Building block 3 – Embracing local expertise, governance, and ownership of projects

While following the direction and guidance of the IOC, NOCs are best placed to design and implement projects complying with the IOC’s global standards at local level. This means that the IOC can support and promote environmental projects, while benefiting from expertise that the NOCs can provide in the local context through. This implementation method not only promotes local solutions to global problems, but also increases local ownership, empowers local communities, and promotes cooperation between sports, local environmental groups and indigenous peoples.  

In Brazil, for example, the “Brazil Olympic Committee Olympic Forest” project aims to restore a damaged part of the Tefé National Forest in the Amazon and is executed together with the Mamirauá Institute of Sustainable Development. Besides restoration, the project’s objective is to reinforce the sustainable use of the forest by the local community through planting key species such as Brazilian chestnut and açaí or providing training to the local community. 

Training and upskilling of local communities (on mangrove planting/rehabilitation) is one of the main objectives also of the Papua New Guinea Olympic Committee’s “Love Your Coast Project” where they aim to train “Love Your Coast Champions”, who are to lead small conservation projects in their communities

As leader of the Olympic Movement, the IOC is responsible for coordinating relations and actions of all members of the Olympic Movement, including the National Olympic Committees. This ensures that projects and actions can be designed and implemented according to consistent regulations or guidelines, enabling continuity and best practice across the Olympic Movement’s environmental activities. 

While it was important to set up general criteria that all projects would need to comply with to ensure consistency and high quality, providing NOCs with the flexibility to reflect local context and its particular risks and opportunities in how they approach the criteria proved to be equally vital. 

 

Knowledge

The use of scientific data and analysis provides a sound and sustainable basis to develop scenarios and provide information for the design of sustainable plans, projects and activities. Given specific knowledge may not be always a working tool, particularly when GIS and scenario and data analysis is referred to, it is important to ensure and to include the need IT and specialist that may build knowledge, capacities and awareness in all development and biodiversity practitioners.

 

For this the project supported the technical contribution of a specialist and developed a series of power point to explain and to train the beneficiaries on its use and on the use of the provided scenarios, as development and ecosystems-based planning tools.

Software and human resources available

Capacity to present the solutions and results in a manner that is understandable by all and by each sector.

Maintenance of updated data

Focus on results and scenario analysis, including the linkages between climate change, poverty, population dynamics and biodiversity.

Capacity to demonstrate what mangrove loss impacts imply on coastal communities' livelihoods.

Systemic information sharing.

Best quality analysis and skills.

Practical examples on use of the products.

Linkages to sectors - conservation, biodiversity, climate change, water, land systems, economic activities - to ensure appropriation and use of the products at local and community level.

Partnerships

For the integration of multi-sectorial data and multiple partners databases, as well as post action awareness raising efforts, IUCN mobilised its members, donor community, conservation actors and biodiversity and GIS specialists, around the Government technical group. Along the document development, several meetings were organised to ensure engagement and participation, with the focus on wider and qualitative data. The partnerships contributed for actors coordination, integration of several studies and the inclusion and the links to biodiversity components, particularly mangroves.

The exercise facilitated a joint and common voice on mangrove protection and status to the Nairobi Secretariat, to WIOMSA and furthermore to the integration on and support to the Global Mangrove Alliance and to the Great Blue Wall.

 

The exercise was complimented with a training of trainers MSP workshop that built capacities in planning specialist to integrate coastal and marine components into local development plans.

Focus on mangrove and mangrove actors, IUCN membership mobilisation capacity, high level technicians and sound and transparent dialogue with Government.

Open and continuous dialogue, with focused technical content, to maintain all partners interested and engaged,

Functional database and GIS facilities to keep presenting results and how to use them,

Assure IUCN role and mandate is exercised with all members aligned and in support of the action,

Maintain decision makers aware of the results and provide evidence of how it contributes to sustainable policies and activities

 

Direct Livelihood Support through Ecosystem Restoration Actions

Green recovery measures which invest in ecosystem restoration and management (e.g. wetland restoration) offer opportunities for creating employment for local communities through surplus labour in the short-term while building medium to long-term resilience through healthy ecosystems. 

During the pandemic, with unprecedented challenges to lives and livelihoods, there was widespread economic and social disruption, with an increased risk of people falling into extreme poverty and further exploitation of available natural resources. In these scenarios, marginalised communities such as farmers, fishers and urban workers who had to return to their villages were most at risk of poverty, malnutrition, and disease.

Waged and self-employed workers were expected to rely on natural resources as market chains were affected by the pandemic. Moreover, wise use of natural resources was not a priority in this crisis and thus foreseen that ecosystems would be (over)exploited. Designing and implementing measures to restore ecosystems would therefore be useful not only to meet the immediate needs of the population, but also to safeguard future interests and build the economic, social, and climatic resilience of communities and other ecosystem dependants. 

With this in mind, two of the pilot sites (Bhitarkanika in Odisha and Point Calimere in Tamil Nadu) have implemented green recovery activities, which support direct wages through ecological restoration activities.

The project team already had a broad understanding of the area, the demographics, and threats to the area due to integrated management planning processes that were already underway. These included stakeholder consultations and assessments on hydrology, ecosystem services, livelihood linkages and climate risks.

This understanding, together with the conduct of participatory community consultations at project sites to identify and prioritise livelihood-oriented conservation and restoration activities, helped in the design of site-specific green restoration activities. Participatory selection of areas for conservation and restoration through consultative processes and community-led discussions also contributed to their successful implementation.   

Through restoration activities (e.g. restoration of waterways, regeneration of mangroves, etc.) a symbiotic relationship was designed that has allowed for improved wetland habitats that host endangered migratory birds and other species, while also allowing for financial gains for local communities through potential harvesting in the non-protected areas. The result was a revival of the native ecosystem. The social capital built through these actions and the networks of community groups formed will help build stewardship for wetland conservation. Furthermore, the development of monitoring plans for these actions helped to keep track of the interventions and to adapt them to changing needs and situations.

Paramount for the successful implementation was the presence of a local organisation working closely with the community. Its presence and coordination helped to establish institutional arrangements at the community level and brought in a local context that helped to design and implement interventions that were socially and culturally sensitive, yet effective. Given the diversity of languages, communities, and ethnicities in the country, having a local institution helps not only contextualising intervention but also ensuring their sustainability. This partnership has further translated into other meaningful interventions that came forth form this experience and have been possible through these agencies.

Bridging the Gap between Enterprises and Investors

BioInvest works with the Investment Readiness Program to bridge the gap between enterprises and impact investors. This programme educates enterprises with three training packages on key techniques and tools to present companies attractively to investors. BioInvest also organises matchmaking events to bring companies and investors together.

Collaborative partnerships with impact investors, comprehensive information about financing options, and an effective matchmaking process are key for the success of this building block.

It is important to identify a common language when referring to biodiversity-friendly businesses or enterprises. Recognising diversity in terms such as ‘microenterprise’, ‘small enterprise’, or ‘medium enterprise’, and understanding factors like raw materials and value chains can improve communication and align objectives. Understanding diverse levels of enterprises, be it microbusinesses, established market players, or start-ups, is essential.

A young saleswoman stands behind a counter. Various products, such as chocolate, are displayed on the counter.
Bridging the Gap between Enterprises and Investors
Optimisation of the Public Financing Instrument
Green Financial Instruments with Microfinance Institutions
Moving towards implementation and impact on the ground

Our Blue Future (OBF) developed a three-year strategy (2023-2025), which will be implemented through a collaborative OBF system involving government agencies, the private sector, local communities, and development partners. The strategy is to deliver on three strategic pillars:

  1. Empowering stakeholders
  2. Improving integrated ocean governance
  3. Promoting sustainable investment and financial flows in the blue economy sectors.

Thematic action areas were identified as the following: Blue tourism, circular economy, community livelihoods, ports and shipping, blue finance, fisheries, blue technology, and nature-based solutions/grey-green infrastructure.

 

Concrete activities are being implemented in the pilot country of Mozambique, including work on circular economy and the development of a Club of Friends for Maputo National Park.

  • Establishing strategic partnerships with key institutions which can be used as a model of how private companies and other actors can collaborate to support coastal and marine protected areas in a more systematic and effective manner.
  • Designing a structure for collaboration in a participatory manner and then mobilizing more partners of aligned vision to implement together.
  • For long-term results, it is important to forge strategic partnerships that capitalize on private sector interests while supporting sustainable livelihoods and marine and coastal conservation.
Involving the private sector

The private sector has a profound role to play in catalyzing and accelerating the transition to an inclusive sustainable blue economy (ISBE).  There has, however, been minimal private sector engagement in ISBE matters. Our Blue Future has developed a private sector engagement strategy, which focuses on effective ways to engage the private sector and the benefits they can gain.  

 

The private sector is driven by opportunities, value creation, financial risk, operational risks, and regulatory risks. Our Blue Future offers the private sector opportunities through Innovation Teams to mobilize resources, a showcase platform, a collective voice for advocacy, an innovation testing ground, matchmaking with other partners, a sense of community, and the chance to build a legacy.

  • Having a clear framework, structures, and forms developed on how to engage the private sector is essential to ensure all partners have equal participation rights.
  • Honest dialogue and building a common understanding between partners help foster collaboration and alignment of goals to avoid the notion that private sector partners have more influence over decisions within the multi-stakeholder initiative.

  •  Building interest and partnerships by highlighting the benefits of collaboration beyond economic benefits is essential.

  • Defining roles and responsibilities of private sector partners helps establish clarity and ensures that each partner contributes their unique expertise and resources to the collaboration.

  • Pre-screening potential partners to ensure productive partnerships, which involves assessing their capabilities, values, and alignment with the objectives of the initiative.

  • Clustering private sector partners into different sectors based on their interests has been useful, such as through OBF’s Innovation Teams. This clustering approach enables focused collaboration within specific industries or areas, fostering synergies and maximizing impact.

Political will and a mandate for developing a multi-stakeholder initiative to strengthen Inclusive Sustainable Blue Economy in the WIO region

The Western Indian Ocean (WIO) region is recognized globally as a biodiversity hotspot with high ecological and socio-economic value. However, with increased global demand for natural resources, pollution, climate change, and a diversity of unsustainable economic activities, the region’s fragile coastal and marine ecosystems are under threat. In response to this, efforts and innovative solutions are urgently required as a business-as-usual scenario will likely result in the depletion of coastal and marine resources and associated socio-economic benefits. Starting in 2020, to bolster collective leadership between state, private sector, and civil society actors, GIZ’s Western Indian Ocean Governance Initiative (WIOGI) and partners supported discussions to develop a regional multi-stakeholder initiative for an Inclusive Sustainable Blue Economy in the Western Indian Ocean region. This proposal was presented and endorsed during the tenth Nairobi Convention Conference of Parties (Decision CP.10/12) in November 2021.

  • Having an official mandate is an essential success factor for such a participatory, multi-stakeholder, and multi-sectoral process. It helps create ownership for the process and continuous collaboration within the Our Blue Future alliance.

 

  • It is important to have a clear role for governments in a multi-stakeholder initiative. Without an appropriate role for government actors, their willingness to join the initiative becomes challenging. 

  • Multi-stakeholder and collective leadership approaches are essential to engaging in high-quality dialogue among key actors, an essential basis for forming action-oriented partnerships across the region.

The National Nature Trust (NNT) and conservation assets

The acquisition and management of conservation assets, exemplified by entities like 'the Cheorwon Crane Land,' follow a structured legal framework outlined in the 'National Trust Act on Cultural Heritage and Natural Environment Assets'. According to this law, the National Nature Trust (NNT) Board of Directors (BOD) has the authority to make decisions regarding the purchase of such conservation assets (Article 12). 

 

The National Nature Trust employs a multifaceted approach to effectively conserve and manage 'the Cheorwon Crane Land.' To this end, the National Nature Trust issues ‘Crane Eco Securities' signs MOU with ‘the Cheorwon Branch of Korea Crane Protection Association’ (December 2016), and conducts the annual events such as crane population surveys, birdwatching, and bird feeding activities in the DMZ area (held from December to February).

 

The commitment to conservation extends beyond local efforts, as demonstrated by the 'DMZ Global Trust Campaign.' This initiative aims to broaden and sustainably utilize crane habitats, leveraging the ESG practices of companies both domestically and internationally. The overarching goal is to advocate for the continuous promotion of the 'DMZ Eco Belt’. One strategic plan within this campaign involves expanding OECM (Other Effective Area-Based Conservation Measures).

  • Sustainable finance: Necessary for securing the funds for conservation activities, engaging the private sector, and broadening the support base.
  • Legal framework: Essential for setting guidelines for acquisition, management, and support of conservation efforts.
  • Government support: Crucial for funding and policy backing, ensuring financial and regulatory support for conservation initiatives.

Natural Benefit Eco Securities (from free-riding to payment): This involves pricing the benefits of nature on the securities, and individuals or entities purchasing these securities become members of the National Nature Trust. The generated sales revenue, managed by the National Nature Trust, is then utilized to secure public lands and support conservation efforts. Additionally, tax benefits are provided under the Income Tax Act and Corporate Tax Act to incentivize participation.

 

The establishment of a legal framework specific to the conservation of natural and cultural heritage assets is crucial. It provides a structured approach to acquisition, management, and support for conservation efforts, thereby ensuring that activities are both effective and compliant with national laws.