Phase 2 brings together various agency managers, local stakeholders, and researchers to address a set of management objectives and associated monitoring needs. In this collaborative process, all stakeholders contribute their knowledge and perspectives on legal mandates, policies and factors that influence visitation and use within a specific sanctuary. Managers and local informants participate in a series of surveys and workshops that progress from a more broadly-based questionnaire to one with more specific questions based upon prior feedback. The expert panel discusses visitor trends and challenges specific to monitoring visitation at their site. The results of each iterative survey and workshop provide detailed insight into the current state of knowledge on visitation and level of confidence in the ways this information has been obtained. 

IUCN entered into the Dhamra port project because of concern about the port harming Olive Ridley turtles. As IUCN dug into the problems, however, it learned that the mortality rate of the turtles had already increased dramatically. A report prepared by the Wildlife Institute of India indicated that turtle mortality had increased from a few thousand a year in the early 1980s to more than 10,000 by the mid 1990s. Mechanized trawl fishing and gill net fishing were seen to be responsible for the mortalities.

Local community awareness regarding the value of the turtles was low. To address this, the IUCN team engaged in community sensitizing activities, including creative educational programs, as well as traditional outreach. DPCL also established a community training centre so that local villagers could develop new skills.

IUCN also identified that the use of Turtle Excluder Devices (TEDs) could be helpful in reducing turtle mortality due to trawl fishing, one of the biggest problems in the areas. The devices weren’t new to fishers in the Dhamra area – Indian NGOs and scientists had tested them with the fishers in the past – but they weren’t being used. The IUCN DPCL team consulted extensively with local fishing cooperative officers and communities to better understand the issues.

Dredging, recognized as a serious threat to the marine turtles, was identified by IUCN as a priority.  IUCN, with experts from the Species Survival Commission’s Marine Turtle Specialist Group designed and developed a dredging protocol to be followed during port operations. These included installing turtle deflectors on all dredger drag-heads to help ensure turtles were not pulled into the dredger. Trained observers were assigned to all dredgers to monitor this process. These observers would check screens on inflow and overflow pipes on a 24/7 basis. These measures (deflectors, screens, and human observers) were put in place to ensure that the dredging was “turtle friendly”. Such measures were the first to have been put in place in the history of dredging activities in India.

Lighting was the second major threat identified because excess glare is known to distract turtle hatchlings as they instinctively move towards brightly lit areas and away from the sea. For this, the IUCN Commission experts provided specific guidelines for the port’s lighting plan, which was adopted by the port authorities. IUCN further supported Tata Steel in identifying the right design for these lights. Today, Dhamra Port is the first and only port in India to have installed “turtle friendly” lighting.

In order to develop innovate financing tools for the proposed protected sites, it was important to thoroughly understand the profiles of the islands’ clientele , and to develop mechanisms that would not be seen as extorting more money from clients who were already paying hefty sums for their holidays on these private islands.

Extensive discussions about various funding options needed to be held at different management levels. e.g. the islands owners, the hotel managers, and marketing personnel in order to gauge an understanding of what products could be developed for the clients of these resorts. The resorts offer different holiday packages – from a five-star all-inclusive holiday package to a four-star sustainable island concept. 

Therefore, options were trialed for adoption or adaption, or for dismissal. One such example was the tree planting activity allowing guests to commemorate important life events, thereby becoming involved in the protection of the environment. 

The idea proved to be a popular and in-demand finance option on Denis Island, and it was assumed to also work well on North Island. However the scheme did not get approval, because North Island offers all-inclusive holiday packages, and so tree planting could not be charged.

At the project inception, neither Mtirala or Machakhela National Parks were supported by any locally-based NGO’s or support groups. However, such an organization could play an important role in: promoting the PAs, building local community and PA collaboration, and addressing their development priorities.

Based on an assessment of the international and national experience and particularly the existing experience of other PA’s in Georgia, the project supported the establishment and functional capacity building of the Mtirala and Machakhela PAs Friends Association (FA).

The major risk identified was that many such organizations are heavily supported by donors and once such support ceases, they face problems to remain financially viable. Thus, a major focus of support was on building capacity of the FA to be financially sustainable in the long run via a strategy that ensures long-term core funding from reliable sources.

The Mtirala and Machakhela FA was established in 2016 and has been undertaking a variety of activities to build PA/Local Community relationships and collaboration, ranging from Junior and Community Ranger Programs, organization of ecological visits by schools, tourism promotion and application/implementation of local development projects with donor funds.

Appropriate tourism development is an important means and opportunity for Protected areas (PA) and communities located adjacent to them to meet their aims and needs.

In the case of the Protected Areas, the aims are:

- to provide a recreational service to visitors

- to increase public awareness and understanding of the importance of conservation

- to generate incomes that enhance management and strengthen sustainable financing for that purpose.

In the case of local communities, the aim is to increase sustainable incomes, improve and diversify livelihoods.

In both cases, the emphasis is on “appropriate” tourism, i.e. tourism that does not overwhelm or degrade the fundamental tourism attraction (i.e. the pristine nature and cultural landscape). In the PA’s case, there is also an emphasis on educational and awareness aims. This requires that tourism development is carefully planned and focuses on maximizing overall longterm benefits, rather than short term financial benefits.

In this context, project's support concentrated initially on developing a sound strategic vision for the Ajara PA system as a whole and individual colchic forest PAs in particular. On this basis, appropriate tourism development was supported on the ground both in the new Machakhela NP and generally in the valley.

When the project started in 2014, there was a significant level of misunderstanding, mistrust and opposition by local residents to the establishment of the MNP and to any actions in the valley that were perceived as restricting existing land use and livelihoods.

To respond to this, the project has:

a) Initiated immediate actions such as the PA staff trainings and community meetings organized in each village, involving newly trained MNP staff, to improve:

- the effectiveness and understanding of newly recruited staff about the NP objectives and how to communicate with local communities and

- the understanding of local communities on the real impact of the NP and its potential benefits

b) Ensured that the boundary and demarcation activities for the MNP were carried out with the full consultation and involvement of local communities and that the final boundaries were consensually agreed with them

c) Worked actively with the local communities to build their capacity to organize and benefit from the opportunities the establishment of the NP could bring

d) Initiated activities, with involvement of the MNP administration, to address priority issues for local communities related to forest resources and wildlife (i.e. fuel wood alternatives, human / wildlife conflict).

The objective of the project was to increase the long-term effectiveness of conservation and land use in the colchic forests of Ajara, and this necessitated building the capacity of all relevant stakeholders to undertake appropriate activities and development in the future.

To build such capacity, the project pursued a multi-faceted approach involving:

• provision of key equipment and infrastructure to National Park (NP) and local households
• practically orientated trainings of Protected Areas (PA) staff and local stakeholders – formal / semi -formal training by specialist trainers or contractors
• study tours within Georgia
• in process / on-job practical experience

In the latter case, the project strategy was to ensure involvement of project stakeholders as much as possible in the activities led by outside contractors and consultants. The rationale behind this was to build as much local practical experience as possible in order to maximize the possibilities for beneficiaries to be able to undertake such activities themselves in the future. In other words, to build the practical experience and “on-job” capacity of beneficiaries (PA staff, local communities, local service providers, etc.).

Pasture management Planning in Tajikistan

Overgrazing, especially in the immediate vicinity of villages puts significant pressure on the communal pasture lands and leads to serious land degradation. This land degradation puts the livelihood and food security of the rural Tajik population at risk. Despite the adoption of the pasture law in 2013 (which sets the framework), community-based controlled grazing mechanisms are not yet widespread. Main reasons are the absence of by-laws and weak law enforcement. Sustainable pasture management planning is consequently a crucial tool to be applied by pasture users.

Improvement of the legal framework

Tajikistan faces a major problem of unsustainable grazing pressure from high livestock numbers and insufficient pasture management. The country is in dire need of better pasture governance based on a solid legal basis. Therefore, GIZ Tajikistan has worked on the improvement of the legal framework and facilitated a dialogue between different stakeholders.

Additionally, and institutional analysis on pasture management in Tajikistan that outlines the institutional and legal set-up and distribution of roles and responsibilities in the pasture management sector of Tajikistan has been conducted together with other organisations to support the governance process in the future. 

Further, a Pasture Management Networking Platform has been supported. The objective of the PMNP is to contribute to the sustainable management of pastures in Tajikistan. The objective is pursued through national dialogue and knowledge exchange based on practical and on-the-ground experiences of the pasture management network members.