The Declaration of REDPARQUES was proposed by the SNACC project team in the Frebruary 2015 directive committee meeting of the Project, composed by REDPARQUES members of Colombia, Ecuador and Peru. It was adopted by REDPARQUES and later approved by its members at REDPARQUES annual meeting (2015) and presented at the UNFCCC 21st COP, in Paris, December 2015.

From then owards, the initiative of the Declaration was led by REDPARQUES with the technical support of the SNACC project in the areas of policy incidence, communications and scientific evidence.

-Policy component: political advocacy at the regional and national levels started with the establishment of a baseline on progress achieved by Amazon countries in integrating PAs and CC in their policy instruments. Through the publication "Políticas públicas de los países amazónicos y cambio climático. APs como estrategia de adaptación", public policies, laws, agreements and regulations (national, subnational and regional) were analized.

-Communications: several materials were produced around the issue of PAs as natural solutions to CC.

-Scientific evidence: a publication was produced, identifying the role that Amazon PAs play in increasing resilience of the Amazon biome: "Vulnerability and Climate Risk Analysis of the Amazon and its PAs"

The Latin American Technical Cooperation Network on National Parks, other Protected Areas, Wild Flora and Fauna, known as REDPARQUES, is a network of public and private institutions working on Protected Areas (PAs) and conservation of flora and fauna. This Network was the basis for the development of political commitment surrounding the Declaration on PAs and climate change (CC).

REDPARQUES was created in 1983, responding to the need to improve Latin American PAs management and the willingness to share technical knowledge and experiences on the matter.   

Since its creation, REDPARQUES has significantly contributed to the development of institutional capacitites of PAs' agencies and PA's staff, offering an opprotunity to discuss, share scientific and technical information and to promote regional strategies for PAs. 

Lastly, this network has strengthened the communication and the bonds between different National Systems of protected areas, which, at the same time, has boosted the creation of national/regional agendas related to the United Nationals Framework Convention on Climate Change, the Convention on Biological Diversity (Aichi Targets) and the 2030 Agenda for Sustainable Development (Sustainable Development Goals - SDGs). 

The method used in training involves introductory lessons on Biointensive agriculture and other sustainable ideas carried out indoors. After this familiarization with the concepts, the trainees are subjected to demonstrations to aid in acquiring of relevant practical skills and finally participatory action based on-farm training. Discussions and sharing of ideas and experiences are highly encouraged at this stage and upholding is equally emphasized. Thematic approaches based on soil conservation, long-term soil fertility building, ecological farm management practices and energy saving are stressed.

Overharvesting in Tanzania in general and in this area's forests which lie within the adjacent Mt. Meru National Park have contributed to the threatened status of nationally treasured species such as Dalbergia, Khaya, Afzelia, Millettia, Podocarpus, & Juniper spp.  The capacities of the communities were built with the help of NGOs but the initiative was implemented as a participatory action research in which villagers led the collaboration with the NGOs in a supportive role.

The solution was to empower the communities to take action using sustainable agriculture through their voluntary involvement. Community members were involved in describing their situation and finding solutions which they were willing to implement, emphasizing participation and action to stop the environmental and food security decline. They proposed a number of activities which they agreed to commence. They identified multiple solutions including soil conservation measures and planting of indigenous trees in their fields, land use planning with local bylaws to be monitored and enforced by village environment committees, water source restoration using indigenous trees, and planting of grasses along soil & water conservation measures in farmers’ fields. The capacities of the communities were built with the help of NGOs but the initiative was implemented as a participatory action research in which villagers led the collaboration with the NGOs in a supportive role. They worked closely with the community leaders and early-adapter farmers to further refine the solutions and develop specific activities to address the challenges.

The method used in training involves introductory lessons on Biointensive agriculture and other sustainable ideas carried out indoors. After this familiarization with the concepts, the farmers are subjected to demonstrations to aid in acquiring of relevant practical skills and finally participatory action based on-farm training. Discussions and sharing of ideas and experiences is highly encouraged at this stage and upholding is equally emphasized. Thematic approach based on soil conversation, long term soil fertility building, ecological farm management practices and energy saving are stressed. Initially, trainers of trainees are selected from famer groups. They are then trained at Manor House Agricultural Centre. They are then sent to establish mini-training centre in the community where they train other farmers

The purpose of this building block is to engage different stakeholders for ownership and sustainability. It works by creating a platform for leveraging resources, market linkages, policy formulation/ improvement and mainstreaming. For instance, NDRC Nepal actively engaged relevant government agencies for the project’s implementation, namely District Forest Offices (DFOs), District Agriculture Development Offices (DADOs), District Livestock Service Offices (DLSOs) and District Soil Conservation Offices (DSCOs). Local cooperatives, CBOs, NGOs and INGOs like Heifer International were also mobilized in the project’s endeavors for ownership and sustainability. The project efforts had direct benefits for the farming, forestry and fishery sectors. The involvement of local financial institutions helped link poor families to banks for financial stability. The project worked to link farmers directly with market networks, so that they continue to receive fair prices for their produce. Working with other relevant stakeholders, NDRC Nepal was successful in pressuring the Government of Nepal to draft a policy for addressing the issue of shifting cultivation in 2014.

Soariake is an IUCN category VI MPA, that aims at protecting natural ecosystems while allowing the sustainable use of natural resources. It is currently co-managed by WCS and local community gathered in Soariake Association.

Local communities are at the same time actors and victims of overfishing.  As MPA co-manager, WCS  is in charge of scientific research and monitoring to assess the value of the site, communicate, raise awareness and support local communities to identify and implement suitable conservation measures, identifying alternatives to better manage natural resources, and identifying key partners if needed. WCS also provides capacity building in terms of project management, social organization and fishing regulation; thus ensuring the integrity of the MPA and the livelihoods of the communities.

WCS also supports the local community to define different zoning of the MPA, local conventions on resource management, ensure patrolling through Community Control and Surveillance, collect  fish catch data, and promote alternatives that are environmental friendly.

Community involvement in the management of the MPA is key to build a local ownership, one pillar to warrant sustainability of on ground activities.

The farming program covers the whole process from production to marketing, including drying (for seaweed) and storage, to ensure that it will provide the expected quality sell the final product at a fair price to ensure their income.  Thus, we collaborate with the private sector through a “village farmer approach”: Ocean Farmers for the seaweed industry, and Indian Ocean Trepan for the sea cucumber industry. In addition to a global partnership between the private sector and WCS, each farmer has an agreement with the private sector that determines each party’s roles.

For the sea cucumber, IOT provides (i) juveniles at a competitive price, (ii) technical support to farmers; and then buys the product to the farmers at an agreed price. WCS ensures (i) raw materials and equipment for the enclosures, and (ii) organizational support to farmers. The farmers manage and look after the farm and the equipment. Farmers’ can commit to more than one production cycle. If they withdraw from the program they must leave the equipment and enclosure to the local association for other farmers.

For the seaweed farmer, Ocean Farmer provides plants, equipment, technical support and buy the product at an agreed price. Villagers manage the farm and build the storage. WCS ensures organizational support. 

Global warming and climate-change is a global issue and solutions to avert climate change from tipping over and slow down global warming should likewise be global in nature.   

"While we are relatively small individually…I believe that working together for a greater purpose, we can achieve our goals; many in body and one in mind." Ken Lee, Lotus Foods.

 ZIDOFA's attainment of near completed status for the targetted closed-loop organic SRI rice value chain in the span of just two years despite the absence of a resident sponsoring NGO or support organization is attributable to its strategic partnerships with both private organizations and government agencies.  As such, the various components of the value chain, mainly infrastructure, logistical and equipment support were granted by varying organizations and agencies.

At the start of the project, ZIDOFA submitted the Project Plan to as many private and government entities as possible and a year after project start, also submitted Executive Briefs to heads of agencies outlining the milestones, achievements and constraints met by the farmers.  As such, by year two, the concerned organizations and agencies were well aware of the project and eventually became project partners thereby setting an unprecedented model for convergence.