Local stakeholder steering group and community empowerment

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.

It took 2 years and the collaborative efforts of a local steering committee, made up of dedicated and passionate local stakeholder partners (individuals and local organisations), for The Bluff to achieve Whale Heritage Site status. Committee members now work together for positive change. Meeting on a regular basis and continually striving toward the ultimate goal of putting The Bluff front and centre for the conservation and preservation of cetaceans and all the benefits that this provides for the community. 

Enabling and empowering a community to work together requires a clear direction, benefits, and a core team of dedicated stakeholders to drive the project forward locally. It must be community owned at every stage of the process and be fully representative of the community, its needs, its vision and its priorities. 

Livelihood strategies

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.

The Sanghatan has demarcated the grassland into three areas namely Miya Bazaar, Nahar ke peeche compartment and Majhada (Islands on the floodplains of Ganges). All these three areas are utilized as per seasonal variation to ensure there is timely regeneration of grass and other vegetation. 

The Sanghatan is keen to promote the natural growth of forests in the region to ensure the indigenous Gojri breed need not have to rely upon purchased fodder from the market. With the use of such natural fodder, the Van Gujjars are able to maintain the nutritious value of their milk. The Sanghatan believes by adopting such sustainable processes for ensuring high quality of milk is enhancing the identity of their produce which has benefited several members to procure a reasonable and equitable market price for their commodity. The Sanghatan is keen to build on the goodwill of producing unadulterated and nutritious milk, unlike commercial dairy, which has additional health benefits for the populace consuming them.

Breed and Ecosystem conservation

The Van Gujjar Tribal Yuva Sanghatan has initiated several initiatives for the youth amongst them to turn towards education, both from schools as well as self—study groups which also initiate them towards traditional knowledge protection, bird watching, nature guiding, outdoor education through trails and games, handicrafts and cultural orientation of the community, to preserve their forest identities. The tribal identity is further promulgated in their sincere efforts to file for individual and community claims through the Forest Rights Act, 2006 as well as initiate community restoration drives, practices of herd mobility by empowering pastoral opportunities, prepare forest fire prevention squads and protect forests from poachers and cattle smugglers. They have currently undertaken a project to document the traditional knowledge and ecosystem benefits of 20 species of flora, which have food, medicinal, household or cultural uses for the community. 

The Van Gujjar Tribal Yuva Sanghatan has ensured members of the community do not engage in intermixing of breeds and promote the security and preservation of the indigenous Gojri breed within this landscape. The community is keen to safeguard  its traditional knowledge, customary practices and cultural values. The Van Gujjars are also cultivating new ways to undertake conservation drives through initiatives like Saila Parv that ensure trees beneficial to the livestock are planted.

It is hopeful that this activity of the Sanghatan will be incentivized by the Forest Department to ensure better management of the common pastures. The Sanghatan is willing to cooperate with all government and non-government institutions that are keen to propagate sustainable protection of the grassland through participative means to further its efforts in breed conservation and pasture management. It is also hopeful that the Sanghatan will soon form a cooperative of its own to ensure the breed finds viable means to develop and cherish with a complete agency of the Van Gujjars. Pastoralism as a livelihood needs a fillip through identifying such conservation strategies amidst humans, their livestock and other coexisting wild animals within the grassland. Several activities of the Sanghatan have ensured that coupled with the breed, several other species of fauna find utilization of the common property resource within which the Van Gujjars reside.

Back to some successful management

Apart from creation of 2 no-takes reserves, the originality of PMCB is the use of artificial reefs, with the deployment of 4.884 m3, both for production and protection against illegal trawling. The success of protection reefs is showed on Figure 3, with the road of illegal trawling plotted before (1995) and after reef deployment and creation of the no-take reserve in Couronne (1997). The results are the decreasing of fishing pressure on the coastal band, by removal illegal trawling activities, witch are not selective (a lot of juveniles are caught) and mortality by fishing juveniles is the principal factor of the falling of catches. The efficiency of anti-trawling reefs allowed a better sharing of space and resources between local fishermen. It help traditional small scale fisheries (gillnet, trammel net, hook on line) who have selective techniques (catch only adults and thus facilitating conservation of fishing resources)  The other essential effect of protection reefs is to preserve the most productive and fragile natural habitats (Posidonia meadows and coralligenous reefs) from mechanical destruction by trawlers. These damages have important ecological and economic repercussions, because these habitats serving for spawning, nurseries, recruitment and feeding areas for the most part of the exploited resources.

The willingness of local artisanal small-scale fishers to avoid illegal trawling into the 3 NM, in particular on sensitive habitats. Fishers decided themselves to create a second no-take reserve in PMCB in 1996: Couronne (210 ha), who is in vicinity of a Cape, with high biodiversity and rich exploited resources, particularly a famous spawning area for seabass during winter. Fishers wanted to protect the no-take reserve with a complementary deployment of anti-trawling reefs around and inside the reserve.

An adaptive management is necessary and the PMCB was built on the strengths and weaknesses of local context: artificial reefs have played a role in resolving the antagonisms and conflicts between small-scale fisheries and illegal trawling fisheries.

In the Côte Bleue Marine Park, the two categories of artificial reefs (production and protection reefs) are not dissociable of the two no-takes reserves. These management tools worked in an additional way and contributed to the preservation of the traditional small scale fisheries on the Côte Bleue territory, while these fishing activities are decreasing in the nearby zones.

Artificial reefs worked well and protection reefs played a police role 24h/24 and the deployment of 326 heavy modules creating 17.5 km of barriers allows to reduce illegal fishing, protect natural sensitive habitats and permits a better sharing of space and resources between fisheries.

Better knowledge for better management

The protection and surveillance within the 2 no-take reserves -where all kind of fishing, mooring and scuba diving are prohibited- is effective, with more than 2.400 hours of enforcement per year, mostly at sea, There is a great increase in fish biomass with an increase of abundance,  more bigger fishes, and come back of rare/sensitive species like groupers, brown meagre, seabass, etc: Experimental controlled fishing operations are conducted every 3 years within the reserve and showed that in 24 years, the mean weight of a fish increased by a factor of 2.6 (287 g in 2019 vs. 111 g in 1995. During this time, fishing captures have been multiplied by a factor of 7, with a catch rate per CPUE effort unit increasing from 1.1 kg / 100 m of net in 1995 to a maximum of 7.1 kg / 100 m in 2019 (Figure 2).

These spectacular results and a clear reserve effect not only concern fishes, but also the invertebrates like spiny lobsters: catches were multiplicated per 8 since the creation of the reserve. These results are important for artisanal fishers who benefits to biomass exportation processes: in the borders of marine reserves, the fishing yields can reach 2.5 kg/100 m of net; while in the rest of MPA, the mean CPUE is 1kg/100 m.

Willingness and involvement of local artisanal fishers who decided themselves to create a second no-take reserve in PMCB in 1996 (Couronne, 210 ha), after the previous one in Carry (1983, 85 ha).The same fishing boat (“Mamyblue”) participate since the beginning to experimental fishing conducted every 3 years and fishers can see directly in the fish box the reserve effect when they bring back their nets, with a multiplication par 7 of catches (141 kg in 2019 vs 21 kg in 1995)

Long term monitoring showed a clear reserve effect with more fishes in abundance, more bigger and the return of rare species. Surveillance and enforcement is the keystone of a good management of no-take reserve. Nature can recreate biodiversity and restore by herself we need to help and take care of her, it’s our responsibility  Even 6% of the Mediterranean Sea is covered by Marine Protected Areas, there is only 0.23% that is fully or highly protected. Less than a quarter of 1%, it’s really not enough! Marine Protected Areas are not only technical solutions, but also human relationships take into account, and history and culture of a territory, with a common vision.

No-take reserves worked well, even small superficies under full protection can restore biodiversity and resources. Necessity to realize scientific monitoring on a long period of time, for a better knowledge of reserve effect, with a BACI protocole (before/after/control/impact).

Actions that link smallholders with markets and financial services

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.

  • Sufficient water led farmers to have confidence to engage with markets and with financial services.
  • Organizational development was needed to assist in groups as they matured and faced new problems.
  • Multi-stakeholder platforms were formed around certain value chains to bring all players together and resolve market bottlenecks. Farmers, suppliers and buyers often all benefited from these discussions.

Leadership development is critical in landscape restoration. Similarly, governance and oversight or accountability mechanisms (such as via government bodies) also are essential in smooth handling of potential problems along the way. 

Accessing the voluntary carbon market.

Access to the voluntary carbon market provides unconditional finance allowing the communities to earn revenue from the protection of their natural resources. Earned revenue results in increased ownership over the project and empowers forest communities to determine how that revenue will best be spent to improve forest protection activities and enhance community development in a way the serves the entire community. 

Carbon Tanzania is the project developer who connects the forest communities to the international voluntary carbon market by sourcing clients, organizing verification and registering the certified carbon credits on the respective environmental registries.

For carbon credits to be sold on the international voluntary carbon market they must first be verified by an international third-party certification standard. The Ntakata Mountains project is certified by VERRA’s VCS and CCBA standard.

Access to market must also be established. Carbon Tanzania has an established network within the voluntary carbon market enabling the sale of the certified carbon credits.

Clients purchasing carbon credits need to have genuine carbon reduction strategies to uphold the legitimacy of the project generating the certified carbon credits.

Most clients will also have their own certification and CSR requirements that can determine which certification standard they need their credits to be verified by.

A results-based payments for conservation system measured and monitored using a REDD (avoided deforestation) project methodology.

REDD (Reduced Emissions from Deforestation and forest Degradation) projects can link sustainable management of biodiverse forests to economic and livelihood improvements. Using the REDD monitoring framework and methodology for carbon accounting, the forest communities of the Ntakata Mountains are empowered to earn carbon revenues through achieving reduced deforestation rates in the wildlife-rich forests of western Tanzania.

Once a REDD project has been developed and verified it must undergo regular certification to prove that deforestation has reduced and that the resulting carbon credits are real, measurable, permanent and additional. Without certification the carbon credits cannot be sold, putting an end to this revenue stream.

Ownership of the project by the forest communities conducting the forest protection activities is critical to the success of the results-based REDD project.

A team dedicated to the lengthy development and certification process of the REDD project and commitment from the forest communities to uphold their responsibilities for the duration of the contract is fundamental to the success of the project.

Transparency and mutual accountability between project developer and the communities is imperative throughout the development of the project and throughout the execution of project activities.

Collaboration with landscape partners including Village and District governments, TNC and Pathfinder International (Tuungane).

Collaborating and co-operating with local governments and organisations who share a common vision and common goals, yields enhanced results with greater efficiency, both in terms of resources used and funds deployed.

The first step is to identify partners with common goals but with varying strengths to achieve enhanced results. Time then needs to be taken to meet regularly, whereby relationships are developed and nurtured, to gain a deeper understanding of individual needs and to review and update procedures to ensure resources are shared and that strengths are being maximized.

A shared understanding of the importance of forest community land rights, the development and promotion of good governance, and respect for community development priorities is critical for successful collaboration.

The process of collaborating with landscape partners and local government institutions demands a long term approach in order to build genuine trust and mutual understanding. Our relationships with our local partners have generally been positive and mutually beneficial, but we have learned that continued efforts need to be made to ensure that alignment of goals and values is maintained across institutions as it can be challenging for new personnel in the respective organisations to immediately embrace the historical relationships between partners.

Algorithms for likelihood of carcass and need for alert

Specific algorithms process the GPS data on position, altitude, speed and temperature and consider all zonation as poisoning-prone areas (based on land use for grazing and previous events) to determine if alert is necessary.  

Algorithms need to rule out vulture descending onto a cliff or nest, and to include only descent onto areas where carcass likelihood is highest (based on ground inclination).

Algorithm calculates slope of the land at point of descent and adds this to the poisoning likelihood determination.

  • need excellent detailed GIS data of ground features and topography 
  • need lots of data of previous poisoning events
  • need data on land use (for rangeland or crops)

 

  • High resolution topgraphy layers are very important to rule out vultures landing on unlikely sites