Global | PANORAMA

Long-term sequestration

Long-term sequestration refers to the practice of capturing, securing, and storing greenhouse gas (GHG) or other forms of carbon from the atmosphere for an extended period of time, ideally indefinitely.

The goal of long-term sequestration is to mitigate the effects of climate change by reducing the levels of CO2 and other greenhouse gases in the atmosphere.

It is important that the used methods are sustainable and secure to ensure that the carbon does not re-enter the atmosphere. In this pilot, we reached that goal through using the wood for construction purposes in the area near the forest reserve.

Long-term sequestration is essential for stabilizing global carbon levels and is considered a crucial component in efforts to combat climate change, but to identify and secure the long term storage of CO2 in construction sites is a large task and costly exercise.

Planning phase

Global

Additionality

In carbon offset projects, additionality is crucial for determining the quality of carbon offset credits. A project is said to be "additional" if its associated greenhouse gas (GHG) reductions would not have occurred without the specific intervention, thereby ensuring the credibility and effectiveness of the carbon credits issued.

Additionality is respected if the cut would not have been done without the financial contribution of the issued CO2 certificates.

As the cut was already executed and the calculation was done retrospective, this condition was not respected in the examined Pilot project. But if the cut is done for biodiversity reasons and the resulting CO2 certificates are used to finance the cut or increase the managed surface, then this condition would be respected.

Planning phase

Global

Members Area

The members area is exclusive for registered members (individuals or organisations) of the Alliance. The membership is free of charge and gives you the chance to join forces for a common cause as well as connect, collaborate and partner with other members.

The Members Area serves as a platform for internal exchange, sharing of interesting articles, job opportunities and event dates as well as having access to video recordings of past events on demand.

maintaining the website and members area
it needs motivated and committed members who are willing to actively participate on the platform

At the beginning of the implementation, direct and regular contact with members is necessary to encourage them to post and interact with each other. Direct inquiries via email or reminders in the newsletter can help. Active support for posting from the secretariat is initially necessary but can be reduced over time.

Monitoring

Documentation and dissemination of results

Global

Working Groups

The International Alliance currently has 3 Working Groups, which are led by the members themselves and receive support from the Alliance Secretariat. Each Working Group is led by 1-2 chairs and the group meets every 6-8 weeks to ensure a continous work process.

We currently have the following Working Groups:

- Science Policy Interface (chair: Sue Liebermann, WCS)

Considering our core understanding of wildlife we want to infuse this understanding, based on scientific evidence, into international political processes.

- Transformative System Change: The Big Picture (chair: Alex D. Greenwood, IZW Berlin; Barabara Maas, NABU)

There are underlying fundamental obstacles to achieving the Alliances objectives and goals. Identifying and addressing these is the focus of this Working Group.

- Evaluation/Effective Interventions (chair: Craig Stephen, One Health Consultant)

The aim is to gather good practices on effective interventions from Alliance members to enable learning and knowledge exchange across sectors and regions.

The success of the working group depends on whether clear goals have been formulated, how committed and well- organized the chair is, how motivated the group members are and whether there is a continuous workflow.

Since most members already have very demanding full-time jobs, the time capacity of individual members may change over time. It can be challenging to ensure a good workflow and working atmosphere. Appreciation and understanding are of great importance in order to enable further collaboration.

Inception phase

Implementation

Monitoring

Documentation and dissemination of results

Multi-national

Global

Working Groups

Project Map

Alliance

The Project Map serves as a tool on our website for a better visibility and visualization of projects implemented by the International Alliance member organisations: both projects funded by the Alliance and projects run independently by the Alliance's members.

As an interdisciplinary and inclusive multi-stakeholder platform bringing together different disciplines, the Alliance invites efforts on a wide range of topics related to the work and goals of the Alliance to be presented on this project map, for others to see and get connected.

willingness of member organisations to show and present their projects
maintenance of the website

In order to give the first incentive for other members to present their projects, you need an existing collection of projects to be shown at the beginning.

Entirety

Global

Project Map

Partners

While APOPO is the leading organisation in training scent detection rats, we rely on our partners for a wide range of support. Without them, deploying scent detection rats would not be possible. Such partners range from local partners such as the Sokoine University of Agriculture, to international partners such as Mine Action Authorities, governments, donors, and specialised organisations.

For example, the wildlife detection project partners with the Endangered Wildlife Trust of South Africa. The project has been funded by a wide range of government donors such as

- The German Government (through the GIZ 'Partnership against Wildlife Crime in Africa and Asia' Global Program)

- The UNDP-GEF-USAID 'Reducing Maritime Trafficking of Wildlife between Africa and Asia' Project

- The UK 'Illegal Wildlife Trade Challenge Fund'

- The Wildlife Conservation Network

- The Pangolin Crisis Fund

- US Fish and Wildlife

We rely heavily on support from the Tanzanian Wildlife Management Authority (TAWA) for provision of training aids, and, recently, the support from the Dar es Salaam Joint Port Control Unit in order to conduct operational trials for illegal wildlife detection.

Trust, collaboration, networking, knowledge exchange, integrity, supporting evidence, reporting, media and outreach.

Building relationships takes time and trust. Open and honest dissemination of results, goals, and setbacks ensures that partners feel that they can trust your organisation. In addition, when dealing with governments and partners in countries other than your 'own', we have found it helpful to have a person who is familiar with the way the specific countries' governments work. An in-depth understanding of cultural values and customs can greatly enhance partnerships. In addition, expectations should be clearly communicated across all parties to avoid frustration and misunderstandings.

2. Identification of the key areas of concern (Data Collection/ SAGE process)

Representatives from government providing their recommendations during SAGE Makame WMA

Namnyaki Mattasia

Representatives from men community providing their recommendations during SAGE Makame WMA

Namnyaki Mattasia

Representatives from invester group providing their recommendations during SAGE Makame WMA

Namnyaki Mattasia

Representatives from women community providing their recommendations during SAGE Burunge WMA

Namnyaki Mattasia

The main SAGE workshop started with pre-workshop orientation of participants and facilitators followed by two days assessment. During these sessions participants were provided with an initial overview of the SAGE process through presentations, followed by printed score cards for each of the 39 SAGE questions based on the ten principles of good governance and equity, from which each stakeholder group discussed the question, scored the results and presented to the plenary. The major differences in opinion between the different stakeholder groups could likely indicate governance challenges therefore these differences were well noted and justifications of their scores were provided.

This process continued by provision of ideas for action from each stakeholder group on the areas where the major differences occurred. For example, differences of opinion on benefit sharing among different actor groups may occur because the different stakeholder groups may have different information or different understandings of the available information. Therefore, for this to be easily resolved, recommendations for better transparency and sharing of proper information among stakeholder groups could be identified as a recommended solution as well as the plans for its implementation put in place.

Assessing the governance and equity at the site level can be a complex task that requires careful consideration of several factors so as to ensure its success. Based on the SAGE assessment done, consideration of the following made the SAGE process successful;

Proper identification and engagement of key stakeholders.
Openness and transparency of key stakeholders during the whole assessment process.
The willingness of key stakeholders to address the identified disparities and inequities, and be willing to take the necessary corrective measures.

SAGE methodology covers a gap in the conservation toolbox, providing self-assessment, multi stakeholder opinions, and a platform to iron out strengths and weaknesses of protected areas in a safe and participatory manner

SAGE provides information for planning, strategy, reporting and policy development at system, national, and global levels. Honeyguide has incorporated SAGE as the main tool to initiate discussions, assess, diagnose and inform governance capacity building initiatives of WMAs in Tanzania

Like any other participatory approaches, advanced planning is required to make SAGE useful and successful. This includes advance invitations and follow-ups, careful venue selection, as well as choosing appropriate facilitators with a balance between experience, credibility, language, familiarity of the local context, non-conflicts of interests and other logistical planning

We also learned that the success of the assessment depends much on the familiarity of the facilitators to the assessment questions. Sufficient time needs to be invested in preworkshop orientation of facilitator

Implementation and fine-tuning of technologies and methods to propagate corals

Settlement of coral larvae on especially designed substrates

Lorenzo Mittiga

Collection of coral spawning from outplanted staghorn corals

Lorenzo Mittiga

Monitoring the larva development and settlement

Lorenzo Mittiga

Larval propagation is a restoration method that assists coral sexual reproduction to increase the genetic diversity of corals. This technique can be used with numerous coral species and morphologies and, because of the large production of gametes during spawning events, it has the potential to scale up the number of outplanted corals on the reef. RRFB uses innovative technologies to reduce the labor, and handling time and increase the survivorship of coral larvae at large scales. After assisting fertilization, recently formed embryos are poured into floating pools (CRIB, Coral rearing in-situ Basin) designed by SECORE Int., where larvae settlement is facilitated on specially designed substrates which are then outplanted on the reef.

The presence of healthy spawning coral colonies in Bonaire provides gametes to kick-start larval propagation.
The establishment of a strong partnership with SECORE International with a shared vision for coral reef restoration.
The support from the local diving community.
The involvement of a strong team of motivated and committed people.
The support from the local government and the non-governmental organization of STINAPA, allowing the restoration activities to take place within Bonaire National Marine Park boundaries.

Begin implementing techniques on a small scale to account for varying local environmental conditions and find the most suitable locations for application
Set-up first trials using predictable and “easy to work with” coral species
Adapt larval propagation techniques to local conditions, resources availability and priorities

Entirety

Local

Global

Collaboration

Blue Parks relies heavily on collaborations with other conservation NGOs, communications and marketing professionals, government leaders, MPA managers, scientists, and local ocean champions. Growing the network of Blue Parks and amplifying the Blue Park standard for conservation effectiveness requires many partners.

Blue Parks has benefitted from the contributions of many partners. These collaborations have been made possible by a growing awareness that MPA coverage alone is not sufficient to safeguard biodiversity -- that we need to fully implement high quality MPAs in order to see conservation outcomes, and most MPAs are not yet well implemented.

These collaborations have also grown out of Marine Conservation Institute's long-standing history as a trusted partner among marine scientists, conservation organizations, and governments.

Nurturing collaborations across multiple sectors (government, NGO, academia) requires clear communication. We have found that regular, though not too frequent, outreach and communication with these partners keeps the collaborations active, and that these communications are most effective when they are designed for the audience, so we often send separate communications to partners in different sectors.

Documentation and dissemination of results

Incentive to improve MPA quality

2017 Blue Park Awards

Marine Conservation Institute

At the heart of Blue Parks is an incentive to improve MPA quality. Governments receive international attention for announcing big new MPA designations; they also need positive feedback for making good on those promises and implementing MPAs well. Being incentive-based, the initiative is focused on success stories of marine conservation and inspires governments, MPA managers, communities, and NGO partners to consider the possibility of excellence and the recognition that comes with excellence.

To be successful as an incentive to improve MPA quality, the Blue Park Awards must be well-known and desireable. Governments, MPA managers, community leaders, and NGO partners must want the award. To build this incentive, we offer a cash prize alongside the award, we make the award announcements at high-profile international meetings so that high-level government officials and compelling community leaders may participate in accepting the award, and we amplify the award announcement through press releases and online media outlets.

We have learned two important lessons -- the first is that conservation successes receive too little fanfare -- MPA managers, in particular, are so grateful for Blue Parks' recognition of their hard work. The second is that a small science-based organization is not well-positioned with the capacity for "brand building" -- we have relied heavily on partnerships to market Blue Parks (one of the other key building blocks of Blue Parks).