Development of facilities, equipment, and organisational protocols, so that TIDE is fully prepared to host visiting groups.

In order to host volunteers, the necessary physical and organizational infrastructure has to be in place. This includes, but is not limited to: accommodation; transportation; science equipment such as SCUBA gear, binoculars, and protective wear; health and safety equipment at all fieldsites; office equipment such as laptops and cameras; health and safety procedures, risk assessments and emergency plans; storage facilities; insurance policies; household and kitchen equipment.

 

For the R2R program, this process started two years prior to the program launch, when TIDE did an inventory of TIDE assets that could be utilized by future R2R groups. Where there were gaps, TIDE sought funding to better prepare for visiting groups. TIDE and R2R continue to invest in further infrastructure developments, for example in 2018 a new field station is planned that will open another of TIDE’s areas to visitors.

 

The key thing with this building block is to continue evaluating what infrastructure is in place, can currently be offered to groups, and what is needed for potential future groups. It is also important to review how effective these investments are. For example, what is the return on investment for more accommodation, larger vehicles, etc. Knowing this helps guide future investments. 

The most important enabling factor to ensure that infrastructure development is successful, was good planning. It is important to anticipate how the program will develop in the future, and invest accordingly. For example, what groups are expected? Are we prepared and equipped to host them?

 

Another important enabling factor for R2R, is that TIDE has a good reputation for implementing pragmatic programs. The current climate of NGO funding is favorable to those seeking financial sustainability, so R2R has received grants to support its development.

Whilst R2R was developed with careful planning, it still faces challenges as it continues to develop. In particular, it was found that the intended target market is not now R2R’s largest portion of participants. It was anticipated that the majority of participants would be students looking to enhance their resume through fieldwork experience. The reality, is that some the more popular programs are those for university study abroad programs, families, and for individuals of all ages looking to ‘vacation with purpose’.

 

R2R has still managed to adapt gradually over time to these new groups, however some investments may have been made slightly differently from the off-set had more information been available at the time. For example, brand new SCUBA diving equipment was purchased in 2014 when R2R was anticipating a heavy focus on marine programming, however due to other factors, few groups have used this equipment to date. SCUBA is still an activity that is predicted to increase in the future, however the initial investment in 2014 was perhaps premature.

Mobilization of Farmers

We hire project staff and meet with relevant stakeholders (government representatives, community leaders, and potential local and international partners/donors) to solicit their support and formalize each new FG project. With the help of stakeholders we identify interested farmer groups, lead farmers, and participants, and host orientation workshops prior to pursuing training and extension activities. We contact farmers by working with local government and community leaders and using rural radio to promote TREES and the FGA. This process takes 1-2 months as we vet farmers to ensure that they are truly willing to participate in the program. We prepare our Monitoring and Evaluation process which consistently collects data over the 4-year period. The M&E process consists of collecting information on our farmers through a baseline survey before they start the program, on metrics such as household dietary diversity and food insecurity and resilience (based off of USAID indices), along with measurements of the species diversity, and the number of trees per hectare on FG land.  Lastly, we look into the number of food crops and marketable products our farmers grow. This information is followed up with an annual sample survey of farmers to see how these metrics change over the 4-year FGA.

 

  • Finding farmers who are able to commit to the four-year program

  • Finding appropriate stakeholders/funders

  • Ability to find appropriate staff members to serve as technicians to train farmers

We need to ensure that selection criteria includes a consultation with local leaders to be certain that farmers can dedicate secured, tenured (customary or statutory) land to the project

Designing volunteer projects by identifying organisational needs at TIDE and interests of potential participants to ensure maximum benefit to both parties.

One of the key components that makes the R2R experience unique, is that volunteers participate in the hands-on conservation activities of TIDE. It isn’t just a learning experience, but a way for every volunteer to contribute. Thus, volunteer programs are carefully planned with the different teams at TIDE to ensure that participants are fulfilling a need, as well as gaining the experience they seek.

 

There are two ways this is done. The first, is when interested participants or groups have a particular interest in mind. In this instance, the R2R team discusses options with the relevant TIDE personnel, to identify projects that are required by TIDE, that will fulfil the groups interests. The second method used to achieve this, is to plan projects before identifying the participants. On a regular basis, the R2R meets with different TIDE teams to discuss future needs, and identify any programs that would be suitable for volunteer participation. These programs are then proposed to new contacts and partner agents.

 

The key thing, is to always ensure that participants have a great and enriching experience, in a safe environment, whilst helping TIDE to progress with its mission.

The key enabling factor to designing volunteer programs, is the full support and co-operation of the TIDE team. Steps are taken to ensure that all TIDE staff understand the importance of the R2R program in TIDE’s future, and cooperate in the program planning and implementation stages.

 

It is also important that TIDE has a clear mission, so that when designing volunteer programs, it is easy to identify where participants can assist. The TIDE strategic plan and ongoing work plans are therefore an important tool in this process.

The key challenge in implementing this building block, is uncertainty in participant numbers and environmental conditions.

 

Unless R2R reaches booking capacity, there is a risk that activities identified by TIDE as something R2R can carry out, may not proceed. This has so far been avoided by only identifying programs for R2R that are not critical to TIDE’s mission, but rather enhance it. For example, a crocodile program is in development, that will help protected areas management at TIDE and in wider Belize, but isn’t an immediate priority in TIDE’s strategic plan. Thus, if this is advertised but doesn’t go ahead through R2R, TIDE has the option of carrying out this activity at a later date independently.

 

Environmental conditions are harder to avoid, and certainly impact the program offered. For example, if a group arrives to take part in marine surveys, but ocean conditions are unfavorable, then alternate activities are arranged. To manage this, it is made clear upon booking a program, that activities are subject to local weather conditions, and a ‘plan B’ is always in place.

Securing private sector support for a joint vision for the conservation of protected forests

Engaging the private sector in support of the Collective Statement of Intent required a solid understanding of company risks (reputation, market, operational, legal) associated with sourcing coffee linked to deforestation. This required an understanding of existing private sector sustainability efforts and their challenges in order to identify innovative solutions. There is limited demand for traceable and certified coffee, and companies recognize that completing full ‘to source’ traceability assessments for individual supply chains is prohibitively expensive. Using a collective responsibility approach, as established by the 'Collective Statement of Intent', committed companies can work collaboratively and with other stakeholders to pool resources. This represents a cost-effective way for companies to reduce both their operational costs and reputational risk, while effectively and proactively tackling deforestation and supporting biodiversity conservation in BBSNP.

The significant momentum around sustainability and deforestation-free supply chains globally has been a key enabling factor. In addition, an initial campaign highlighted the links between coffee companies and deforestation. Many companies therefore have sustainability commitments and are aware of the need to address their sourcing risks. Securing the buy-in of companies at all supply chain stages has been critical to securing the buy in of others and to the notion of collective responsibility. 

Securing the buy-in of all companies sourcing from the landscape is a challenge. The initiative is supported by companies representing 60% of the region's robusta market and efforts to secure support from the wider market are ongoing, including through supplier engagement by committed companies. A solid understanding of supply chain risks and existing sustainability efforts has been essential to securing private sector support and to ensuring clear recommendations on next steps for joint solutions. One-on-one company engagement, both at headquarter and local level, as well as smaller group discussions, have been critical to understanding the priorities and perspectives of different stakeholders while multi-stakeholder engagement has been essential to progress and building trust.

Tri-sector partnership building

In order to define the Conservation Agreement, the partners adapted and applied the model of Tri-sector partnership building. The model helps build alliances between sectors with diverse interests aimed at promoting local sustainable development initiatives. In this case, we involed the community of Aripao, the company Givaudan, the buyer of the non-timber products from the forest and Phynatura, the organization of support and articulation.

For this block to be successful, an effective communication process was necessary, indicating the priorities and commitments of each sector and generating capacities in those members who needed tools in the negotiation processes. Given that sarrapia is the product on which the alliance is based, it was clear from the beginning that the preservation of the forest and traditional knowledge were elements for which all sectors had to work.

The tri-sector alliance depended on the construction of basic consensus among government authorities, civil society organizations and private companies, around priority issues or social issues for the three stakeholders. The success of strategies linked to sustainable development is facilitated when each sector knows its function making easier that communities that depend on natural resources to build sustainable livelihoods.

City Core Revitalization

The city applied a variety of capital improvement projects and urban operation schemes for city core revitalization. A centerpiece of the revitalization package is the development of Grand Plaza – a major social open space equipped with audio-visual amenities for various events and covered by a high-ceiling glass roof under all-weather conditions, in particular to deal with Toyama’s heavy snowfall climate. The city also established a 24-hour bicycle-sharing system by placing 17 bike stations with a private operator in the city core district. A central marketplace and local community facilities were constructed through the unique redevelopment schemes and incentive arrangement.

  • Development of a centric multifunctional facility to attract citizens and visitors (Grand Plaza)
  • Consideration to local climate and environment in the facility design

The key to the success of the city core revitalization is the wide variety of activity offerings suited for all generations, with due attention to the socially vulnerable, e.g. elderly, children, expecting mothers. The LRT supports this by providing direct and safe access from homes for this cohort of the population as well.

Promotion of New Township along the Public Transit Corridors

The city designated 436 hectares for an urban core district, 19 public transit corridors (including both light rail transit and bus lines), and 3,489 hectares for residential promotion areas along the corridors, for which special subsidies became available for qualified home builders, new housing owners, and multi-family apartment residents. Consequently, the number of new residential properties along the promoted transit lines increased 1.32 times for the period of 2004 to 2009.

  • Financial incentives for home owners along the public transit corridors
  • Commercial facilities, schools, hospitals etc. available within walking distance from public transit nodes and stations

Toyama's approach to attract development along the public transit corridors proved successful especially when this was backed by financial incentives. This in turn has led to indirectly disincentivising living in city fringe areas.

Reinvestment in Public Transit

The city introduced Japan’s first light rail transit (LRT), called PORTRAM, by utilizing the former JR Toyama-port line’s right of way accompanied by the extension of bullet train services to Toyama Station. The PORTRAM system with barrier-free stations and low-floor vehicles over the operation length of 7.6 km can smoothly carry elderly and disabled passengers to a variety of city destinations and bring wider environmental benefits, such as reduction in noise, air pollution, and CO2 emissions, to the whole city. Importantly, innovative project finance schemes were applied to split the roles of railway construction and system operation between public and private partners for the Toyama LRT. The public sector covers all the construction cost of the LRT system, including vehicles, railways, and depots, and the maintenance cost of these facilities, whereas the transit operator founded by several local governments and private companies recovers operation costs from fare revenues. The city filled the capital funding gap by arranging the national government’s road improvement programs and contributions from transit companies and by saving land acquisition costs with the former JR railway’s right of way.

  • Attention to universal accessibility for all
  • Innovative project finance schemes for public-private partnership
  • Sufficient funding support from the city

Caveat of applying this approach is that specifically for the Toyama case, the city had sufficient funds to cover construction cost of the LRT system, including vehicles, railways, and depots, and the maintenance cost of these facilities. Utilizing  right of ways of previous public transport systems can also be useful.

Availability of Data

Three types of data were particularly important in the design and promotion of the “Program for Earthquake-Resistant School Buildings”: school data, data on damages, and data on hazard risks. School data was collected by surveys and investigations conducted by FDMA and MEXT. A list of the surveys is indicated below.

  • School Basic Survey (annually since 1948) to collect basic data.
  • Public School Facilities Survey (annually since 1954) to collect building area and conditions of school facilities.
  • Status of Seismic Resistance of Public School Facilities (annually since 2002) to collect data on the seismic resistance of school structures as well as suspended ceilings of gymnasiums and other nonstructural elements of school buildings.

Earthquake Damage Investigation (after each mega-disaster such as the Great Hanshin-Awaji Earthquake and the Great East Japan Earthquake) to collect damage to buildings, specifically the kind of damage suffered by various types of buildings, the location where the damage occurred and under what circumstances, and the kind of earthquake that caused the damage.

Building on experiences

One of the biggest instigators for developing and promoting school retrofitting is the past experiences of earthquakes. The 1995 Great Hanshin-Awaji Earthquake triggered the development of the program’s comprehensive guidelines, and the program gained momentum after the 2004 Chuetsu Earthquake and 2008 Sichuan Earthquake in China which caused the collapse of 6,898 school buildings and 19,065 deaths of schoolchildren. This prompted MEXT officials to pass the revised Act on Special Measures for Earthquake Disaster Countermeasures, which supported additional national subsidies toward the school retrofitting and reconstruction program. The 2011 Great East Japan Earthquake prompted the program to give higher priority to nonstructural elements and highlighted the need for tsunami countermeasures and functional improvements of schools as evacuation centers. Learning from each disaster event and applying the lessons learned to the improvement of the systems has contributed to ensuring the seismic safety of public schools.

  • Identification of the need to prioritize the subject through national policy.
  • The political will to make improvements to policies to achieve a goal.

Political will and interest to identify the retrofitting of schools as a priority initiative was essential for the national government to take measures to improve its systems and policies building on experiences. The constant effort to promote the retrofitting program was in part induced by politicians’ interest in both humanitarian and economic reasons. In a culture that prioritizes human life, a policy for making schools earthquake-resistant has the aim of saving the lives of schoolchildren. The policy also is considered an effective investment that contributes to local economies and produces tangible results that are well-received by the public.