De l'inventaire à la disponibilité des données : l'atlas en ligne de la faune et de la flore du parc national des Écrins

L'atlas en ligne de la faune et de la flore du parc national des Écrins met à disposition l'ensemble des données collectées par ses agents depuis plus de 40 ans.

Biodiv'Ecrins illustre et décrit l'ensemble des espèces emblématiques ou rares du massif mais aussi toute la richesse d'une biodiversité cachée et souvent méconnue.

Il ne s'agit pas d'un inventaire exhaustif ni d'une répartition précise des espèces sur le territoire mais d'un partage des observations réalisées depuis 1973 dans le parc national des Écrins et mises à jour en temps réel.

Chaque espèce possède sa propre fiche d'identité, avec :

  • - de magnifiques photographies permettant d'identifier l'espèce
  • - la carte des observations sur le parc national
  • - des éléments de reconnaissance de l'espèce, son milieu privilégié, sa répartition mondiale
  • - les périodes et altitudes d'observation
  • - des compléments vidéo, audio, des articles, rapports, extraits de livres pour approfondir sa connaissance de l'espèce.

A l'échelle de chaque commune, il est possible de visualiser l'ensemble des espèces observées avec leur localisation, leurs statuts et les liens avec les fiches « espèce ».

Une grande galerie d'images donne à voir la richesse de la biodiversité du massif, avec la possibilité de trier les images par groupes d'espèces. Les photographies sont réalisées principalement par les agents du Parc national lors de leurs missions de terrain.

L'ensemble des observations est déjà disponible. La rédaction et l'illustration des espèces sont encore en cours. Les inventaires cités contribuent à cette collecte.

Outil de valorisation des données à l'échelle du territoire des Écrins, Biodiv'Ecrins s'inscrit dans une démarche de longue date de mise à disposition des données publiques, organisée au plan national par le Muséum national d'histoire naturelle (MNHN) dont les référentiels permettent notamment d'alimenter l'Inventaire National du Patrimoine Naturel (INPN).

Ces données contribuent aux réseaux d'échanges développés par les services de l’État avec ses partenaires institutionnels et associatifs. Dans le cadre de ces Systèmes d’Information sur la Nature et les Paysages (SINP), les données sont agglomérées et archivées, permettant d’organiser la connaissance à différentes échelles. Des échanges sont également organisés avec les partenaires associatifs qui animent les démarches participatives.

Ces réseaux d'observation et les complémentarités territoriales donnent un sens à la collecte et à la diffusion des données.

Biodiv'Ecrins utilise l'outil opensource GeoNature-atlas développé par le Parc national des Écrins. Il est ainsi transférable librement à d'autres structures qui souhaitent partager leurs observations naturalistes en se basant sur les référentiels nationaux de l'INPN.

Il fait partie d'un ensemble d'outils développés par le Parc national et ses partenaires, pour pouvoir saisir, gérer, traiter et partager les données des différents protocoles.

http://geonature.fr
https://github.com/PnEcrins/GeoNature-atlas

Depuis une dizaine d'années, le Parc national des Écrins favorise les transferts d’expériences en matière de développement numérique, le travail collaboratif et la publication des outils développés sous licence libre.

Local and national awareness campaign on agroecology

Agroecology is a holistic approach, often described as a practice, a science and a social movement. Agroecology is the base for all interventions suggested in this solution.

As the initiated mindset change requires a fundamental, global behavioural change, an essential part of the efforts are directed to advocacy and awareness building activities such as information spreading through media houses, social media channels and conducting field visits with stakeholders from government, policy makers, educational entities, NGOs, donors and the private sector. 

Malawi has a population of around 22 million (worldometer 2025), of which almost 18 million are smallhoder farmers. If the initiated grassroot movement can be strengthened, Malawi could act as a leader in the global agroecological movement.

In times of climatic and economic crisis, smallholder farmers in Malawi are very vulnerable in terms of food security. 

Microcredits for smallholder farmers who venture into (agricultural) businesses are more likely to transition to agroecology, as long as their basic needs are covered.

It is fundamental to involve governmental agricultural extension officers, as they are long-term stakeholders who monitor and accompany the practical implementers in the field, the smallholder farmers. 

To accelerate this process, strong advocacy efforts are needed on national level that push for policy shifts and their implementation. 

Working with Government & Legal Setup

Successfully establishing and scaling a social enterprise like a pad factory requires careful coordination with government authorities and strict compliance with legal requirements. This building block focuses on creating a strong foundation by building trust, ensuring legality, and protecting the enterprise from future risks.

The first step involves informing local and national government bodies about your project plans and activities. Regular communication not only builds transparency and trust but also makes it easier to gain support when needed. It ensures that the enterprise is seen as a responsible and contributing part of the community's development.

Secondly, it is crucial to coordinate with local or provincial offices to confirm that the factory is located appropriately and meets all zoning, operational, and environmental requirements. Early consultation helps avoid future legal complications and promotes smoother project implementation.

Before any physical construction begins, the enterprise must complete all legal steps, such as securing land use permits, building approvals, and environmental clearances. This process prevents future disputes and ensures that the factory is legally protected at every stage.

If the enterprise plans to import machinery or raw materials from abroad (for example, from India and Chaina), it is essential to follow all import rules, including documentation and tax payments. Compliance with import regulations helps avoid customs delays, penalties, and additional operational costs.

Further, to operate legally in the market, the enterprise must register officially and gain approval to sell its products, such as sanitary pads. Official registration enhances the company’s credibility among customers, partners, and regulatory bodies, opening doors to wider distribution opportunities.

Finally, it is critical to insure the factory, machinery, and assets against potential risks like fire, natural disasters, burglary, or other damages. Having appropriate insurance coverage provides financial protection and ensures business continuity even during unforeseen events.

By following these structured steps, the enterprise not only secures its legal standing but also strengthens its reputation, improves sustainability, and creates a solid platform for growth and social impact.

  • Transparent Communication: Sharing project plans early with government builds trust.
  • Understanding Legal Requirements: Knowing laws and regulations ensures smooth operation.
  • Strong Local Relationships: Good ties with local offices help in faster approvals.
  • Timely Legal Compliance: Completing permits and registrations early prevents delays.
  • Insurance Coverage: Protects the enterprise against damages or losses.
  • Hire Local Staff
    Hiring local people provides more than just employment opportunities, it builds trust, improves communication, and creates smoother coordination with community members and local authorities. Locals understand the cultural and political dynamics and can help navigate formal and informal systems more effectively.
  • Visit Similar Factories First
    Before setting up your own facility, visit other factories, especially those producing sanitary pads or similar products. Learning from their challenges and operations can save you from repeating mistakes. You’ll better understand what machinery to use, what space you’ll need, how to manage waste, and how to streamline operations.
  • Secure and Legalize Land Early
    Before starting any construction, ensure that you have the correct amount of land required for your facility. Consider space for production, storage, waste management, and possible future expansion. Make sure land ownership or lease documents are fully legal and registered to avoid future disputes.
  • Evaluate Surroundings Carefully
    Survey the neighboring properties and evaluate your factory’s impact on the local environment and community. Avoid locations too close to residential zones or schools that might raise noise or hygiene concerns. A peaceful relationship with neighbors ensures long-term sustainability.
  • Ensure Road Access for Transport
    A factory must be accessible by road, especially for the transport of raw materials, machinery, and finished products. Good road connectivity reduces logistic costs, speeds up delivery, and enables regular visits from partners, government, or donors.
  • Start Government Communication Early
    Informing local and national government bodies from the beginning builds transparency and trust. Officials who understand your goals are more likely to support your work or provide valuable guidance, making your operations smoother and more credible.
  • Understand Local Regulations Thoroughly
    Be aware of legal requirements such as construction permits, environmental clearances, import duties, and licensing rules. Complying with these from the beginning prevents delays, fines, or shutdowns. Seek legal consultation when needed.
  • Get Proper Insurance
    Factory operations involve risks like fire, theft, and natural disasters. Insuring your buildings, equipment, and products protects you financially and offers peace of mind, especially in emergencies.
  • Budget for Legal and Administrative Costs
    Often underestimated, these costs can include permits, taxes, legal consultations, and registration fees. Having a buffer in your budget for such expenses ensures your progress isn’t stalled by unplanned costs.
  • Collaborate with Local NGOs and INGOs
    Identify local organizations that work on women’s health, empowerment, or education. They can be strong partners for community engagement, awareness campaigns, and advocacy efforts. Their networks and local trust can help scale your impact more quickly.

 

Incentives for community participation in FLR

FLR is a long-term investment and local communities desire short term benefits to support their households and change behaviour. The support from National Bank enabled communities to get jobs for the completion of silvicultural tasks.  

Transboundary Marine Conservation Area (TBCA)

Transboundary conservation areas (TBCAs) are designated regions that extend across international borders and are collaboratively managed by multiple nations or administrative divisions. These areas are pivotal for biodiversity conservation and ecological connectivity, serving as vital corridors for wildlife migration and fostering cooperation in preserving shared ecosystems. The significance of TBCAs is underscored by their role in addressing the challenges posed by habitat fragmentation and climate change, as they encompass large, ecologically critical regions that facilitate the movement of species and support the resilience of natural habitats.

International community has increasingly recognized the value of TBCAs, leading to the establishment of various initiatives and agreements to enhance collaboration among nations. Africa hosts at least 27 TBCAs, approximated to cover an area of 847,158 square km. TBCAs have become an important tool for promoting environmental sustainability and diplomatic relations between neighboring countries. These areas serve as platforms for dialogue and cooperation, addressing the paradox of globalization and the challenges posed by militarized interstate disputes in conservation efforts. 

The Kenya-Tanzania Transboundary Marine Conservation Area (TBCA) delivers ecological, socio-economic, and governance benefits. It links vital habitats like mangroves, seagrass, and coral reefs, supporting biodiversity, species migration, and ecosystem resilience to climate change. The TBCA provides annual ecosystem services ranging between US$127–229 million/year (UNEP, 2023). Eco-tourism and recreational services contribute an additional US$65-117 million annually, improving livelihoods and advancing conservation efforts.

Regional and local efforts by the United Nations Environment Program (UNEP), Nairobi Convention, Western Indian Ocean Marine Science Association (WIOMSA), and other institutions have aimed to address transboundary issues in East Africa’s coastal and marine ecosystems. Identified challenges required tailored management strategies to mitigate and minimize externalities and negative impacts, prompting conservation initiatives across Western Indian Ocean (WIO) countries. Regional decisions, starting with the 8th COP of the Nairobi Convention (2015) emphasized transboundary conservation areas and joint management efforts to meet international targets and improve ecosystem governance. The Decision was supported by a technical report jointly developed by Kenya Wildlife Service and Tanzania Marine Parks and Reserves Unit. This was followed in 2019 by reviewing coordination mechanisms and institutional capacity to implement TBCA, supported through the Indian Ocean Commission. In 2020, the Wildlife Conservation Society (WCS) and WIOMSA initiated a project to integrate the Kenya-Tanzania TBCA into the broader WIO Marine Protected Area network through a comprehensive conservation plan.

Through the TBCA, collaborative research between Kenya and Tanzania focuses on biodiversity monitoring, climate change mitigation and ecosystem health. Integrating local and indigenous knowledge into conservation efforts enriches scientific insights and ensures inclusivity, enhancing the effectiveness of strategies. 

Evaluating and Disseminating Outcomes for Continuous Improvement and Sustainability

Another key component of the Agroecology Leadership Academy was the regular evaluation of its outcomes. Participants were frequently surveyed about their experiences with the Academy, its content, and their personal progress. This feedback was utilized not only to adapt the Academy's programme flexibly to meet the demands of the participants - an aspect previously identified as a success factor in other building blocks – but also to evaluate the entire programme more effectively and derive lessons learned for potential future academies. After the Academy concluded, these findings were compiled and discussed in an internal workshop involving the implementing organisations. The lessons learned, along with other relevant materials, are shared on various platforms, particularly Agroecology TPP, to assist organisations in planning and implementing similar projects. Additionally, the project was presented in a public webinar upon completion. During this webinar, Academy participants had the opportunity to showcase their transformation initiatives, providing a valuable chance to expand their networks and enhance the sustainability of the Academy.

  • The regular collection of feedback from participants not only allowed for real-time adaptations of the Academy programme but also served as the foundation for the internal evaluation workshop held after the Academy’s conclusion. The feedback addressed a wide range of aspects related to the Academy, including content, formats, logistics, learning experiences, and more, in order to achieve a more comprehensive evaluation at the end.
  • It is important to note that the webinar following the Academy provided a platform not only for the implementing organisations to present the Academy itself, but also, and importantly, for the Academy participants to present the initiatives they had developed. This fostered engagement beyond the Academy’s boundaries and enabled participants to forge new connections that could be beneficial for furthering their initiatives.
  • While some surveys yielded helpful insights, others unfortunately had low response rates. It is therefore advisable to use brief surveys with no more than 10 questions at the beginning of the Academy and after each international learning event.
  • The planning of follow-up activities should include considerations for how this Academy could be adopted by other institutions, follow-ups on the country transformation initiatives, and strategies for further embedding the Academy in the countries involved. It is recommended to develop a clear action plan aimed at maximising the sustainability of the Academy approximately nine months before its conclusion.
International Learning Events and Online Sessions

Two international four-day learning events framed the Academy, occurring at its beginning and end. The first event took place in February 2024 in Kisumu, Kenya, as part of the Sowing phase of the Academy. The objective of this event was to bring all participants together for the first time in a spirit of collaborative learning and support. It aimed to introduce the participants to the key concepts of leadership and agroecology while laying the foundation for successful work and group cooperation. During this event, participants began developing stakeholder systems maps to advance agroecology in their countries and collaborated to create a vision for change. Additionally, a field visit took participants to a local demonstration farm (BIOGI) and a farm practicing agroforestry, supported by the NGO Trees for the Future. 
After several months of learning in country groups and meeting the global cohort online four times, the second event was held in November 2024 in Hawassa, Ethiopia. This marked the final official activity of the Academy and served as the core event of its Harvesting phase, transitioning participants into the Transforming phase. The key objectives of this event were to support country groups and individuals in taking and scaling up action, to deepen the learning from previous months, to discuss the potential for upscaling the initiatives developed during the Academy, and  to celebrate and strengthen the networks that had formed.
During this event,  participants reflected on and shared learnings with other country teams, exploring key topics such as personal ecology, individual leadership, habit formation, and communication. A field visit included a tour to a local coffee co-operative processing facility and a diversified small-scale farm. Participants also planned their next steps as transformation makers for agroecological change.
The two international learning events were complemented by a total of four online session, each lasting 2,5 hours, which took place in March, May, July and September 2024. These sessions provided participants with additional insights on models and tools for leading transformation initiatives and advancing agroecology, including effective communication, overcoming obstacles, and influencing political narratives. Thus, these online sessions constituted an important component of the Academy’s Growing phase. 

  • Both events featured a highly interactive blend of training and workshops, guided by a pre-set agenda while allowing ample opportunity for participants to influence the programme.
  • The translation services provided during both live and online events were seamless. Thanks to the excellent interpreters, particularly at the two learning events, language barriers were effectively addressed.
  • Participants appreciated the field trips, which were made possible by hosting the international learning events in cities that offer access to rural areas, rather than in capital cities.
  • While the focus between the two in-presence International Learning Events was on country-specific transformation initiatives, the international online meetings provided an opportunity for the entire group to reconvene, maintain collective momentum, and to share insights with one another.
  • Regarding the field trips, it is preferred for future events to concentrate on a single field visit per learning event, dedicating more time, ideally an entire day – to the farm. Effective and timely coordination with country partners is essential to ensure that suitable locations, logistics, and adequate facilities are available on-site.
  • The bilingual nature of the events necessitated translation services for all sessions. While this was highly effective during in-person international learning events, the quality of interpretation and the technical setup for translation during online events fell short, creating additional work for facilitators, such as repeating sessions. Therefore, it is recommended to utilise software with easy-friendly translation features (such as Zoom, if permitted by the organising entity of the Academy) and to provide participants with more thorough briefings on overcoming technical challenges.
  • Thorough logistical preparation is crucial for international learning events. Participants from various countries need to converge at an appropriate location. Important processes, such as obtaining necessary visas and exploring travel options, should be initiated well in advance.
Building Bridges: The Academy’s Multidimensional, Multistakeholder Approach

The purpose of the Academy was to support participants in developing the skills and experience necessary for leadership in navigating complex systems and fostering agroecological transformation.
A suitable concept to fulfill this purpose was developed over a span of three months (July – September 2023): 

Consequently, the purpose was distilled into three key objectives: Learning, Acting, and Networking. These objectives were reflected in the design of each session and supported at three levels:  individuals, country teams, and the global cohort.
The methodology of the Agroecology Leadership Academy was based on 7 principles:

  • A close connection between the topic of Agroecology (the “What”) and Transformation and Leadership (the “How”)
  • A clear focus on transformation skills and mindset
  • Transformation initiatives as core learning projects
  • In-Country facilitators to support the country teams
  • Linking Learning, Acting and Networking
  • Systemic, experiential and relational learning
  • The strong role of communication

The general structure of the Academy was organised into four phases: Sowing, Growing, Harvesting and Transforming. Various learning formats were implemented throughout these phases, including an online kick-off event, two international in-presence learning events, four international online sessions, and individual workshops for the different country teams. These formats concentrated on the aforementioned levels. While the meetings within the country teams emphasised teamwork at the national level, the international sessions facilitated mutual learning among the global cohort. 

After the concept development phase, the participant selection process commenced. The goal was to assemble a heterogenous group representing diverse stakeholder groups, skills, ages and genders. 
A call for applications was sent out to a pre-defined group of potential participants from agroecology-networks in the respective countries. Following the evaluation of initial applications based on predefined selection criteria, individual selection conversations were conducted to finalise the group composition, with five participants chosen from each country. 
In selecting participants, not only individual criteria were considered, but also the need for complementary skills within the group composition.  Each participant was expected to contribute something from their personal background that would benefit the group as a whole.
This selection process ensured that different levels of the agricultural and food system were represented - participants included, among others, farmers, founders of agricultural enterprises, university professors, and representatives of ministries of agriculture - as well as ensuring a balanced gender ratio within the group.

  • Utilising a core model developed during the concept development phase, which was introduced at the beginning of the programme and referenced throughout The core model for Agroecology Leadership was designed in a circular format with multiple rings. The centre of the model, Agroecological Transformation, was to be achieved by interweaving elements of the inner circle – leadership elements at various levels – with the outer circle – agroecological principles.
  • Implementing a communication action plan to ensure that all participants understood the planned communication tools and materials, alongside establishing frequent communication to share information and include modules on effective communication.
  • Involving country focal persons in the development and implementation of the Academy to provide context specific support for both the facilitation team and participants. 
  • Adapting the Academy’s curriculum based on participants’ needs to ensure those needs were adequately met. Regular feedback from participants was solicited for this purpose. 
  • The overall structure and duration of the Academy appeared appropriate. The 11-month duration, combined with a mix of live and online events and transformation initiatives, was beneficial for learning.
  • The participant selection process was effective, as invitations sent through agroecology networks attracted two to three times as many applicants as available spots. The application process utilised simple and streamlined forms, and requesting application videos proved helpful in assessing participants.
  • Country teams, with diverse representation from various sectors (public sector, start-ups, academia) were highly active and successful. It is essential to emphasise the critical need for farmer representation and participation in forums like this.
  • The facilitation team demonstrated adaptability in creating a programme that addressed participants’ learning needs.  Rather than establishing a fixed curriculum at the outset, topics were developed based on participant feedback, which proved to be effective.
  • Initially intended to focus solely on creating materials such as videos and factsheets, communication activities became integral to all aspects—from the application process and session preparation to facilitation, documentation, and participant management. Therefore, it is recommended to incorporate the strong role of communication consistently into future Academies from the onset.
Participants and facilitators of the Agroecology Leadership Academy on the last day of the second international learning event in Hawassa/Ethiopia
West and Central Africa
North Africa
East and South Africa
Global Programme
Soil Protection and Rehabilitation for Food Security
Building Bridges: The Academy’s Multidimensional, Multistakeholder Approach
International Learning Events and Online Sessions
Country-specific transformation initiatives
Evaluating and Disseminating Outcomes for Continuous Improvement and Sustainability
Strengthen cooperation in scientific research and continue to carry out scientific research monitoring

Strengthen cooperation in scientific research and continue to carry out scientific research monitoring. The application of infrared cameras and other modern monitoring technology for research, in-depth understanding of forest musk deer habits and survival methods, in-depth cooperation with the Three Gorges University, the Chinese Academy of Forestry and other scientific research institutions, with the help of professional forces to improve the level of protection, jointly carried out forest musk deer protection research. More than 160 cameras have been continuously deployed in Dalaoling Reserve for more than 7 years, and the population dynamics and habitat distribution of forest musk deer have been obtained in real time, so as to strengthen the protection of forest musk deer activity sites and reduce the corresponding human interference.

1.Continue to carry out field monitoring;
2.Strengthen cooperation with universities.

1.Monitoring equipment should be updated in time; 
2. The professional level of monitoring personnel should be continuously improved.