Planning phase | PANORAMA

Vulnerability Analysis

Siargao's natural resources

Photo by Cheryl Dugan

Assessing vulnerability is a crucial step in order to identify the risks and come up with appropriate solution. Siargao’s revised Siargao Island Protected Landscape and Seascape Plan takes into consideration the geologic hazards, climate change related hazards as well as the hazards brought about by illegal fishing, unregulated cutting of mangroves and other destructive practices. The farming and fishing communities of Siargao Island are highly dependent on available natural resources and coastal villages in particular are exposed to climate related hazards. There is therefore a pressing need for Siargao to develop a comprehensive understanding of the impacts of climate change, both on the environment and on its socio-economic development, as well as measures to manage these impacts.

Understanding the risks and vulnerabilities is also necessary in identifying the organizations and people who have the technical skills and capability to assist in the identification of adaptation strategies. Sentro Para sa Ikauunlad ng Katutubong Agham at Teknolohiya (SIKAT), for example, was identified because of their significant experience in community-based coastal resource management and in community-based disaster risk management.

Availability of Siargao Island Protected Landscape and Seascape Plan which takes into consideration the geologic hazards, climate change related hazards as well as the hazards brought about by illegal fishing, unregulated cutting of mangroves and other destructive practices.

Participatory Hazard Assessments, Capacity and Vulnerability Assessments, and Climate Change Adaptation planning conducted in coastal communities.

Coastal communities should be involved in vulnerability assessment taking into consideration the differentiated impacts of hazards to men and women fishers.

Planning phase

Local

Technical support from different sectors and infrastructure support from LGU

To empower the people's organisations, government, NGOs and private entities shard their expertise and provided them technical support. The LGU, government agencies and NGOs trained them to be able to manage their own organisations, practice community based management, and the technical skills on how to manage tourism activities. SIKAT, an NGO with significant years of experience in community-based coastal resource management program implementation also provided them with training on basic ecology and training and technical support in Marine Protected Area Management.

Partnership and good working relationship of LGU with other government agencies, non-government organizations and private entities
The ability of the LGU to network also helped them gain support from other government agencies, who provided them with trainings on the different aspects of tourism, and helped build their capacities to manage their organizations.
An NGO provided them training on ecology and Marine Protected Area Management to capacitate them in their environment management role
Participatory process in the identification of trainings.

Capacity building on organizational skills and on environment conservation is as important as the technical trainings on tourism management.

Institutional framework, legal requirements and management

Community meeting

Des Bowden

Since KCWA initiated the first MPA in Kenya, the policy that regulates the recognition of a Locally Managed Marine Area was not clear. KCWA engaged other stakeholders like the East African Wildlife Society who helped with legal frameworks and policy advocacy. The recognition of this area under the National Environmental Management Authority (NEMA) secured fishers rights to manage their area and paved the way for the 20 other community projects that have sprung up following the KCWA movement.

This new legislation recognised the fisher’s effort for a collaborative governance model for the management of the marine territory. A 5-year adaptive management plan was drawn up drawing from local knowledge of the area with the help of other strategic partners. Rules and governance of the project were set out in a constitution document.

Original strategic partnerships, both legal and technical in this pilot project required a clear concept of what we wanted to achieve and was vital to get past the implementation stage. Recognition by the relevant Government bodies that the concept of communities managing their resources was the next step in marine conservation created an open, collaborative way forward.

When starting a pilot project choosing the right partners is essential. This provided a challenge in some cases. The agendas of the partners sometimes differed from our vision and often needed to be reviewed and changed. Legalising and managing a new concept often through unchartered territory was time-consuming and required patience. Creating a robust legal foundation along the way was essential to successes in the future.

Planning phase

Implementation

Local

Marine protected area (MPA)

Moorish idols in the MPA

Des Bowden

Traditional fishing

Des Bowden

The MPA

Des Bowden

Community recognition that action was needed to improve dwindling fish stocks was followed by the identification of various stakeholders to help us achieve our goals. Communication, outreach and awareness building programmes were set up and a visit to a similar project in Tanzania went ahead in 2004, and encouraged the community to use local marine resources sustainably.

A democratic decision to close an agreed lagoon area was agreed. Legal and policy frameworks were put in place, and the first LMMA in Kenya was approved in 2006 under the National Environmental Management Authority. Following this, a collaborative governance model has emerged under Beach Management Units (BMU's), where fishers and government work together towards sustainable fishing and improved livelihoods. In setting up the MPA, we went through various phases; conceptualisation; inception; implementation; monitoring; management and ongoing adaptive management.

The realisation by the community that there was a significant crisis looming and a determination to act for the sake of future generations was a crucial factor in the implementation process. Trust and belief in a positive outcome was paramount. Initial funding for alternative enterprises and support from key partners was necessary for technical and advisory capacities. An area was chosen that had good recovery potential with help from a scientist that had previously been monitoring that part of the coast coupled with local knowledge.

From the outset a clear strategy and management plan devised with maximum participation from community members is critical. Listening to the elders within the community creates an essential link between past and present. Targets and goals need to be achievable and clear timelines need to be set and adhered to keep the support of the community. The entire community needs to benefit from the project, and livelihoods need to improve tangibly in order to maintain support and create a sense of ownership that gives the project longevity. A community welfare aspect should be part of the strategy. Awareness, education and sharing of information need to be maintained, and a willingness to an adaptive management approach is vital. Learning from mistakes, sharing knowledge and creating close alliances with other similar organisations helps the project progress quickly. Creating collaborative partnerships and following clear procedures and legislative guidelines strengthen the structure of any entity. Good governance from the outset with a clear constitution that is followed at all times.

Documentation and dissemination of results

Review phase

Local

National

Crowd Funding Campaign Using Kitabisa.com Platform

Sumatran Tiger Project, Forum HarimauKita and UNDP Indonesia started the campaign in conjunction of Global Tiger Day to bring awareness about Sapu Jerat campaign to local and national audiences.

Sapu Jerat Crowd Funding to Protect Sumatran Tigers used local crowdfunding platform, Kitabisa.com that has enabled us to reach wider supporters (communities, philantropies, artists, influencers) by campaigning in social media. KItabisa.com generates funding online to support campaigns set up by organizations, individuals and communities. Sapu Jerat Crowd Funding to Protect Sumatran Tigers has given an examples for others to set up new campaign in supporting wildlife and biodiversity conservations.

The Sapu Jerat campaign was also promoted using Sumatran Tiger, FHK and UNDP Indonesia social media channels and project's communication networks in four national parks. The networks consist of local journalists who - in coordination with Project Implementation Unit (PIU) in each landscape - continue to report Sumatran Tiger Project's initiatives, .

First, modern communication infrastructures have enabled people in cities and regions to access the campaign. Second, building communication networks that target relevant stakeholders has enabled the campaign to get support and funding needed. By combining modern technology and targetted network, Sapu Jerat crowd funding campaign at Kitabisa.com has been successfully completed and the money will be used to clear tiger traps in national park areas.

1. As part of Sumatran Tiger's communication strategy, the campaign should be strategically connected to communication network to increase the outreach and widens its impacts.

2. This communication network should be encouraged to be involved in the campaign. Different landscape uses different communication network and communication method, thus they should be generated accordingly

3. Coordination is the key to reach the target of the campaign in timely manner. Endorsements or supports from relevant stakeholders can be amplified by the communication network.

4. Modern communication infrastructures by Kitabisa.com has enabled the campaign reaching targetted audiences.

ev_21_sumatran_tiger_communication_strategy.pdf

Community exchange visits

Exchange visits were organized to places where the initiative has been active for some time and the implementation is on-going. For example, in order to acquire drought tolerant crops for local production, Ecofinder Kenya visited the Tangokona community in Busia County, Kenya where improved cassava and sweet potato varieties have been promoted and grown by local communities. The model was studied by Yala wetland communities, seeds purchased and farmers are now growing drought tolerant cassava and sweet potatoes.

Pay actual visit to model sites or farmers.
Availability of resources including transportation, learning facilitation at the place of visit.
Willingness to learn and practice the new skills among the interested stakeholders.

Local production of recommended drought resilient crop varieties can be achieved by learning and sharing of skills and ideas.
Farmers can embrace and practice what they see and can confirm to have worked in similar places.
The success of implementation of improved crop production and testing of new crop varieties may be dependent on prevaining weather conditions mainly rainfall amounts especially for rain-fed agriculture.

Public Sector Guidance Coupled with Private Sector Initiatives

To address a social need for transportation facilities equitably accessible, understandable and usable to people of all ages and abilities, the national government enacted a law to promote smooth transportation to the elderly, disabled and others in 2006. It set a target to adopt the concept of Universal Design by 2020 for all public transportation facilities, including airports that serve more than 3,000 daily passengers. Under this law, the government developed “Universal Design Guideline”, which is also applicable to improvement of Haneda International Airport. Not only did TIAT follow this guideline, it as a private company made extensive efforts to offer a comfortable space and enhanced accessibility to all types of airport visitors.

Strong drive from the national government to consider universal accessibility in infrastructure design
Detailed guidelines to develop universally accessible infrastructure

A key tenet of the philosophy of Universal Design is that the facility improvements needed to support people with disabilities can benefit everyone. Increased physical accessibility and hospitality satisfy customers with the high-quality of services and contribute to increasing the number of airport users to some extent. While the national government plays a pivotal role in adopting the Universal Design concept in public transportation facilities, private terminal operators should be motivated to proactively install innovative technologies and unconventional services for long-term cost saving and customer (passenger) satisfaction.

Integrated Access to and from Urban Centers

Cross-section map of Haneda International Airport Terminal

Tokyo International Air Terminal Corporation Home Page. http://www.tiat.co.jp/

The design of the airport itself is half of the success equation - how to ensure seamless door-to-door travel experience for various people including the elderly and disabled is a key. Haneda International Airport Terminal is directly connected to the city’s major urban centers by two railway companies. When the new terminal and stations were built, TIAT and these two railway companies collaborated to get rid of physical barriers across facilities for people with mobility disadvantages. For example, a hall in the terminal allows passengers to directly access to departure/arrival lobbies, public transportation services (e.g., Monorail, railway, buses, and taxies) and a car parking area via flat and straight paths. Several large-size elevators set in the station can also carry a large volume of passengers between the platforms and the arrival/departure floors. A railway line redirected the guideway from the existing platform at the domestic terminal to the second floor of the international terminal to produce flat passenger access from the station to the departure lobby. In addition, the both railway lines introduced movable step boards that bridge train vehicles and platforms for wheelchair users, and platform screen doors for passengers’ safety.

Coordination of facility design with railway companies providing access to the airport

Integrated access design between an airport terminal, ground transportation systems, and urban centers is critical for travelers with disabilities. In particular, it is essential to eliminate all types of level differences and floor gaps that can cause stress and hamper passengers from having seamless door-to-door travel experiences. Incorporating a centralized hall into the terminal benefits all users, as it enables smooth transfers among different transportation modes with barrier-free paths and, in turn, mitigates pedestrian congestion at airports.

Thoughtful and Interactive Design Process

The universal design committee organized approximately forty universal design workshops and reflected the opinions collected from a wide range of users to the detailed drawing of the terminal. The members also visited existing airport facilities and used mock-ups to assess the effect of the design plan. As a result of these joint design efforts, the terminal successfully provides seamless access to public transportation, especially railways. It also progressively introduced world-class terminal facilities with the Universal Design concept; Multipurpose toilets, boarding bridges, and versatile concierge service and communication devices exemplify its novelty.

Establishing a universal design committee as a coordinating board
Organizing universal design workshops that allow governments and private companies to gather more input from airport users into design of facilities.
Strong private players (NGOs, community development conference, etc.) active in promoting universal design

Airport terminals require several special facilities related to a series of air travel procedures, such as security checks, embarking and disembarking, immigration, and lengthy waiting times. To increase access to the terminal for everyone, the usability of all facilities needs to be scrutinized and should reflect the voices from a range of actual users.

Strengthening PELUM Kenya Zonal Networking

Following the Devolvement of Kenya in 2010, PELUM Kenya devolved itself in to six networking zones namely: Central Rift Valley Zone, Lower Eastern and Coastal Zone, Nairobi/Central Zone, Upper Eatern and Northern Kenya Zone, Western Zone and Nyanza Zone.

PELUM Kenya has therefore been focusing on a zone during implementation of the Green Action Week campaigns as a way of promoting horizontal networking. The members of a zone are involved in the planning, implementation and monitoring of the campaigns with one of the member organizations being the lead member organisation and in close coordination by PELUM Kenya secretariat and zonal staff. This provides a platform for learning and sharing among Member Organizations

Joint planning and implementation of the campaign activities
Coordination by a lead member organization
Cross learning and sharing among the Zonal Member Organizations
Creation of synergies to enhance achievement of results

There is need to engage in early planning for all the activities that include a number of member organizations working together
There is need to undertake effective joint planning including levelling of expectations and capapcity building on the intended results from the inititive to foster joint learning and understanding on the campaign results