International Alliance against Health Risks in Wildlife Trade
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Governmental Consultation Facility
Feasibility Study
A study on how the carbon market could potentially finance climate adaptation/mitigation projects.
Collaboration with researchers in the climate financing field and relevant governmental stakeholders.
The Indonesian carbon market is yet to be fully developed, with many uncertainties in the policy side. Nonetheless, feasibility study became a guideline for other initiatives who are searching for sustainable financing for their mitigation projects.
Although the findings were not fully conclusive, connections with the Government were established along the way to receive the necessary information for future implementation.
Informal training in the field about climate information, biogas usage, and creating adaptation plans for the upcoming seasons.
Farmers were first identified through vulnerability assessments, where their areas are noted to be impacted by climate change (e.g. low crop production).
It is important to conduct CFS to close-knit communities, as such groups would motivate each individual to implement practices that are being taught.
Different farmer groups require different approaches and educational curricula. Depending on what problems are in the field, the CFS module must be adjusted to their needs.
The same way the biogas digesters are promoted in the field schools, some farmer groups would have different highlights about the digester. For instance, some groups struggle more with getting fertilizers than gas. Biogas as a tool for fertilizers need to be highlighted in this case.
Installing small-scale biogas digesters to farmers.
Important criteria to receive a digester include: owning pigs/cows, access to water, location with enough sunlight, and sufficient space nearby the kitchen.
Champion farmers must first be identified a important pilot cases for each village. Once a champion farmer has successfully utilized the digester, the other farmers in the village will follow. This way, biogas digesters are installed village-by-village and not farmer-by-farmer.
It takes time for farmers to fully understand how the biogas digester work. Farmers are hands-on learners, which makes the CFS the perfect platform to promote the digesters.
The Sustainable Blue Economy Training emphasizes an interactive and participative approach, fostering a dynamic learning environment. Unlike traditional training programs, the facilitators prioritize engagement and active participation, which allowed for a more contextualized and meaningful learning experience tailored to the participants’ specific needs and realities.
The training combined the presentation of concepts and ideas with a series of interactive exercises in which participants apply these concepts and learn about practical tools to use within their own organizations and wider actor networks. The materials were adapted to help practitioners and decision-makers discuss conceptual knowledge on SBE, and to create interactive work sessions that provide participants with opportunities to practice methodologies and tools that they can take away and use subsequently to address or strengthen their contribution to an SBE.
Engaging participants to reflect on their own challenges and actively discuss solutions proved vital for the training's success;
Logistics should be more related to training methodology;
It is advisable to conduct trainings preferably outside of the city to prevent participants from being called back by their superiors, as well as to create a more immersive training experience.
The facilitators maintained a neutral stance and should have provided more critical feedback on group work results.
The training assumed that participants had read the materials, which was not possible for many participants.
There was a decrease in the number of participants over the course, particularly in the case of the BE Council
There was a gap in participant selection, as representatives from the private sector and local community leaders should have been invited.
The use of Miro Boards was challenging for most participants.
Training evaluation can be understood as the systematic process of collecting information and using that information to improve the training. Without disregarding the pre-training evaluation, keeping track during and after the training is relevant for the ongoing and future trainings.
The evaluation process for the Sustainable Blue Economy Training was conducted on a daily basis, with a strong emphasis on the active involvement of the co-management group. This group, consisting of three participants, played a key role in assessing the effectiveness and impact of the training program. Through daily evaluations, the co-management group provided valuable insights and feedback on the training sessions, facilitation methods, and overall learning experience.
Daily evaluations are needed for continuous improvement of training efectiveness;
Post evaluation should be done at training location;
Evaluation platforms should be used after assessment of participants capacity to correspond.
Pre-Training Survey boosting training effectiveness
The Blue Economy (BE) concept has become a central aspect of global and regional environmental policies. This is mainly reflected in the Sustainable Development Goals (SDGs) through Goal 14, which is to “conserve and sustainably use the oceans, seas and marine resources for sustainable development” (UN, 2017). Nonetheless, such concept is still new to Mozambique, and it became relevant to explore the different participants background on this topic.
Pre-training surveys helps to gather data that can inform how to run the training, how it’s delivered and what content it covers. To ensure training participants’ ownership of the program, a preparatory working group meeting was also convened, enabling potential participants to share their expectations and learning objectives with each other and to discuss key adaptations to be done. The results from the survey helped to make changes or improvements that maximized the results for the participants.
Objectives should be shared clearly from the very beginning of the process;
It is necessary to use the information from the participants to prepare a tailored training;
Facilitators should be flexible to attribute specific time to certain topics;
Exercises should be tailored to audience level and make them more culturally appropriate.
While APOPO trains scent detection rats, we also train scent detection rat trainers and supervisors. Animal training knowledge, understanding of welfare and care, as well as leadership skills are required to usher rats through their training stages successfully. By investing in human capital, we can support our animals' progress more efficiently.
APOPO's core values include quality, innovation, social transformation, diversity, and solidarity. In line with that, the current project team is compiled of four women and three men, six of whom are Tanzanian. By embracing and fostering diversity, project development benefits from a wide range of experiences.
Motivated staff, capacity building, international exchange of new and emerging animal training and learning processes, critical thinking, willingness to learn, and teamwork.
Screening staff before hiring them as animal trainers should not only include their theoretical skills and qualifications but also explore whether they are comfortable handling a rat. Continued training and capacity building throughout improves trainer capabilities and allows upskilling internally. This in turn creates incentive, high motivation, and fosters integrity. Close attention should be paid to treating staff fairly and allowing equal access to opportunities and equity.
Through high representation of women on our team, APOPO also leads as an example. It increases visibility of women in science in communities and with partners we work with.
