Planning phase | PANORAMA

Capacity Building of Protected areas administration and local stakeholders

Representatives of Local community of Machakheli valley and municipality government on a study tour to the Protected Areas in other regions of Georgia

Irakli Goradze

Training of local tourism service providers in tourism and hospitality management

Irakli Goradze

Training of protected areas staff in Spatial monitoring and reporting tool (SMART) to improve their patrolling capacity

Irakli Goradze

Training in law enforcement and legal prosecution (fictional court case)

Machakhela National Park Administration

Protected Areas rangers training in law enforcement

Machakhela National Park Administration

Field training in law enforcement

Machakhela National Park Administration

The objective of the project was to increase the long-term effectiveness of conservation and land use in the colchic forests of Ajara, and this necessitated building the capacity of all relevant stakeholders to undertake appropriate activities and development in the future.

To build such capacity, the project pursued a multi-faceted approach involving:

provision of key equipment and infrastructure to National Park (NP) and local households
practically orientated trainings of Protected Areas (PA) staff and local stakeholders – formal / semi -formal training by specialist trainers or contractors
study tours within Georgia
in process / on-job practical experience

In the latter case, the project strategy was to ensure involvement of project stakeholders as much as possible in the activities led by outside contractors and consultants. The rationale behind this was to build as much local practical experience as possible in order to maximize the possibilities for beneficiaries to be able to undertake such activities themselves in the future. In other words, to build the practical experience and “on-job” capacity of beneficiaries (PA staff, local communities, local service providers, etc.).

Building of trust through better communication. During the initial implementation, particular focus was placed on building communication and trust between the National Park and local stakeholders in order to enable future meaningful cooperation.
Gaining a sound understanding of local stakeholder issues and priorities. Studies undertaken at the outset were critical in identifying the real capacity building needs of both NP and local stakeholders and helped to orientate project support
Participation and input from local stakeholders.

Combining formal training with on-job practical application of skills (when feasible) is much more effective to build long term sustained capacity. For example, training on law enforcement
A holistic training approach that combines and integrates trainings relevant to a variety of stakeholders in a PA context (i.e. not just PA staff but local community, municipalities, NGOs, etc.) is an effective way to both broaden understanding and awareness of all parties, and build a wide basis of local capacities and knowledge (e.g. visit of stakeholders to other PAs)
The existence of a systematic training plan/programme within Agency of Protected Areas (APA) and the retention of relevant training materials and training service providers (i.e. a training clearing house mechanism) could greatly enhance the future effectiveness of relevant training for PA staff
Collaboration of capacity development efforts with other donor projects can be an effective means to ensure cost effectiveness and access for additional resources, as well as ensuring a more coordinated approach

Planning phase

Inception phase

Implementation

Documentation and dissemination of results

Local

Subnational

Pasture Management Techniques

Pasture management Planning in Tajikistan

Overgrazing, especially in the immediate vicinity of villages puts significant pressure on the communal pasture lands and leads to serious land degradation. This land degradation puts the livelihood and food security of the rural Tajik population at risk. Despite the adoption of the pasture law in 2013 (which sets the framework), community-based controlled grazing mechanisms are not yet widespread. Main reasons are the absence of by-laws and weak law enforcement. Sustainable pasture management planning is consequently a crucial tool to be applied by pasture users.

1. Study of the current pasture management plans to identify needs for improvement

2. Pasture plant species catalog

3. Tool for calculating the pasture carrying capacity

4. Grazing calendars

5. Techniques for sustainable fodder production for the winter season

For a successful implementation of sustainable pasture management techniques, the following should be considered:

Assess the current conditions of the pasture and look at the current way the community is managing its pasture;
Improve livestock management overall and do not only look at pasture management;
Apply a simple tool to calculate the pasture carrying capacity;
Provide practical exercises in the field for farmers, e.g. through farmer field schools;
Ensure the pastures can regenerate after a grazing period and pastures are not grazed too early in spring;
Provide low-cost fencing techniques;
Use traditional, local varieties of fodder seeds;
Increase plant diversity that provides nectar for pollinators and beneficial insects;
Control and prevent erosion;
Ensures economic benefits to farmers
Ensure optimal use of fodder production areas;
Ensure access to technologies through documentation of techniques on platforms like Wocat and PANORAMA.

Pasture Governance

Improvement of the legal framework

Tajikistan faces a major problem of unsustainable grazing pressure from high livestock numbers and insufficient pasture management. The country is in dire need of better pasture governance based on a solid legal basis. Therefore, GIZ Tajikistan has worked on the improvement of the legal framework and facilitated a dialogue between different stakeholders.

Additionally, and institutional analysis on pasture management in Tajikistan that outlines the institutional and legal set-up and distribution of roles and responsibilities in the pasture management sector of Tajikistan has been conducted together with other organisations to support the governance process in the future.

Further, a Pasture Management Networking Platform has been supported. The objective of the PMNP is to contribute to the sustainable management of pastures in Tajikistan. The objective is pursued through national dialogue and knowledge exchange based on practical and on-the-ground experiences of the pasture management network members.

1. Conduct an institutional analysis on pasture management in Tajikistan

2. Support a strong law on Pasture and feasible by-laws

3. Support the establishment of Pasture User Unions (PUU)*

*Pasture User Unions (PUU) are comprised of pasture users and are established at the jamoat (rural municipality) level with members from several villages. It is a formal organisation, replete with a statute and legal registration, stamp and bank account.

When improving the pasture governance the following should be considered:

Inform all stakeholders on the pasture law and support the enforcement of the by-laws;
Specify the roles and responsibilities in pasture management and ensure all stakeholders are aware of their roles and responsibilities;
Identify entry-points for future improvement of the legal framework;
Ensure good donor coordination;
Support the creation of Pasture User Unions (PUU) and Commission on Pastures (CoP);
Encourage knowledge transfer of good practices.

Pasture Law Tajikistan

Involving local communities in conservation process

Stakeholder consultation workshop, at Keibul

WII

Advocating for Sangai conservation during the State Board for Wildlife meeting

WII

Animal health camp organized for villagers as trust building exercise

WII

Human health camp organized for villagers as trust building exercise

WII

To garner political and local support for Sangai conservation in KLNP, advocacy was done with all stakeholders. In addition, appropriate measures are being undertaken to improve the awareness of the local people for conserving the species and promote Sangai as the mascot of sustainable development through various capacity building programmes.

1. State forest department's interest.

2. Sangai is an important cultural symbol in Manipur, and hence is considered as pride of Manipur, by local people and Government of Manipur.

3. Supportive Government of India, which provides funding and other support.

1. Multi-stakeholder dialogue builds transparency and trust.

2. Addressing livelihoods of local communities dependent on resources is indispensable .

Documentation and dissemination of results

Local

Subnational

Securing existing population in Keibul Lamjao National Park

Sangai in its habitat, the floating meadows

WII

Capacity building of frontline staff

WII

Cultural significance of Sangai

Various sources

The existing population of Sangai is being secured through integrated management plan, implemented by the Manipur Forest Department. Integrated management plan involves continuous habitat management strategies, habitat and population monitoring, enhanced patrolling strategies, genetic studies and involvement of local communities and different stakeholders at KLNP.

1. State forest department's interest.

2. Sangai is an important cultural symbol in Manipur, and hence is considered as pride of Manipur, by local people and Government of Manipur.

3. Supportive Government of India, which provides funding and other support.

1. Rigorous field work is critical for identification of habitat requirement of Sangai, and other related aspects of population management.

2. Continuous monitoring ensues long term success.

Documentation and dissemination of results

Local

Subnational

National

Transfer from private to public ownership of site

The site was a former private golf course out of use since 2015 and was in a vacant and derelict state and safety concerns were raised due to vandalisation, fly tipping, vehicle abandonment and fires. The site was being leased to the private Blairbeth Golf Club but ownership reverted back to South Lanarkshire Council in 2015. Part of the site enters Glasgow City Council territory but there is a management agreement in place to cover this.

South Lanarkshire Council

Large areas of vacant land in urban areas attract crime and pollution. Converting the site to a space for the community to use provides multi-functional benefits. The public ownership of this site allowed this to happen.

Planning phase

Local

Establishment of Friends of Group

Community effort

greenspace scotland - https://www.greenspacescotland.org.uk/news/creating-a-new-urban-park-at-fernbrae-meadows

A Friends of Fernbrae Meadows group was set up to contribute to the on-going activities in the park and the maintenace of the site.

Engagement and enthusiasm from the local community

Involvement of Community Links officer made sure that locals were inspired and empowered to create and maintain long-lasting change

The contrasting needs and perceptions of communities surrounding the park proved an issue during the development and implementation stages of the park. If this project was repreated, the Friends of Fernbrae Meadows group could engage more effectively with all communities surrounding the park and the dis-engaged community could involve themeselves in activities and events in the park to increase the social cohesion of the two communities.

Setting up institutions for the coordination of implementation

Reunion of members of ANA in Caatinga

ANA

Responsible for the implementation of PNAPO are the Interministerial Chamber of Agroecology and Organic Production (CIAPO) and the National Commission of Agroecology and Organic Production (CNAPO):

The CIAPO is the government body composed of nine Ministries and six invited Independent State Agencies. It is coordinated by the Special Secretariat for Family Farming and Agrarian Development (SEAD), which also provides technical and administrative support. CIAPO’s attributions are: building up and executing the National Plan for Agroecology and Organic Production (PLANAPO), coordinating the Government Bodies and Entities committed to PNAPO’s implementation, promoting liaison among and with State, District and Municipal Bodies and reporting to the CNAPO on the monitoring of the PLANAPO.

The CNAPO, on the other hand, represents the government-civil society liaison. It is composed of fourteen representatives from the public administration and fourteen representatives from civil society organizations, each one with a designated alternate representative. It is coordinated by the Secretariat of Government of the Presidency of the Republic (Segov), through the National Office of Social Articulation (SNAS), which also provides technical and administrative support.

As PNAPO’s overall aim is to integrate and articulate policies, programmes and actions for the promotion of agroecological transition, it is a key success factor that it is governed by the Interministerial Chamber of Agroecology and Organic Production (CIAPO) and the National Commission of Agroecology and Organic Production (CNAPO). In the latter 50 per cent are civil society representatives.

Currently Brazil is facing a rather intricate political and economic situation. PNAPO’s second cycle, PLANAPO 2016-2019, is still ongoing, but due to political turmoil in the country and a severe economic crisis (2014-2016), it faces drastic budget cuts that hamper its implementation. Nonetheless, much was achieved and PNAPO’s bodies have continued working and secured some funding.

Besides the aforementioned problems, the current President Bolsonaro and his administration have been making controversial decisions regarding to the environment/food sector, and been approving several highly toxic pesticides. Decisions that are not in line with the goals of PNAPO.

Developing a pioneer framework policy on agroecology

Reunion of CNAPO

CNAPO

The National Policy for Agroecology and Organic Production (PNAPO) is a pioneer Brazilian national public policy on agroecology. It was enacted through a participatory process, in which civil society played a pivotal and leading role in pushing forward the agenda and in ensuring that some relevant demands were effectively included in the policy’s final text.

On 20th August 2012, the PNAPO was adopted by President Dilma Rousseff, by means of the Federal Decree No 7,794. It is relevant to point out that within the Technical Board for Organics (CT-ORG) there was in the early 2010s a proposal to create a national policy on organic agriculture. However, with the decision of the President to establish a policy on agroecology, both issues were incorporated into the same agenda.

During the enactment process of the policy, the most relevant spaces for dialogue between the Government and civil society were the five Regional Seminars (from February to April 2012) and the National Seminar (May 2012) entitled “For a National Policy on Agroecology and Organic Production” jointly organized by ANA and ABA with the support of the Ministry of the Environment (MMA).

As a result, civil society (farmers, civil society organizations, etc.) had become increasingly articulated over the years, thanks to the National Encounters and the Brazilian Congress of Agroecology, and finally, ANA formulated the document “Proposals of the National Articulation of Agroecology for the National Policy on Agroecology and Organic Production”.

In 2012, the National Council on Food and Nutrition Security (CONSEA)* forwarded to the Presidency the Explanatory Memorandum No 005-2012, supporting the approval and effective implementation of PNAPO. Given all that, in May 2012, the meeting “Dialogues between Government and Civil Society” was held by the Federal Government to engage civil society in the draft of the latest version of PNAPO’s text. It is relevant to stress that not all the civil society priorities and demands were in fact incorporated into the definitive text of Decree No 7,794. Nonetheless, PNAPO still represented a milestone in Brazilian policies for rural development and an accomplishment of the Brazilian agroecological social movements. All in all, PNAPO has established at the national level a set of provisions and guidelines regarding the promotion of agroecology, outlining a legal and political pathway for the promotion of more sustainable, socially inclusive, environmentally friendly food production systems in the country.

* Sadly, the new Government abolished the CONSEA at the beginning of 2019

Planning phase

Inception phase

National

Hilsa Conservation Foundation

The Hilsa Conservation Foundation would act as a conservation trust fund (CTF). The CTF would provide some financial stability to Bangladesh’s overall hilsa fishery management programme, the efficacy of which has been impacted by lack of resources. A successful CTF would provide a source of finance that remains stable and reliable even in times of national economic or political shock, for supporting both ecological and social activities related to hilsa fishery management, such as BBI and BBII respectively.

A multi-stakeholder workshop was held in 2015 for establishing the primary objectives of a hilsa CTF: these included sustainability of conservation schemes, wide coverage of fishers adversely impacted by hilsa fisheries management activities, equitable distribution of benefits from hilsa conservation, actions to promote restoration and conservation, and development of alternative livelihood activities for hilsa fishers. Participation from the outset is key to ensuring CTFs have context-specific, relevant and appropriate objectives.

To be successful, CTF’s must adhere to certain design criteria. This may include a detailed feasibility analysis, the establishment of a clear focus and conservation value, a participatory governance structure, and defined monitoring and evaluation standards
There are a range of financing options available for CTFs – this could include fish export tax revenue, beneficiary fees, drawing on existing climate funds, drawing on a deposit into a fund with fair dividend rate, etc. Which mechanism is appropriate is context-dependent
Think carefully about what kind of institutional mechanisms would ensure good governance in CTFs – e.g. a diverse board of governors (including high level government, NGO, fishing associations, the private sector) could help insulate a CTF from political agendas

Planning phase

National

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