The block shows the actions taken to establish the relationship between livelihoods and ecosystems, with emphasis on the benefits they provide: services and functions that are the most important part of the natural capital of our communities.

Capacity building on Ecosystem-based Adaptation (EbA)

• The EbA approach oriented the analysis of livelihood vulnerability, the choice of measures of biodiversity use and ecosystem services, showing how they help people and their livelihoods to adapt to the adverse effects of climate change and indicators for monitoring the solution.

Actions in the territory

• Establishment of 2 community nurseries with a production of 9,226 native plants with which 67.5 ha. of riparian zones were reforested.
• Participation in the benefits derived from the restoration of riparian zones.
• Community reforestation in riparian zones contributing to the health, livelihoods and well-being of local communities, taking into account the needs of women and the poor and vulnerable.

The purpose of this block was to build an enabling environment for political advocacy in favor of the adaptation of municipal natural and social systems that are vulnerable to current and future climate impacts. To achieve this, two components were worked on:

Enabling conditions

• Workshops to integrate biodiversity values into climate change adaptation strategies and municipal development planning processes and to reduce socioeconomic and environmental conditions that exacerbate climate impacts.
• Establishment of agreements and synergies between ejido, municipal, state and federal authorities, as well as education and research centers to support the integration of ecosystem-based adaptation into municipal development planning and improve governance of natural assets.

Coordination mechanisms

Consolidation of horizontal and vertical networks through consultation and working groups that facilitated the development of the adaptation process:

• The Expert Working Group.
• The Municipal Adaptation Council
• The Community Working Group
• The Peasant Learning Communities

An inclusive, fair and transparent participation process and tourism benefit sharing mechanisms are key to building and maintaining trust within local communities.

In order to spread the tourism benefits fairly in the village, it is important to set clear and fair regulations for the ecotourism service provider selection. In case of NEPL NP ecotourism program, the key elements are:

• 1 person per household. Only one member from each household is allowed to have membership in only one service group,
• Poor and disadvantaged families are prioritized in the selection process,
• No NEPL NP regulation violation for min. of the 2 years.

To ensure transparent and equitable ecotourism service provider selection process, a multi stakeholder committee votes for the voluntary candidates. The committee consists of the following members: (1) village ecotourism head, (2) existing ecotourism service providers and (3) the national park staff who work closely with the communities.

To create a wide community support for conservation, the Ecotourism Benefit Fund (EBF) was introduced by NEPL NP. Through the EBF, the NEPL NP not only delivers to the villages surrounding the ecotourism area a fixed amount of money for every tourist going on the tour, but an additional amount is provided depending on the numbers and type of wildlife encountered by the visitors on the tour. To encourage conservation efforts, greater incentives are provided for sightings of species with higher conservation importance.

While the NEPL NP ecotourism program provides direct tourism revenue opportunities to members from only around 40% of households in 4 village, in total 26 villages receive financial benefits annually from the NEPL NP tourism program based on their conservation efforts.

The purpose of this building block is the logistical organization and methodological design for the participatory workshops with producer families.

In this stage, the concept and step-by-step procedure for each workshop is developed:
From the introduction to the subject matter, the work on the different components (hazard, exposure, vulnerability, intermediate impacts) and factors of the IPCC AR5 climate risk concept.

One of the main challenges was the low availability of adequate and viable seedlings. To overcome this challenge, the project began constructing new tree nurseries, which were all developed during 2019 and became fully operational during 2020 with the construction of 900 seedbeds. Instead of one nursery per region, as it was initially planned, the project was recommended to construct nine (9) nurseries altogether as part of the strategy to meet the 10,000 hectares restoration target or slightly more. To sustain these nurseries, the project recruited 18 Nursery Attendants (two per nursery).

The nurseries aim to increase available planting materials to supply the EbA interventions and for use by communities outside the scope of the project. The project also developed long-term business plans and revenue models to support sustained operations of expanded/created nursery facilities.

In addition, six (6) Forest Stations were refurbished as part of the nursery infrastructure.

 UNEP is also working with the Department of Forestry to explore low-cost options to establish small gene banks for use by the project and beyond the lifetime of the project. With the construction of these nurseries, adequate seedlings are and will be available throughout the year.

To meet all the needs identified in the assessments, the Office Ivoirien des Parcs et Réserves (OIPR) is continually seeking funding by formulating and submitting projects to various partners. To this end, it has a catalog of projects that it can adapt according to the requirements of the funding sought. For the PNB, in addition to GEF funding, the Office submitted an application to the BIOPAMA program as part of the small technical grants program. This funding enabled the park's eco-museum to be refurbished and equipped, and a feasibility study to be carried out for the construction of a suspended footbridge in the PNB tree canopy.

To enhance the value of the PNB destination, collaboration with tourism professionals, including the Ministry of Tourism, has enabled the PNB to be integrated into the tourist circuits offered to travellers in Côte d'Ivoire.

In addition, service clubs such as the Lions Club and the Rotary Club often provide occasional support to the PNB.

It was in 2016 that, for the first time, Banco National Park (PNB) assessed the effectiveness of its management, using the Integrated Management Effectiveness Tool (IMET) https://rris.biopama.org/pame/tools. As an in-depth assessment tool, IMET highlighted all the areas for improvement in order to manage the park more effectively. Above all, it highlighted the benefits of a harmonious tourism development of the GNP, which could solve the problems associated with its urban location (pollution, encroachment, land issues) while exploiting this geographical opportunity. Among the weak points identified by IMET in terms of ecotourism:

• Lack of innovation in ecotourism development
• Lack of diversity in tourism offerings and visitor experiences
• Insufficient economic benefits for the park and local populations.

A number of strengths have also been identified, which deserve to be capitalized on, such as the existence of accommodation facilities close to the park, catering and leisure facilities; accessibility, safety, etc.

In 1974, New Hampshire marked the southern edge of the range for Common Loons, and at the time that range was retracting. Recovery efforts carried out by loon conservation groups in New Hampshire and Vermont helped restore loon populations in those states. 

In Massachusetts, extirpation has made recovery in that state much slower. Currently, loon recovery in Massachusetts is still dependent on breeding success in northern New England and New York. BRI’s translocation research being carried out in Massachusetts provides an example of how a population at the edge of its range can be restored.

The original aim of the project was the reintroduction of Critically Endangered western lowland gorillas back to a protected area in the wild. Initially the project would enable the release of rehabilitated wild-born orphans, with captive-bred animals repatriated from the UK as the project progressed. Having a clear aim enabled the plan to be developed and that included, but was not limited to:

• Location and establishment of the protected area
• Legal requirements, including licences and permissions
• Staffing requirements, including training
• Animal care, including veterinary support
• Identification of threats & pressures and mitigation measures required
• Infrastructure required
• Local community impact and engagement
• Local community support through capacity building and alternative income streams
• Funding requirements, including capital expenditure and operating costs
• Reporting Structure
• Sustainability

Projects are not static, they evolve and bring about change. In addition they can be affected by outside factors. Once the project commenced it has been subject to regular assessment. As the project developed it has broadened in scope and adaptations have been made through continuous oversight of the activities in progress.