Under the application of the trap for intermittent harvest, the best results were achieved with the following combination of variables: maize bran (supplementary feed) x maize bran (trap bait) x O. Shiranus (species) x 2 fish/m2 (stocking density).

The total yields under this combination were 25 percent higher than in the control group with single batch harvest. A higher stocking density (3 fish/ m2) led to a slightly higher total harvest in the control group, but to a lower net profit. The use of pellets reinforced both effects and was the least economical.

Results from the on-farm trials (see Figure 1) have demonstrated the functionality and the excellent catch effect of the traps. Over the three-month on-farm trial period, the trap was used 2 to 3 times a week and a total of 27 times. On average, around 120 small fish – an equivalent of 820 grams – were caught each intermittent harvest. With the use of the trap, all households reported that they now eat fish twice a week. Before that, fish consumption was between one and four times a month.

The benefits:

• Reducing the competition for oxygen and food among the fish in the pond and thus measurable increase in yield.
• Improved household consumption of small, nutritious fish and better cash flow.

Success factors:

• Traps are easy and inexpensive to build (USD 3).
• Traps are easy to use, also for women.
• Directly tangible added value thanks to easy and regular access to fish.

Examples from the field

Overall, the user experience of households engaged in the on-farm trials was very positive:

“As a family we are now able to eat fish twice and sometimes even three times a week as compared to the previous months without the technology when we ate fish only once per month.” (Doud Milambe)

“Catching fish is so simple using the fish trap and even women and children can use it.” (Jacqueline Jarasi)

“It is fast and effective compared with the hook and line method which I used to catch fish for home consumption that could take three to four hours but to catch only three fish and thus not enough for my household size.” (Hassan Jarasi)

Under the application of the trap for intermittent harvest, the best results were achieved with the following combination of variables: maize bran (supplementary feed) x maize bran (trap bait) x O. Shiranus (species) x 2 fish/m2 (stocking density).

The total yields under this combination were 25 percent higher than in the control group with single batch harvest. A higher stocking density (3 fish/ m2) led to a slightly higher total harvest in the control group, but to a lower net profit. The use of pellets reinforced both effects and was the least economical.

Results from the on-farm trials (see Figure 1) have demonstrated the functionality and the excellent catch effect of the traps. Over the three-month on-farm trial period, the trap was used 2 to 3 times a week and a total of 27 times. On average, around 120 small fish – an equivalent of 820 grams – were caught each intermittent harvest. With the use of the trap, all households reported that they now eat fish twice a week. Before that, fish consumption was between one and four times a month.

The benefits:

Reducing the competition for oxygen and food among the fish in the pond and thus measurable increase in yield.

Improved household consumption of small, nutritious fish and better cash flow.

Success factors:

Traps are easy and inexpensive to build (USD 3).

Traps are easy to use, also for women.

Directly tangible added value thanks to easy and regular access to fish.

Examples from the field

Overall, the user experience of households engaged in the on-farm trials was very positive: “As a family we are now able to eat fish twice and sometimes even three times a week as compared to the previous months without the technology when we ate fish only once per month.” (Doud Milambe)

“Catching fish is so simple using the fish trap and even women and children can use it.” (Jacqueline Jarasi)

“It is fast and effective compared with the hook and line method which I used to catch fish for home consumption that could take three to four hours but to catch only three fish and thus not enough for my household size.” (Hassan Jarasi)

• Our transnational cooperation was largely based on personal contacts and larger efforts were dependent on external funding. The work for the preparation of the joint management plan has allowed us to structure the transnational cooperation and formalize it. All these measures will contribute to a more sustainable and long-term cooperation that isn´t so dependent on personal connections. 
• Now we have a better explanation of the tasks and organization of the transnational cooperation group, and we also included all municipalities in the area in the group.  
• An expert panel will help in management questions considering protection of World Heritage values and give valuable input to both site managers and the transnational cooperation group.
• Personnel from different levels in the management authorities in both countries will meet regularly, and this is written into the management plan.   

The local residents who were previously excluded from the various cultural tourism activities and festivals centering on the World Heritage property started to independently host village activities and built up their capacities for delivering and managing events. 

The initial residents group started to participate in the operations of the Suwon Heritage Night Walks in 2017 as traffic control staff. As the number of festivals that were hosted to celebrate Suwon Hwaseong as World Heritage increased, such as the Hwaseong by Night, World Heritage Festival, and Media Art Shows, the number of jobs available for the residents also increased. 

The Haenggung Village Cooperative Association was established on 31 May 2021 and it consists of 46 members. The main line of work is creating content and activities for visitors. 
The association is composed of 4 sub-groups each named “jigi”, which in the Korean language means friends: 

• Haenggungjigi, who focuses on providing event support, information, sanitation and the operation of activities; 
• Donghaengjigi, a group that creates the content and stories of the village tours; 
• Surajigi that promotes and shares research and education on food; 
• Cheongnyeonjigi, the group that monitors and conducts evaluations of activities. 

The local residents who were previously excluded from the various cultural tourism activities and festivals centering on the World Heritage property started to independently host village activities and built up their capacities for delivering and managing events. 

The initial residents group started to participate in the operations of the Suwon Heritage Night Walks in 2017 as traffic control staff. As the number of festivals that were hosted to celebrate Suwon Hwaseong as World Heritage increased, such as the Hwaseong by Night, World Heritage Festival, and Media Art Shows, the number of jobs available for the residents also increased. 

The Haenggung Village Cooperative Association was established on 31 May 2021 and it consists of 46 members. The main line of work is creating content and activities for visitors. 
The association is composed of 4 sub-groups each named “jigi”, which in the Korean language means friends: 

• Haenggungjigi, who focuses on providing event support, information, sanitation and the operation of activities; 
• Donghaengjigi, a group that creates the content and stories of the village tours; 
• Surajigi that promotes and shares research and education on food; 
• Cheongnyeonjigi, the group that monitors and conducts evaluations of activities. 

Once we have established a Community Wildfire Management Team we review their local wildfire issues and identify options for change using a range of participatory methods. Our aim is to build an understanding of how and why fires start within each community and the positive and negative impacts of fires started for different reasons, and in different areas. We recommend interviewing various people including members of the Community Wildfire Management Team, other village leaders and elders, women, youth, and local authorities.

When we understand the causes and impact of wildfire we then conduct community mapping to spatially determine: 

• where fires are most likely to be lit and why;
• potential firebreaks or control lines within the landscape;
• location of water sources;
• location of access roads and tracks;
• priority areas for protection (e.g. high value forest and restoration areas); and
• the ability of local community members to control fires both through pre-suppression and suppression measures.

These fire maps helped each community implement measures to prevent, detect, and effectively respond to wildfire.

The data collection and ongoing monitoring of the project's achievements were carried out by a dedicated Monitoring, Evaluation, and Learning (MEL) team. This team, external to MUVA, conducted in-depth interviews, focus group discussions, and periodic analysis of each action plan at baseline, midline, and final stages. This systematic approach allowed for comprehensive data collection, culminating in a reflection meeting at the end of the initiative. Facilitated by a senior facilitator, results were presented to the MUVA, Aquapesca, and Pro Azul teams. The meeting provided an opportunity for teams to extract key learnings and formulate a path for scaling and sustaining the initiative.

The ROGS Support Team supported a diverse WIO ROGS Task Force, involving state and non-state representatives from various sectors and organisations. This inclusive forum facilitated stakeholder dialogue and collaboration, with members providing inputs directly to the ROGS and expanding regional contributions by inviting stakeholders from their networks. The Task Force, along with key stakeholders, contributed strategic and technical insights to the ROGS through Technical Dialogues and regional events.

The Collective Leadership Institute (CLI) supported the Task Force through in-person workshops and online sessions  to enhance collective leadership and collaboration. An experienced ocean governance advisor, Mr. Kieran Kelleher, played a key role in formulating strategy questions and compiling ROGS content.

The inclusive and participatory approach aimed to foster ownership, improving the quality, feasibility and credibility of the ROGS. If adopted at the next Nairobi Convention Conference of Parties, this ownership is expected to boost the strategy's implementation.

Political leaders of the WIO countries have recognised that cooperation among regional organisations and across sectors, including greater engagement of the private sector and civil society, is required to address growing regional challenges such as marine and coastal conservation, marine plastic pollution, climate change, response to disasters like oil spills or cyclones etc.

A series of successive policy processes, including the 2015 call by African Union (AU) for the development of an African Regional Ocean Governance Strategy through the Cairo Declaration of the African Ministerial Conference on the Environment (AMCEN), the 2017 Libreville Declaration of AMCEN, and a baseline study on WIO Ocean Governance, led to the mandate for the development of WIO’s Regional Ocean Governance Strategy at the 2021 Conference of Parties to the Nairobi Convention (NC) (Decision CP.10/5). In response, the Nairobi Convention Secretariat convened a Support Team to help guide a participatory development of the WIO ROGS by working with representatives of the NC Contracting Parties, the AU, the WIO’s Regional Economic Communities (RECs), the Indian Ocean Commission, private sector and civil society actors in a Regional Ocean Governance Strategy Task Force.

A dialogue or workshop with governmental stakeholders to present case studies or solutions that could be incorporated into national policies.