Support government strategies for a sustainable wood energy value chain
Workshop on local charcoal assurance system
@giz
To shift from unsustainable to sustainably produced charcoal and alternative fuels (e.g. briquets from agricultural residues) they need to be competitive in the market. This can only be achieved with government support by regulating charcoal production and enabling competitive prices. These include the setting up of a formal sector and a sustainable forest management system (see building block 2).
The government of Ghana sees the need of reducing forest degradation through charcoal production and has set ambitious policy actions in the updated NDCs to achieve efficient and sustainable charcoal production. The government is also working on a national regulation for the production of charcoal and has included further measures like the promotion of efficient cookstoves and the establishment of woodlots in different strategies.
In the development of regulations and strategies for sustainable charcoal production, it is important to include the different stakeholders, especially the local communities and charcoal producers. They need to see the benefits of a formalized sector and regulation system and need to be supported to adapt to it. Besides that, it is important to develop alternative income sources to achieve the promotion of alternative fuels and a reduction of charcoal production.
Elaborate follow-up activities early in the process
Participants during group exercise
GIZ
The effectiveness of training is increased if follow-up with participants is ensured. This allows the organisers to check on the feasibility of follow-on activities discussed during the training and can account for the follow-up needs[NM1] of the participants. Follow-up activities can range from webinars to on-site activities in the respective countries
[NM1]Needs: unclear. = if something has not been understood or if there are follow up questions, or resources needed or something of the sort?
If so: see suggestion for possible re-formulation.
To design appropriate follow-up activities, the content of the training needs to be defined (see Building Block 2). The diversity of activities also depends on the support structure in the countries. If partner (health or climate) projects are in place in the respective participating countries, this allows for greater diversity in follow-up activities that can be conducted.
Consideration to possible follow-up activities should be given already during the planning process;
It is advisable to launch a survey to ask for participants interest and preference;
The creation of a What’s App Group is a quick, easy and cost-effective way to stay in touch with participants and continuously share relevant documents and news with them.
Training on an intersectoral topic such as climate change and health is more challenging for participants because their academic and practical background knowledge might not cover both topics. The training will likely cover a lot of new information for each participant. Given the complexity of the topic, it is even more important to develop and utilise a wide range of methodological approaches to maintain energy levels and focus during the training.
Interactive and innovative methods require good preparation from the presenters. It is often necessary to prepare aids or specific content. Using some methods can be challenging for participants who have never encountered them before and may take more time than originally anticipated.
Add several animated or guided group work sessions
For example: divide participants into different subgroups (i.e. by disease type: vector-borne, water and foodborne, airborne, zoonotic, direct impact) and have them work out which diseases to choose, how to investigate the link (vulnerability assessment), and how to adapt to climate impacts (national public health adaptation planning)
Refrain from lengthy reports that repeat the previous day's content; instead, ask questions in the form of a group game (quiz);
Share slides and summaries so participants can interact more freely and don't feel the urge to note everything down;
Use a different icebreaker each day so the group gets to know each other better;
Schedule site visits, guest lectures, and organise poster presentations to be held by participants.
The relationship between climate change and health is very complex, as many different fields come together at this intersection. The training experience showed that there is a need to tailor the training to the participants. This should be based on the previous knowledge of the participants, their professional position and the general level of implementation of climate and health activities in their respective countries.
Based on the experience utilizing the training manual in practice, several customized formats are conceivable:
Beginner and advanced level training formats;
Thematic training: introduction to the scientific link between health and climate change;
Policy training: in-depth exercises to develop core policy documents such as a climate risk and vulnerability assessment and a national public health adaptation plan;
Climate governance training: analysis of the Ministry of Health's respective positions on climate – identifying how to integrate climate issues into health policy, how to develop climate policy documents, learning about possible coordination mechanisms, highlighting the international mechanisms on climate change, how to mainstream climate issues in the Ministry of Health
The success of tailoring the training depends on the information available at the preparation level and the skills and flexibility of the trainer. Prior questionnaires for participants can help determine their interest and prior experience. The trainer should have knowledge of climate change, health, hydrometeorology, and the environment, as well as being proficient in the core documents of the fields. Since this is a rare profile, determining the goal of the training early on also makes it easier to find a suitable trainer.
Potential instructors must be very experienced as the manual covers several different topics;
Using the 16 modules of this training in 5 days is too much content and leaves little time to apply more diverse training methods;
Objectives should be clearly stated from the very beginning of the process;
The preparation, coordination and implementation of the training requires a dedicated support team in the hosting country with enough time, personnel and budget resources.
Bringing together different stakeholders not only from different sectors (health, environment, hydrometeorology, university, etc.), but importantly also from different countries in the same region, allows participants to network, share their experiences, and find contextually appropriate, concrete and immediately applicable solutions. The use of a regional trainer helps to address sensitive issues related to governance and finance, and to relate theory to practical examples from the regional context.
The selection of appropriate participants depends on prior knowledge of the stakeholder landscapes of the participating countries. It is essential to be able to identify decision makers in the respective ministries who can place the topic in the policy dialogue.
Regarding the trainer, it is important to find a person with appropriate experience on the link between climate change and health, as well as expertise in andragogy.
The number of participating counties should be limited to three to keep the total size of the group below 30 while still including diverse stakeholders.
One starting point in identifying participating countries is the mix of topics according to their implementation status (developed documents and studies, pledges, etc).
There are very few suitable trainers, especially for francophone countries: a database should be developed and shared among partners. This would also enable continuity of the training and familiarity with the format and content.
Elaborate follow-up activities early in the process
Multiple Grant Agreements
Working Group meeting
GIZ/ Klaus Peter Schnellbach
11 grant agreements have been given to NGO and academic institutions in the three countries of the Selva Maya to implement research and pilot projects on One Health. The call for applications was launched early 2021 and based on an assessment grid the grant recipients were selected. Criteria included innovation, replicability, and interdisciplinarity. The grantees currently implementing their projects include WCS, ARCAS, BWRC, the Universidad del Valle Guatemala, CINVESTAV, BIOS A.C., etc. The 11 recipients are automatically AOHSM members and share their project results on the website. Through their AOHSM membership they have connected and created synergies with other grant recipient projects for upscaling and replicating.
Enhanced visibility of research endeavours and work on the ground through AOHSM events translating project results from science to the policy level. Grant agreements are designed in a way that gives the recipient maximum flexibility in the implementation.
Constant communication between and with the grant recipients is necessary to ensure synergies and avoid duplications. Conditions on the ground such as heavy tropical rains can lead to delays that make contract addenda necessary.
It is also important to highlight the benefits for the grant recipients of being members of the Alianza and publishing their results on the website. Support needs to be offered where possible, since all grantees are confronted with a high workload.
In multi-stakeholder partnerships (MSPs), stakeholders from the state, the private sector, civil society and academia plan, coordinate and implement joint activities to tackle the challenges of sustainable development. They use an agreed steering structure that enables them to function strategically and operationally. Smoothly functioning decision-making mechanisms are, among other things, crucial to cooperate across organisation. Yet, depending on the complexity of the issues involved, decision-making can be a challenging process. The AOHSM is based on the principle of collegial leadership, i.e. non-hierarchical and self-organised cooperation, proceeding on the basis of solution focussed action. The exchange amongst the AOHSM working groups is facilitated by rotating moderators. Currently, a governance structure for the AOHSM is being developed taking into consideration the opinions, ideas and experiences of key members of all working groups.
Cooperation, open communication, a clear understanding of the joint objectives, formally signed expressions of interest, official declarations of membership by institutions' authorities, voluntary dedication of time and efforts to the groups. Creative and participatory capacity building on the tool MSP and the One Health approach helped to convice and motivate the members.
The One Health approach requires constant and continuous explication using evidence and concrete examples on how it can be a solution to the region's environmental problems. Creative introduction to the topic as well as the identification of One Health champions in the three countries, and giving them international visibility at seminars and webinars, is useful to make the abstract approach implementable.
