Review phase | PANORAMA

Securing sufficient funds for a multi-purpose EbA solution

Partly built up new real estate properties along the lake shore

Nadine Gerner, Emschergenossenschaft

As this solution serves various goals and meets several objectives, it was possible to secure sufficient funding from diverse parties, domains and funding bodies to cover the entire implementation of the project. In the case of the creation of Lake Phoenix, this included funding for water management from the water board; funding for ecology from the ecological funding program by the federal state; funding for urban development from etc. The water board, for instance, provided the amount of money that was already budgeted for the construction of a flood retention basin. This basin was not needed anymore, as the lake solution already provided the required flood retention function. Some additional potential funding sources were not even used in the end, because it would have slowed down the marketing of the real estate and would have tied the project to certain restrictions, which were not desired by the decision-makers.

Given that the solution serves various goals, funding was able to be secured from a range of parties, sectors and sources. The marketing of real estate properties along the new lake shore was a financial aspect considered from the project’s start in order to make the project implementation financially partly self-supporting. The project consortium took great care of timing, for instance regarding the deadlines of the various funding programs.

Establishing the diverse benefits provided by a solution is an important step in the planning process, as it highlights the various sectors and stakeholders who can potentially be involved in and benefit from the solution. Drawing attention to the potential benefits, and underlying this with a sound scientific evidence base with which to approach these parties, can facilitate the successful generation of funds from a range of sources. Innovative financing approaches can also act as ‘self-sustaining’ and generate funds during the course of the project to fund some of the foreseen activities.

Documentation and dissemination of results

Review phase

Entirety

Local

Bottom Up - Grassroot initiative

Community involvement

Children at EcoPeace

Local stakeholders learn to become environmental leaders. They learn about their water reality. When people understand the local problems and their community's responsibility, they can meet and engage with similar groups of stakeholders from other communities across the conflict. The common ground for these cross conflict meetings is the safeguard of the shared watershed and the communities engage in productive meetings to identify solutions. Together they identify projects that speak to the self-interest of both sides. Through this process, the communities gain the capacity to advance solutions even within a turbulent political environment. In most cases, the combination of a strong youth program and outspoken adult leadership creates the political will of mayors and other municipal leaders to get involved.

The local community's leadership needs a respected leader from the local community to provide the best leadership. It is important that a regional project manager with strong project experience mentors the local leader.

Local leadership from the local community is especially important in a conflict situation to secure the trust that the leader acts in the community’s self-interest. Walks in the nature and along shared water bodies provide the best opportunity for communities to understand their water reality. Only when people understand the local problems and their community's responsibility, they can meet other communities. Community members voice an appreciation and need for an organization as EcoPeace to facilitate cross border meetings to ensure that the meetings provide a “safe-place” for the local communities to discuss issues effecting cross-border and neighbor communities. Participants were free to talk about their realities while using constructive means to seek solutions. Meetings and collaboration on environmental issues delivers a capacity to create and sustain strong networks of cross-border communication with long-term impact beyond the cross-border initiative.

Documentation and dissemination of results

Documenting and sharing the success story

Results dissemination

Relaxing at a clean Lipumbwi beach

This building block focuses on documenting and disseminating results so that the experience can be captured and replicated elsewhere. Sharing and disseminating successful project results can encourage other interested parties to conduct site visits to observe the project first hand and meet the people involved. This kind of peer to peer learning can often be the first step towards replication. Documentation can also be used as a powerful advocacy tool to create leverage for greater commitment to waste management policies at regional and national scales. Documentation can be in many different formats ranging from a brief project summary or personal testimonies from the people involved, to powerful images that show the project in action or short film clips that can be embedded in websites and shared on social media etc. The greater variety of visual documentation the project has, the greater influence it can have on decision making processes related to waste management (or any other issue of concern). Documentation of results also plays an important role in the review and evaluation phase so that project leaders can identify the contribution of each building block to the overall outcome.

Ability to document project results in a visually appealing way, access to dissemination pathways.

One of the most powerful media for sharing results is through personal testimonies on film. However, this can be expensive if done through a professional media house. However, there is plenty of free, online digital editing software available that can be used to produce a film clip ‘in-house’ for a fraction of the cost.

Documentation and dissemination of results

Review phase

Subnational

Theory of Change (ToC)

A Theory of Change (ToC) is a road map that plots the journey from where we are now to where we want to be. The ToC serves to create a common vision of long-term goals, how they will be reached, and how progress will be measured along the way. A ToC forms the basis for strategic planning, and it clearly articulates how shifting behaviors and social norms will reduce threats to biodiversity. There are seven elements of a Pride campaign ToC: Conservation Result points to the conservation target (ecosystem or species) the campaign is trying to conserve, and what the expected long-term result is. Threat Reduction points to the main threats to the conservation target that can be reduced. Behavior Change focus on the human behavior that must change in order to reduce the identified threat. Barrier Removal identifies the barriers to adoption of the new behavior and how can they be removed. Interpersonal Communication describes what conversations are needed to encourage people to adopt the new behavior. Attitude identifies what attitudes must shift for these conversations to happen. Knowledge is the cognition needed to increase awareness and help shift these attitudes.

• Campaign site and thematic knowledge and experience • A prior analysis of site conditions including geographic scope, conservations targets, threats and contributing factors. • Clear long-term goals of implementing partner

Some of the key elements of success related to the ToC include, a clear, unequivocal connection between the expected conservation result, and the threat the campaign is trying to reduce. Even though the selected threat may not always be the most important menace to the conservation target, it has to be one that can be mitigated through human behavior change. Likewise, identifying a specific behavior change that is directly linked to the selected threat is vital.

Review phase

Planning phase

Monitoring

Documentation and dissemination of results

Local

Multi-national

Relevant documents

Awareness-raising of fishermen on the West African coast

Setting of a Poster on the house wall of the village leader, Guinea Bissau Cacheu MPA

In each country, a focal point supports awareness-raising through a poster in the national language, a radio spot and a T-shirt.

Only available in French. To read this section in French, please download the document "Blue Solution Template in French: ‘AfricaSaw, Réseau d’alerte/sauvegarde du poisson-scie, Afrique de l’Ouest’” from the bottom of this page, under 'Resources'.

Implementation

Documentation and dissemination of results

Review phase

Multi-national

Blue Solution Template in French: ‘AfricaSaw, Réseau d’alerte/sauvegarde du poisson-scie, Afrique de l’Ouest’

Poster AfricaSaw in French

Poster AfricaSaw in Creole

Radio Message (in French) to raise awareness of fishermen in West Africa

Social marketing (SM)

Social marketing (SM) uses commercial marketing methods and tools (e.g. diffusion of innovations, behavior-change-focused communication channels and messages, community mobilization) to promote a voluntary behavior change in a target audience, that benefits society as well as the target group. For a Pride campaign, social marketing is an integral component to promote community stewardship of their resources. Creating a clear, consistent and positive identity (i.e., a brand) around the conservation/management of their resources that resonates with community perceptions, values and traditions regarding these resources helps boost community buy in. This brand is linked to a clear request (e.g., what do you want your target audience to do when it comes to sustainable management of their resources), both of which will be underlined and repeated throughout campaign activities (e.g. community events, media outreach) and promotional materials (e.g., posters, booklets, flyers, wall paintings, props, text messages) that form part of the social marketing strategy.

• Adequate size of target audience for (100+). • Determining clear audience behavior changes that lead to conservation goals. • Well designed, planned, executed and analyzed formative research that elucidate conditions of behavior changes. Defining audience characteristics. Clearly define how ready your audience is to adopt new behavior. Tailor communication channels, activities and messages. Involve audience and key stakeholders in design and implementation of marketing strategy increase ownership/stewardship Willingness of implementing partner to adopt SM tools

Campaigns that best follow these ‘steps’ (i.e. enabling factors), developed activities, messages and choose media channels that are relevant to their audience characteristics and stage of behavior change. These well-developed social marketing strategies have proven to accelerate the adoption of sustainable practices by the target audience, through creating community support, buy in of audience’s trusted sources and key influencers, as well as clear, focused and concise messaging through marketing materials and the media.

Rare´s learning videos

Pride training program

Rare’s Pride Program training is a two-year process through which local conservation leaders receive formal university training, followed by periods of field-based formative research and results analyses. Participants learn how to change attitudes and behaviors, mobilize support for environmental protection, and reduce threats to natural resources. Rare’s local partners not only receive classroom training, but also implement an entire social marketing campaign in their communities, designed around a specific conservation goal. Participants in the program receive a toolkit for community outreach: Training 1 provides trainees with basic community engagement tools, so that they can start embedding themselves in the target audience and earn their trust. Training 2 takes place after a period of 1-2 months of field embedding, and teaches research techniques for qualitative and quantitative formative research. Training 3 takes place after 2-3 months of data collection and information gathering, to analyze data collected and design the Pride Campaign. Training 4 takes place upon campaign conclusion, to evaluate results and produce final report.

• Partner commitment to secure full-time dedication of participating fellows to the Pride program. • Continued full engagement and adequate progress of fellows during the entire duration of the program. • A minimum of high school degree for program participants/fellows. • A basic Pride curriculum, tailored to programmatic theme. • Basic infrastructure as well as training team.

A key element in the success of the Pride training program is to have specific deliverables and frequent evaluations of capacity. These deliverables and grades are recorded in an online tool that allows for multiple party follow-up. The same basic training assessment is delivered at the beginning of the cohort, and upon completion of every training phase. Having participants with different backgrounds and levels of academic training (high school or university degrees), presents both a challenge and an opportunity. The challenge is having to adapt lesson content and activities to accommodate for these differences. The opportunity is precisely to take advantage of these differences in skills and backgrounds to recruit participants to share past experiences and help fellow trainees in the learning process as mentors.

Fine-tuning site management

Legalize locally managed marine areas (LMMA) at district and provincial levels. Implement an initial 2-year management plan to be regularly revised. Regular monitoring and reporting includes annual meetings of all members involved in co-management. Consider climate change adaptation of livelihoods in ongoing interventions and the management plan, as well as changes of state mechanism (staff and capacity) and emerging local needs. Mobilize funding from institutions and organizations.

• Support from the local authority who is legally governing the administrative area where the LMMA is located for mobilizing participation of other state and non-state actors • Active support and participation of the community • Support of a non-governmental organisation and seeking the necessary funding for complementary activities to be included into the LMMA plan.

Capacity building, skills development and strong institutional arrangements are important to successfully manage and monitor LMMAs. Vietnam’s LMMA initiatives benefit from the commune experience where cooperation was gradually extended to other stakeholders, including management bodies at district and provincial levels. This approach was successful for local support and to create linkages and networks at national and regional levels. The district People’s Committee maintained the co-management board and the district’s annual budget allocation after the project ended in 2005. Nevertheless, sufficient long-term funding remains a challenge. Therefore, sustainable financing mechanisms that generate revenues from the LMMA’s ecosystem services should be created.

Monitoring

Review phase

Local

Explore Ran Trao travel - Khanh Hoa; Vietnam Travle blog-Vietnam tour, Sunday, …

Than Thi Hien, 2004: Lessons Learned and Future Replication from Trao Reef Loca…

Nguyen, T. H. H, 2010: Co-management in Trao Reef marine reserve, Vietnam: A tr…

Do, Hung Nguyen , 2009: Economic value of coral reef and management effectivene…

Mike Haynes Consulting, Sunday, 14 November 2010: Community Based Tourism in Tr…

Minh Hoang, December 10, 2009: Community Based Marine Protected Area Management…

Sustainable Financing: PAN Funds and Endowments

First, each jurisdiction developed sustainable finance plans, including financing targets, strategies, and the creation of Protected Area Network (PAN) Funds. For example, Palau created a Green Fee, and FSM and RMI are working on Tuna Licensing Fee legislation and a tourism fee to support sustainable financing of the Micronesia Challenge. Pohnpei and Kosrae State are creating PAN funds and are evaluating an amendment to the airport tax law to allow some of the departure fees to go into the FSM's Micronesia Challenge Endowment Fund. Additionally, several other sustainable financing schemes have been and/or are being set up (i.e. the Yela Conservation Easement Endowment, the Awak Sustainable Community Development Revolving Fund, the Nett Water Fund). An endowment for the MC is another important component to sustainable financing. Interest income from an endowment of approximately $56 million ($17 million as of 2015) will be needed to supplement local sources for the long-term sustainability of the MC in all five jurisdictions. Although the endowment funds are invested together, each jurisdiction has their own sub-account and will develop their own dissemination mechanisms for their interest income.

The Micronesia Conservation Trust (founded 2002) had structure and relationships in place prior to receiving funds, which was a key component to project success. Past success with pass-through grants helped build credibility.
The Endowment was seeded with over $11 million from the Global Environment Facility, The Nature Conservancy (TNC), and Conservation International, and leveraged additional resources from the countries.
Innovative financing ideas are being developed in each of the five jurisdictions and at the community level

Regional conservation trusts can be a powerful mechanism for building capacity and creating a hub for regional networks and partnerships, and MCT has served as a model for other regional funds, such as the Caribbean Biodiversity Fund (CBF) established in 2012.
The Micronesia Challenge incentivizes longer-term planning, because criteria such as establishing management plans are required before tapping into the endowment funds.
Innovative financing mechanisms developed in one jurisdiction or by one community can be replicated and scaled in other places, because the Micronesia Challenge encourages sharing of information to achieve a regional goal.

Implementation

Review phase

Multi-national

Micronesia Conservation Trust

Palau Green Fee and PAN Fund

Yela Ka Forest Conservation Easement

Engaging politicians and champions throughout the planning

It is important to engage the key political players from the start of the planning process rather than wait until nearer the completion of any such process. Soon after the start of the GBR planning process, a formal ‘Leader’s Guide’ was delivered to all State and federal politicians along the GBR coast and wherever possible, personal briefings were undertaken by senior GBRMPA staff. This helped ensure all politicians had the correct information, had extra materials to give to their constituents and had a contact within GBRMPA if further information was required. While some decision-makers would prefer all planning decisions to be consensus-based, or achieve a ‘win-win’ for all concerned, neither consensus nor ‘win-wins’ are achievable goals for stakeholder processes dealing with issues of such magnitude and complexity as most MPA planning processes. In the GBR, it was important to explain to politicians early in the planning process that compromises were the expected outcomes. At the end of the GBR rezoning, no one stakeholder group felt they got exactly what they wanted; but every group knew they had ample opportunities to become engaged and to provide input – and most understood the compromises all sectors had made.

The formal ‘Leader’s Guide’ delivered to all politicians along the GBR coast ensured they had the best available information and a person to contact within GBRMPA for further information. Maintaining contact with the key political players throughout the planning process was also invaluable and paid dividends when the final plan was presented to parliament. The use of telephone polling (outlined in Building Block 2) was invaluable to demonstrate the wider public views to politicians.

Do not raise false expectations with stakeholders or politicians as to the likely outcomes.
Consensus and ‘win-wins’ for all those concerned in MPA planning processes are unlikely to be achievable goals when dealing with issues of such magnitude and/or complexity.
The timelines favoured by politicians are often not compatible with comprehensive planning processes.
Compromise is essential – but recognise that this is considered by some to be winners and losers.
The use of ‘Champions’ (e.g. sporting heroes, national identities) to endorse the planning process or deliver key messages is helpful to raise the planning profile.
At the end of the day, almost all planning processes are political, and whether planners like it or not, there will be political compromises imposed at the end of the process – how much your political masters are aware of the issues, the implications of the recommended plan and the full range of public views will help them make the best possible decisions.

The additional information that was required to be submitted to the Australian …

The Regulatory Impact Statement for the GBR rezoning

Summary report of the social and economic impacts of the rezoning of the GBR

An economic and social evaluation of implementing the Representative Areas Prog…