding long-term patterns and preparing proactive measures.
  • Community Involvement: Local community members were involved in data collection processes, which helped in building trust and ensuring that the data gathered was comprehensive and accurate.
  • Technology Integration: Advanced data collection tools and software (kobotool box) were utilized to streamline the data gathering and analysis processes, improving efficiency and accuracy.
  • Board Engagement: The Kamungi Board reviewed the needs assessment results and selected three final beneficiaries of the 10% Fence Plan. This ensured that decisions were made by trusted local authorities.
  • Public Participation: The selection of beneficiaries was endorsed through a community meeting, ensuring transparency and community buy-in.
  • Accurate data collection and mapping were crucial for targeting interventions effectively.
  • Community input provided valuable insights into local challenges and needs, ensuring that the project was responsive and relevant.
  • Involving local community members in data collection fostered ownership and increased the accuracy of the information gathered.
  • Utilizing technology improved the efficiency and accuracy of data collection and analysis processes.
  • Regular updates to mapping and data collection ensured that interventions could adapt to changing conditions, maintaining their relevance and impact.
  • Historical data analysis provided important context and helped in predicting future conflict zones, enabling proactive planning.
  • Effective communication of data and findings to the community and stakeholders built trust and facilitated better decision-making.
  • Continuous learning and adaptation based on data analysis allowed for ongoing improvement of intervention strategies.
  • Engagement of the Kamungi Board in the beneficiary selection process ensured that decisions were made by trusted local authorities.
  • Public participation in endorsing the beneficiaries built community trust and support for the project.
Our idea

In the context of fisheries and aquaculture, the fish trap represents an evolution of existing harvesting methods. Unlike active fishing gear, such as seines, the fish traps require less labor and energy, which makes them very efficient in terms of catch effort. In addition, the fish traps do not physically harm the caught fish, so the fish can be taken out of the trap alive and in good health. Early experiments on partial harvests in aquaculture in Malawi date back to the 1990s, when different tools for intermittent harvest were tested. However, due to the inefficiency and labor-intensity of the methods, there has been no broad application or further developments.

Based on this knowledge, further literature research, and expert discussions, the idea was born to build and test a size-selective fish trap to regularly harvest the juveniles of the initial fish stock. This innovation is thought to control the stocking density, to optimize the use of supplementary feeds, and to not exceed the carrying capacity of the pond. Ideally, a successful application of the fish trap would result in households increasing their overall aquaculture productivity, whilst harvesting small quantities of small fish much more regularly than has been customary in aquaculture to date. The intermittently harvested fish can be consumed within the household or used to generate small amounts of regular income. Meanwhile, the initial fish stock (parent fish) will be grown to a larger size for the final harvest.

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Continuity in cooperation
  • Our transnational cooperation was largely based on personal contacts and larger efforts were dependent on external funding. The work for the preparation of the joint management plan has allowed us to structure the transnational cooperation and formalize it. All these measures will contribute to a more sustainable and long-term cooperation that isn´t so dependent on personal connections. 
  • Now we have a better explanation of the tasks and organization of the transnational cooperation group, and we also included all municipalities in the area in the group.  
  • An expert panel will help in management questions considering protection of World Heritage values and give valuable input to both site managers and the transnational cooperation group.
  • Personnel from different levels in the management authorities in both countries will meet regularly, and this is written into the management plan.   

The transnational cooperation group agreed to meet more frequently while working on the management plan. We had many discussions and workshops about the mission and constitution of the group, and we have also discussed the transnational management with organizations not directly involved in it. Transnational cooperation has to be important for the involved organizations and there has to be a will to invest in it. 

  • This kind of work takes time. By building cooperation over time, it is possible to move on from learning from each other to solving challenges together. 
  • Cooperation can be very vulnerable if it is based on specific persons and personal connections, for example when persons in our cooperation group have changed and a new representative from the same organization did not have the chance to learn about the work from their predecessors. That´s why it is important to form routines for transferring knowledge within the involved organizations. 
  • Another challenge is to find the right level of representation, to get persons involved who have both knowledge and right to make decisions. When involving many different organizations, it isn´t always possible to reach consensus in different matters, but the strength of the cooperation is in the discussions and in asking questions.
  • Another part of the success is that all work with the management plan (except the CVI project) was done as a part of our regular work. All things learned stays in the organizations when no short-time project staff have been participating. It took a long time, but it was worth it.
Linking SOUV, World Heritage values and attributes

To be able to write a joint management plan, we need to agree on what we have to manage. A shared understanding of the key values and attributes is crucial. An important step for us was to facilitate meetings that brought  the national geological surveys in both Sweden and Finland together so they could discuss land uplift and ice age traces and consider the site in its totality. These discussions gave important insight on the geological attributes of the site. 

To get a clear overview of the key values of the property, excerpts from the SOUV for High Coast/Kvarken Archipelago were analysed and grouped together as seven key values. Attributes were listed for each key heritage value. This process gave a clear connection between the SOUV in the everyday work with WH management. It makes the abstract concept of World Heritage more tangibly associated to its management.

The analysis of the SOUV required involving professionals from different disciplines and getting them to discuss about what makes the WHS special. 

This step was first explored in the Climate Vulnerability Index (CVI) Assessment that was carried out at the site. The work done in the CVI project was crucial to linking SOUV, values and attributes together and it has been described in a separate PANORAMA solution (link below)

  • As a part of the CVI process we assessed the current condition and recent trend for the excerpts from our SOUV. This was done in a workshop with participants from both countries. The assessment helps in prioritization in WH management. 
  • In a transnational or serial WHS is it important to get specialists from different fields and different parts of the property to work together. We´ve learned that it is of great value to assess current condition and recent trend for WH values together with other stakeholders and specialists, as controversial results may raise many questions and perhaps skepticism. It is good to be able to show that the results are based on systematic work taking different views into consideration. And because of this broad base we know we can trust our results and conclusions.
  • It was easy to list the most important attributes in the periodic reporting 2023, but that wouldn´t have been the case if the periodic reporting would have been prior to the work we´ve done with SOUV, values and attributes. A clear and structured overview of values and attributes, and a better understanding of our SOUV is also helpful in interpretation, communication, and monitoring. 
  • Accessible information is also beneficial for people working with planning and permits in the area.
Building Block 3- Awareness Raising, as a Tool for Change

In order to achieve behaviour change among communities, well-crafted environmental restoration and climate-smart agriculture messages should be disseminated in a persuasive, exciting, and attractive way that is friendly to all and culturally accepted by respective communities.  Well-known practical examples are demonstrated for easy understanding of the program.

The youths will innovatively use their talents and available exciting resources to reach out to their audience which is the community with messages about climate-smart agriculture, forest, and land restoration, the negative impacts of land and forest degradation, and how they can collectively address the problem. 

The use of virtual media such as Forest and Land Restoration videos on the big screen (projector) and, use of arts such as drama and music draw a lot of community members to excitedly listen to messages that are being put across.