Planning phase | PANORAMA

Establishing minimum criteria for the location, design, and functions of the trail centres, and the information that they must provide to users

Architectural sketch of trail centre

Tegnestuen Mejeriet

Architectural sketch of trail centre

Matters

To ensure the success of trail centres, the project members developed a number of minimum criteria for the location and design of the trail centres. Criteria was also established regarding the minimum service functions that the trail centres need to accommodate as well as the information that centres need to present.

Minimum criteria:

located at the centre of a varied range of trails, routes, and tracks that are preferably marked
situated in an interesting park area, terrain, landscape or natural area
information about e.g. the routes’ terrain, length, degree of difficulty, changes in altitude
parking spaces
a common room that all sports associations can use
a covered area for e.g. gatherings, warm-up stretches, abdominal exercises
a good range of relevant service functions

Each of the centres that have been, or are being, developed adhere to these minimum criteria. They are all located in or near natural environments that provide access to different outdoor sporting activities. Core service functions are integral to the architectural designs of each centre.

Communication with local partners to understand user needs and determine core design functions.
Clear vision: Project members established core purposes of trail centres
- Increasing social coexistence and understanding across different user-groups
- Developing all-in-one facilities that meet different user-group needs
- Increasing participation in, and accessibility of, nature-based sports/exercise
- Increasing awareness of, and interest in, the nature that underpins their activities
- Inspiring others to establish high-quality trail centres based on the above goals

Cross-sectorial collaboration is crucial for determining what criteria is deemed necessary for successful centres, as well as to better understand user needs.
Establishing minimum criteria for trail centres ensures that these will accommodate and fulfil the service functions that are required and desired by users – critical for informing the architectural design of the centres.
Determining minimum criteria also ensures that trail centres are situated in natural areas that provide opportunities for diverse outdoor activities. This guarantees that trail centres are located in the most suitable natural environments and in areas where many activities can be practiced. In some cases, it also provides opportunities to bridge the gap between urban and natural environments and facilitates access to nature for urban populations.
Requiring trail centres to share information about their surrounding areas ensures that users have easy access to information relating to their outdoor activities as well as the best-practices and codes of conduct that one must adhere to whilst participating in outdoor nature-based activities.

Developing the Regional Ocean Governance Strategy through a co-creation process

Diverse representation of the ROGS Task Force that is co-developing the WIO Regional Ocean Governance Strategy (ROGS) during the ROGS Special Session at the 12th WIOMSA Scientific Symposium held in October 2022 in Gqeberha, South Africa.

Nairobi Convention

The ROGS Support Team supported a diverse WIO ROGS Task Force, involving state and non-state representatives from various sectors and organisations. This inclusive forum facilitated stakeholder dialogue and collaboration, with members providing inputs directly to the ROGS and expanding regional contributions by inviting stakeholders from their networks. The Task Force, along with key stakeholders, contributed strategic and technical insights to the ROGS through Technical Dialogues and regional events.

The Collective Leadership Institute (CLI) supported the Task Force through in-person workshops and online sessions to enhance collective leadership and collaboration. An experienced ocean governance advisor, Mr. Kieran Kelleher, played a key role in formulating strategy questions and compiling ROGS content.

The inclusive and participatory approach aimed to foster ownership, improving the quality, feasibility and credibility of the ROGS. If adopted at the next Nairobi Convention Conference of Parties, this ownership is expected to boost the strategy's implementation.

Clear process and goal outlined in the process architecture for drafting the ROGS together
Participant interest and openness for individual and collective contribution
Capacity development and process stewardship prioritized by CLI, emphasizing authentic participation, trust-building, and co-creation
Technical dialogues led by the Task Force, engaging sector-specific stakeholders and experts for a shared understanding and optimal policy recommendations
Weekly online meetings of the ROGS Support Team, organized by CLI to ensure a high-quality process

Need to assign clear roles within the process including someone who drives the process forwards according to set timelines
Both process leadership and technical leadership
Consideration of financing and resourcing as an integral part of the ROGS

Planning phase

Documentation and dissemination of results

Review phase

Multi-national

Members of the Regional Ocean Governance Strategy Task Force

Concept note on the ROGS

Terms of reference for WIO ROGS TF

Developing the regional Information Management Strategy in a co-creation process

Success factors for a good IMS multi-stakeholder process

Nairobi Convention

The Information Management MultiStakeholder Working Group in Zanzibar, 2023 © Agnes Mukami, Nairobi Convention Secretariat

Nairobi Convention

To develop a region-wide Information Management Strategy considering voices from across the region and different sectors, a participatory and representative Multi-Stakeholder Working Group (MSWG) of 24 persons composed of Nairobi Convention Contracting Parties and relevant stakeholders (incl. NGOs, universities, research institutions) in the region was established. The members of the MSWG have taken responsibility for designing and driving the IMS process within their organisations and with the broader stakeholder system, incl. organising and convening thematic stakeholder consultations.

The collective approach to developing the strategy values multi-stakeholder dialogue as key for co-developing a strategy informed by diverse voices and owned by a broad and representative set of stakeholders. Strategic partnerships to support the co-development of the Western Indian Ocean IMS are with the Collective Leadership Institute (CLI) and the Leibniz Centre for Tropical Marine Research (ZMT). With workshops and webinars, CLI helped build multi-stakeholder dialogue and collaboration capacity among members of the MSWG to enhance the quality, viability, and ownership of the IMS. ZMT supported the IMS development process with technical expertise and experience in drafting the IMS document.

A series of physical meetings were essential in developing the basic structure and content of the strategy.
Physical meetings also helped to keep the momentum alive for further online collaboration in the strategy development.

Need to assign clear roles within the process including someone who drives the process forwards according to set timelines.

Planning phase

Multi-national

Members of the Multi-Stakeholder Working Group

Political will and a mandate for developing an Information Management Strategy

Wasini Island, Kenya

CORDIO East Africa

A mandate from the Parties to the Nairobi Convention, adopted at the 10th Conference of Parties in 2021, forms the basis for co-designing an Information Management Strategy for the Western Indian Ocean. It was emphasised that the development should happen in a co-development process, recognising the fundamental role of the Nairobi Convention national focal points, involving national data centres and amplifying the role of national experts to a sustainable regional Information Management Strategy development and implementation in the long term.

Having an official mandate is an essential success factor for such a participatory process. It helps create ownership for the process and the implementation of the resulting strategy.
Country participation in the creation of the strategy.

Long process leading to the adoption of the decision asking for the development of the strategy.
Coordination of such a regional and political process requires continuous capacities on all sides and strong will to actively participate.
Continuity and a long-term process for developing and implementing strategy needs to exist before the start of the process.

Planning phase

Multi-national

10th Conference of Parties of the Nairobi Convention, Adopted Decisions

Baseline

The baseline refers to the projection of greenhouse gas (GHG) emissions that would occur in a specific project area if no interventions or changes to current practices are implemented. This serves as a point of comparison to assess the effectiveness of the carbon project in reducing emissions.

The baseline is essential for calculating the actual carbon reductions attributable to the Capercaillie project and to measure the project’s impact on mitigating climate change.

The baseline sets the benchmark for assessing the carbon reduction achievements of the project and is therefore highly relevant for the issuance of CO2 certificates. Especially demanding is the forecast of the developement in a given area over long periods of time, which plays a crucial role on the amount of CO2 certificates issued. The long term protection goal in protected and conserved area is therefore a important advantage for the long term sequestration of CO2 equivalents.

Planning phase

Global

Long-term sequestration

Long-term sequestration refers to the practice of capturing, securing, and storing greenhouse gas (GHG) or other forms of carbon from the atmosphere for an extended period of time, ideally indefinitely.

The goal of long-term sequestration is to mitigate the effects of climate change by reducing the levels of CO2 and other greenhouse gases in the atmosphere.

It is important that the used methods are sustainable and secure to ensure that the carbon does not re-enter the atmosphere. In this pilot, we reached that goal through using the wood for construction purposes in the area near the forest reserve.

Long-term sequestration is essential for stabilizing global carbon levels and is considered a crucial component in efforts to combat climate change, but to identify and secure the long term storage of CO2 in construction sites is a large task and costly exercise.

Planning phase

Global

Avoid double counting

Double counting in carbon projects refers to a situation where a carbon credit is claimed by more than one entity, without producing any additional carbon benefit. In simple terms, it occurs when two parties claim the same carbon removal or emission reduction benefits. Double counting undermines the integrity of carbon offset programs and the fight against climate change as it distorts the actual emissions reductions or removals achieved. It essentially dilutes the value and effectiveness of carbon credits.

Double counting can be avoided if all work is done through one entity and announced to one standard method like the GLS+ methodology tested in this pilot project.

In the actual setting with one entity and a specific forest, where no measures other then biodiversity measures can be legally undertaken, double counting was not a major concern.

Planning phase

National

Additionality

In carbon offset projects, additionality is crucial for determining the quality of carbon offset credits. A project is said to be "additional" if its associated greenhouse gas (GHG) reductions would not have occurred without the specific intervention, thereby ensuring the credibility and effectiveness of the carbon credits issued.

Additionality is respected if the cut would not have been done without the financial contribution of the issued CO2 certificates.

As the cut was already executed and the calculation was done retrospective, this condition was not respected in the examined Pilot project. But if the cut is done for biodiversity reasons and the resulting CO2 certificates are used to finance the cut or increase the managed surface, then this condition would be respected.

Planning phase

Global

Governmental Consultation Facility

Process of the Consultation Facility

Alliance

The goal of the Consultation Facility is to provide context-specific multidisciplinary consultancy services from Alliance experts to governments/governmental institutions in countries with a high risk of novel diseases of zoonotic origin to prevent spill-over infections.

The expertise of more than 180+ member organisations and individual experts in the Alliance will be used to put together those interdiscplinary teams.

The Consultation Facility specializes on medium-term, primary preventive and context-specific government advisory services with concrete results in the context of health risks in wildlife trade and consumption along the entire contact and trade chain.

Effective and sustainable counseling requires thorough policy analysis/screening to identify suitable governments.

Existing political action or other political regulations regarding the intersection of wildlife and human health for example, are particulary helpful at the beginning of the consultation.

The facility was launched in December 2023. For this reason, the lessons learned will only be communicated in the course of 2024.

Planning phase

Inception phase

Implementation

Documentation and dissemination of results

Feasibility Study

A study on how the carbon market could potentially finance climate adaptation/mitigation projects.

Collaboration with researchers in the climate financing field and relevant governmental stakeholders.

The Indonesian carbon market is yet to be fully developed, with many uncertainties in the policy side. Nonetheless, feasibility study became a guideline for other initiatives who are searching for sustainable financing for their mitigation projects.

Although the findings were not fully conclusive, connections with the Government were established along the way to receive the necessary information for future implementation.