Cheorwon Rice Paddy, the largest wintering site for cranes
Cheorwon, situated in the vicinity of the Demilitarized Zone (DMZ), stands as a crucial wintering ground for cranes, an endangered species. Due to restricted development and civilian access since the Armistice Agreement in 1953, the area has become vital for the survival of these birds. The Cheorwon Plain, with its expansive farmlands and reservoirs, along with the wetlands of the DMZ, serves as essential feeding and resting grounds for crane species.
A positive trend has been observed in crane populations, with 372 red-crowned cranes and 474 white-napped cranes in the Cheorwon Plain in January 1999 (Kim Sang-won, et al. 2020). This upward trajectory has continued, reaching 833 red-crowned cranes and 2,766 white-napped cranes in January 2017. The commitment of local farmers, particularly since 2004, in preserving rice straws and providing water to rice paddies under the Biodiversity Management Agreement Project has played a significant role in this success.
This trust initiative aligns with the Global Trust's mission to safeguard private land in the DMZ (South) and the Civilian Control Zone, preserving it as public property and a 'common heritage of mankind' in the face of development pressures.
Integrated partnerships: Collaboration among local farmers, local communities, groups, government, and private sector
Legal support: The National Trust Act and related policies provide a legal basis for habitat management and conservation funding
Community engagement and involvement: Engaging locals through economic incentives like ecotourism and sustainable farming practices
Private sector engagement: private sector support and public campaigns
Adaptive management: research and habitat monitoring inform conservation strategies,
The Cheorwon case study offers several valuable lessons for conservation and sustainable community-based conservation:
Collaborative efforts enhance conservation: the synergy between local communities, conservation organizations, and corporate sponsors maximizes the effectiveness of conservation efforts.
Economic incentives promote conservation: integrating conservation with economic benefits, such as ecotourism and product branding, motivates community participation and support.
Legal frameworks support initiatives: a strong legal foundation, like the National Trust Act, is crucial for facilitating and securing conservation efforts and funding.
Adaptive management ensures sustainability: continuous monitoring and adapting conservation strategies based on ecological and social feedback ensure long-term sustainability.
Broad stakeholder engagement is key: involving a wide range of stakeholders, from local communities to international corporations, creates a comprehensive support network for conservation efforts.
Cheorwon Rice Paddy, the largest wintering site for cranes
Maintenance of agricultural environment and conservation of cranes
Crane-based eco-tourism
The National Nature Trust (NNT) and conservation assets
Data collection, reflexion, and adaptation for sustainability with relevant partners
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.
Budget for an external MEL team allocated for the project
Aquapesca availability to engage in the MEL data collection process
As the project is highly innovative and tailored, some of the success indicators are developed during the definition of action plans. Consequently, the MEL team's involvement in mentoring sessions allowed for the creation of indicators aligned with actions and the periodic monitoring of results. This approach promoted motivation and agility in the execution of plans by observing the progress of the initiative.
Design and implementation of a community initiative
Aquapesca Community Pilot
MUVA&Aquapesca
The community initiative has been designed in a participatory manner, together with representatives from the selected community. Activities included reflective sessions on gender, social roles and work, and local economic opportunities. The format of the sessions was held in a participatory methodology based on MUVA principles.
Interviews with participants after the training sessions revealed that they were perceived as very helpful in promoting a better understanding of gender inclusion. Participants learned different things from what they had in mind and realized that there is not much difference between men and women and that they have the same rights. Responses indicated a transformation in the perceptions of the participants, who have come to recognize and value equal opportunities in business and the breaking down of gender stereotypes associated with commercial activities. These changes indicate a move towards a more inclusive and equitable vision of professions and types of business for men and women.
To promote greater gender equality in the community, meetings should be held in a place that allows everyone to participate, where information on the subject can be shared, and participants can clarify any doubts they may have.
A fun atmosphere was fundamental to the positive impression of participants as well as understanding that the road to gender equality depends on expanding these types of sessions to "change mentalities".
Previous contact with community leaders is key to getting permission and support for running the initiative in the selected community.
Participants highlighted the importance of extending this kind of conversation to older individuals as a means of involving everyone in demystifying gender roles in professions and opportunities.
The participatory methodology allowed to create an environment for open discussions and the development of communication skills.
The involvement of community leaders is crucial. Still, it is essential to set and communicate criteria for the selection of participants in an inclusive format with no interference from the leaders, disseminating the opportunity for participation widely and inclusively.
Action plans – development of practical tools and policies for positive gender change processes
Based on the leadership and Change Makers Group training, participatory action plans were developed. These plans were translated into changes in institutional practices and policies in the following areas: personal and professional development; health and well-being; maternity and paternity; and inclusive leadership. The action plans were collaboratively crafted by the teams and subsequently approved by leadership. This process led to the establishment of working groups comprising diverse members from the company, each responsible for developing the specific details of their assigned actions.
Key results from the action plans within Aquapesca include: changes in the communication of vacancies and recruitment process to encourage the inclusion of women in different work positions; the dissemination of maternity and paternity policies for staff awareness; the improvement of staff equipment for health and safety; new multi-sectorial working groups for more inclusivity in decision making; the creation of a physical mural for inclusive communication about companies key information and opportunities; and the implementation of new activities in the community for better relationship, support and communication.
Allocating adequate human and financial resources for action plan implementation; limited resource availability can impact the effectiveness of implementation
Alignment of the staff ideas with the leadership priorities to guarantee time and resources allocated for the action plan implementation
Align the company’s priorities with the action plans related to the gender strategy to have the staff time and financial resources already allocated for the different initiatives. The importance of alignment with the leadership and engagement with them is crucial. Engaging key staff and availability for the strategy is powerful in catalyzing the implementation of the action plans.
Recognize the importance of flexibility, cultural sensitivity, and effective communication strategies when addressing deeply ingrained social norms.
Need for a strategic approach to resource management, optimizing the use of limited financial and human resources to achieve maximum impact.
Establishment and Training of a Change Makers Group
Change Makers Team From Aquapesca
MUVA&Aquapesca
The Change Makers Group at the business partner Aquapesca was formed by seven individuals from different departments. The identification of key individuals for this group was made possible through collaboration between MUVA and Aquapesca's leadership. The rapid assessment of the organizational culture of Aquapesca enabled the team to map those potential champions to participate in the Change Makers Groups. The selected team members were then listed for the approach.
Training and capacity building for the change makers group took place intending to equip the Aquapesca team with the MUVA facilitation methodology, which is grounded in participatory popular education techniques. The training program with the Change Makers Group at Aquapesca had specific objectives designed to empower the group and equip them with necessary skills and knowledge, including a significant component on the gender perspective. This involved a comprehensive review of the concept of gender and an examination of societal norms that shape gender roles and expectations. By understanding these dynamics, participants were better equipped to address gender-related issues in their training and community engagement efforts.
Schedule a good time for the training as many staff members have busy schedules and time constraints, making it difficult to dedicate time for participation in gender training.
Senior facilitators leading the training to guarantee relevant discussions and takeaways to start the design of action plans collaboratively.
Intense face-to-face training with the Change Makers Group and continuous online and periodic mentoring to monitor development.
Be flexible in the training program, offering scheduling and format options that accommodate staff members’ availability.
Highlight the personal and professional benefits of participating in the training, showcasing how it can contribute to individual well-being and development.
It is important to invest in the development and empowerment of change agents within the company. By equipping the change makers group with the knowledge and skills necessary to lead internal processes, we established a foundation for sustained change. Their active involvement and commitment catalyze the long-term adoption of gender-inclusive practices and policies.
Create awareness and engage the Aquapesca staff in establishing a more gender-inclusive environment
Aquapesca Reflexion Session
MUVA&Aquapesca
A rapid assessment enabled us to intricately outline the methodological workflow for our collaboration with the company Aquapesca. This workflow began with the formation of the Change Makers Group, working in close tandem with the MUVA team to grasp the methodologies necessary for ensuring the sustainability of our approach within the organization. The Change Makers Group was entrusted with the responsibility of spearheading processes within the organization, ultimately becoming champions of inclusion and gender equality, working in conjunction with colleagues and leadership. Following the group's inception, leadership training was conducted to create awareness and generate initial ideas regarding the areas of focus for action plans with new practices and policies for the company. Subsequently, the Change Makers Group was trained, building capacity for them to facilitate the approval of these plans and mobilize working groups dedicated to each area of work.
Engagement of the CEO and other executive leadership members
Motivation of young people selected to participate in the Change Makers Groups and to lead the process as part of their skills development in career progression
The time of staff engagement should be well forecasted at the beginning of the project to guarantee availability and to not overburden them.
Communicate the needs of the company leadership about the team’s availability and resources.
