The starting-point was the agreement on the methodological steps (see BB 1) for the pilot project, including the involvement of key stakeholders and capacity development needs and measures. The upcoming revision of the management plan was an ideal entry-point for the integration of EbA and the work plan the key instrument. It defines that EbA should be treated in thematic meetings with different stakeholder groups and a workshop, in a specific chapter of the management plan and as part of an EbA Action Programme. Training of the core team was then followed by the collection of climate-related data and information which fed into the sessions with communities and a workshop.

The methodological approach consists of the following steps (see also graphic in the gallery):

1. Collection of perceptions of involved professionals and other stakeholders with regard to key climate risks and spatial mapping of these risks.
2. Identification of key biophysical and socio-economic impacts of climate change in the region, in part by checking perceptions of stakeholders, in part by publicly available scientific data.
3. Assessment of ecosystem services relevant for human well-being and/or climate change adaptation with stakeholders during a workshop.
4. Definition of site-specific adaptation options and measures, including EbA.
5. Integration of results into the management plan.
6. Capacity development through courses and on-the-job training as a crucial accompanying measure.

Authorities activated pre-arranged agreements to mobilize contractors immediately after the 2011 Great East Japan Earthquake, as part of what became known as “Operation Toothcomb”. The Ministry of Land, Infrastructure, Transport and Tourism (MLIT) implemented a strategy to ensure that the Tohoku expressway (an arterial road running from Tokyo to the northern tip of Japan’s Honshu island) was made passable as soon as possible, to enable delivery of relief supplies and expedite the response. As a result of this fast and coordinated response, 97 percent of the national coastal highways were accessible by 18th March, just 1 week after the earthquake struck. Additionally, the entire Tohoku Expressway was open to general traffic within 13 days of the earthquake’s occurrence.

Non-structural measures for road geohazards are those that do not involve physical construction and are often less expensive that structural measures. For example, Japanese highways often have roadside stations (michi-no-eki), which have been strategically planned to serve as evacuation centers and hubs for disaster-related information (e.g. road conditions and emergency information).  After the 2011 Great East Japan Earthquake, roadside stations and highway parking areas were used by numerous teams and organizations as operational bases for rescue and relief efforts. Many of them were equipped with electricity, food, and water supplies, and served as emergency shelters, where important information was shared with members of the public.

After the 2011 Great East Japan Earthquake, the main highways and roads to the affected areas were back up and running within weeks, which greatly expedited relief and recovery operations. This was largely due to robust structural measures, in conjunction with efficient recovery work by public services. In contrast, it took over 1 and a half years for the highway to be reconstructed after the Great Hanshin-Awaji Earthquake in 1995.

Roads, expressways, and other public facilities helped reduce damage and loss of life in the 2011 Great East Japan Earthquake by providing protection against flooding, owing largely to successful risk assessments carried out pre-construction. For example, the East Sendai Expressway (elevation of 7 to 10 meters) acted as a secondary barrier against the incoming tsunami, preventing the waves from penetrating further inland. Over 200 people escaped by running up to the expressway, and its embankment served as an evacuation shelter for local residents.

Community members and experts developed a topographic map of the selected plot showing the different soil types and adapted local plant and tree species. Two main soil types have been identified:

• The soils of the mountainsides: stony surfaces; horizon 1 (0 to 20 cm) is silty sandy with a mixture of stony grains; horizon 2 (20 to 40 cm) is dominated by large stones and a small proportion of soil and horizon 3: (40 to more) was not accessible. For this soil type, the appropriate species are: Acacia (Acacia nilotica, Acacia Sieberiana, Acacia seyal), Neem Azadirachta indica, Anogeissus leiocarpus, Jujube (Ziziphus mauritiana), River Red Gum (Eucalyptus camaldulensis).
• The site bed is dominated by vertisols (i.e. soils with a high content of expansive clay minerals) with local withdrawal slots: horizon 1 (0 to 40 cm) composed of silt and clay and horizon 2 (40 to more) a mixture of silt, clay and stony grains. Suitable species include: Khaya (Khaya senegalensis), Cassia (Cassia siamea), African black plum (Vitex doniana), River Red Gum (Eucalyptus camadulensis), Winter thorn (Faidherbia albida), Cashew (Anacardium occidentale) and other fruit trees.

Depending on these different soil types, a mini-zoning allowed to delimit 11 blocks occupied by eight selected species.

Time and again, the producers will be trained about GAP(Good Agricultural Practice) and GMP (Good Manufacturing Practice) along with motivational classes to go organic and practice every activity in group.

The practice of following a practical organic method is significant to the organic producers, this will minimise time and increase the produces, too. The training of planting, harvesting, packaging, branding, marketing, etc. (under GAP & GMP) will enhance the caliber of the farmers.

Locally grown organic vegetables and crops are a dire need to the consumers nowadays in urban areas. Making such products easily available via farmers market will lure more consumers to visit and buy the products. As a result, the increment of the consumers in the market creates more demand for the local, fresh and organic produces, which shall finally boost the farmers to gear up in the production of more vegetables, fruits, cereals and lentils.

This block addresses the work of revising the management plan so that it integrates aspects related to climate change resilience.

A stakeholder workshop, facilitated by an exppert, was organised in 2016 to review the park GMP. The workshop was attended by Park Managers including ecologists, conservationists from sorrounding Game Reserves, NGOs and programmes operating in the Katavi-Rukwa ecosystem. 

The review identified climate change amongst key threats facing biodiversity. In addition, climate change resilience was included in the list of management objectives aimed at capturing climate change resilience amongst GMP objectives and thus reduce its threat to biodiversity and ecosystem. It was agreed by the Park Management and stakeholders, and this was reflected in the revised GMP, that a detailed park climate change strategy should be developed to better address climate change resilience issues.