Development or Adaptation of an Investment Vehicle

History and structure of the organization

Source of funds: debt swap, environmental offsets, other donations

Governance with cross-sectoral/civil society participation

Investment programming oriented in PREP and concretized or PDLS

Trust, autonomy, transparency, cross-sectoral participatory/representative governance.

Political priority in restoration

Professional management according to international standards, transparency

Transformation of the investment strategy: from isolated, one-off projects to sustainable financing of local processes with local participation in planning and implementation.

It might be interesting to study the FIAES documentation or interview the technical staff. Especially the lessons of the change from the programming system to the PDLS.

Development of a National Program

Prioritization of ecosystems, areas, measures/activities

Political priority, existence of financing mechanisms, coordination of territorial and cooperating actors in the prioritized areas.

Importance of creating financing mechanisms or linking existing mechanisms to PREP implementation.

Incorporation of Forest Management into Coffee Cultivation

Silvocafe is a restoration technique that seeks to make wood production viable in coffee plantations, through the incorporation and management of a density of trees -AVC- as "shade trees". The steps to execute it are:

  1. Extraction of mature trees: with a census and georeferencing of trees with DBH>10 cm, an extraction is carried out using the following criteria: frequency per hectare, phytosanitary condition, tree shape, density by species of interest and distribution.
  2. Replant damaged coffee plants and incorporate HCV trees: each extracted tree affects approximately 20 coffee plants, that is, 500 to 700 plants/ha, which means a replanting of plants/ha of 10%-15% after each intervention.
  3. Establish an adequate shade density of trees of high commercial value: this requires a stock of between 40 to 60 HCV trees/ha; with a recommended spacing of 12x14 m.
  4. Plan thinning for shade improvement: Higher shade density (50-70% cover, 50-30% light) is justified when the crop site has high ambient and soil temperatures, low ambient and soil relative humidity, greater exposure to sunlight, poor soil fertility and low altitude above sea level.

It is preferable to apply it in prime-extra-prime coffee plantations (0-1000 masl); since in hard-semiduro (1000-1400 masl) and strictly hard coffee (+14000 masl), due to their level of production qq gold/ha and their differentiated prices reached in the market, the adoption of this technique may not be attractive.

It is important to select the species of trees of high commercial value to be selected as shade trees for coffee, their own genotypic and phenotypic conditions, the market interest in the species and, most importantly, their interaction with the crop, since economic yields will depend on this decision.

Biochar

Char is carbonized organic matter that is produced by pyrolysis.

Biochar is char used for biotechnology, such as in agriculture.

Charcoal is char used as fuel.

 

Biochar has some important properties:

  1. Resistance against biological and chemical decomposition, so it lasts in soil for centuries and can be used to store atmospheric carbon.
  2. A high surface area
  3. Negatively charged surfaces and some positive charges with can hold soluble plant nutients such as nitrogen and potassium and other minerals.

In Bangladesh, the soils are often low in soil organic matter, because the warm-humid climate and agricultural tillage promote organic matter breakdown.   Soil that are low in organic matter become hard and open pore space.  Crop growth can be severely limited.

 

Given the excellent climate from growing crops, improving the organic matter in Bangladeshi soils can have profound results.  Biochar can do this because it doesn't break down.  Instead, it combines with manures, composts and soil organic matter to from new, stable humus.

 

By increasing soil organic matter there is:

  1. An increase in soil crumbs and large pore space
  2. Increased aeration
  3. Increased water penetration
  4. Increased plant-available water
  5. Increased soil life
  6. Increase root growth and crop yield.

 

 

There are several key steps in getting biochar into common use:

  1. Scientific knowledge and practical knowledge of the use of biochar in Bangladeshi agriculture.
  2. Desimination of the knowledge to farmers
  3. Farmers' practical experience with biochar, so that they can evaluate what they would be prepared to pay for it.

 

Farmers get excited about biochar once they witness the effects of biochar in research experiments, agricultural extension field trials, and local farmer trials.

 

In one case, after a tour of a farmer's field plots, some farmers came back later and carried off baskets of his soil.

The "Akha" Top-Lit Updraft (TLUD) Gasifier Cookstove

A TLUD is a simple gasifier that is composed of a vertical tube that is filled with small pieces of wood, or densified biomass like pellets, balls or small briquettes. This is called a 'fuel bed.' It is ignited at the top, and underfed with primary air from a grate at the bottom. The ignition front travels down through the fuel by radiating heat into the raw fuel, drying it, and initiating pyrolysis. Released volatiles are ignited by the flame. The reaction is sometimes called a “migratory flaming pyrolytic front” (MFPF). Residual char is left on top of the fuel bed as the MFPF moves down.   

 

The burning volatiles create an orange gas flame for cooking.  Once pyrolysis is completed, the orange flame goes out, and the left-over char is colleded and smothered, or quenched with water.

 

We needed the "Akha," a culturally-appropriate TLUD for Bangladesh.  It had to be made locally, study, and made with with as little (imported) metal as possible.  Because of its heavy construction, it has a hinged grate for removing the char.  To protect the Akha for free use, an there is an open-access patent.  The current version of the Akha is a prototype being evaluated for acceptance, and obvious improvements can be made.

For the Akha to be successful, it has to:

  1. have very low emissions of smoke
  2. be easy to operate and burn reliably without going out
  3. make char for use as biochar or as charcoal.
  4. burn less fuel than a traditional stove (even when the char is unburned)

Making char may be the critical enabling feature for Akha acceptance.

 

 

The main lesson learned was that the Akha was well accepted by the women who were well trained in its use.  We already knew the main limitations of a TLUD:

  1. It does not burn loose biomass, so traditional stoves will be saved for that purpose.
  2. It takes time to size woody fuel into small pieces, however, producing fuel for TLUDs may become some's livilhood.
  3. It does not burn wet fuel.
  4. It is batch-loaded with fuel rather than continuously stoked, to for long cooking times it will have to br reloaded.
  5. Women have to the trained on how to prepare fuel, and operate a TLUD.

 

Sustainability and replicability

Maintaining and strengthening the established stakeholder’s engagement mechanism with  overarching  provincial, district and divisional governance bodies with sustainable financing solutions and capacity building is required for sustainability and replicability of the solution.  'The National Policy of the Environmentally Sensitive Areas management' provides the required policy framework for replication of this solution. When the communities identify the potential of resilience building of their livelihood through conservation, it becomes an incentive for their active collaboration on co-management and join monitoring of natural resources. Within given Sri Lankan context, there are many environmentally sensitive seascapes, where it could replicate this model, and this is being factored within National Environment Action Plan 2021-2030 for Sri Lanka. Therefore, there is an evident potential for sustainability and replication of this model.

  • Partnerships with stakeholders at every level
  • Continuous awareness raising about the importance of BRMS and community lives associate with it.

 

  • During the initial phase of restoring the BRMS, a case study was carried out using methods of unstructured focus groups discussions via cause-problem-impact diagrams and structured key informant interviews, and observations of this initiative revealed that community believes on 'CBNRM and Co-management' over 'regulation driven management' of Department of Wildlife Conservation. This solution was accepted and is currently proposed for replication at ESA national scaleup plan in seascapes.
  • Co-management of implementation activities to ensure sustainability and active lobbying to influence and implement conservation measures was also considered as a lesson learned.
Community resource governance in support of protected area and landscape planning (top-down/bottom-up synergy)

MEP used Mali’s decentralisation legislation to create, with local people, a model of “elephant-centred” CBNRM. This legislation performed a vital enabling function that resulted in a model of resource governance at the village and commune levels, that was enshrined in local and commune conventions, as well as the commune socio-economic development plans. The MEP then worked with government to further reinforce these systems by drafting new legislation that created a new protected area covering the whole of the elephant migration route using a biosphere model which supported the community conventions. The aim was to give a mandate to the government foresters to be able to support local communities in the enforcement of their conventions if need be, thereby strengthening the community systems. This aligns government and community interests to mutually reinforce each other and provide a cost-effective approach to reserve management. This top-down approach complements the bottom-up approach of community engagement.

The model of “Elephant-centred” CBNRM that had been devised.

The importance of enabling legislation to catalyse grass-roots empowerment.

 

The need for a neutral “facilitation” agency to bring the different parts of the community together.

 

The speed of the process of creating new legislation is lengthy and depends on the degree to which government partners are engaged and championing the initiative, however NGOs can provide technical support and reminders to generate forward motion.

Radical Listening

Radical Listening initiates a paradigm shift by asking Traditional and Indigenous rainforest communities this simple question. “You are the guardians of a rainforest that is valuable to the health of the whole planet. How might the world community assist you to live in balance with this rainforest as a thank you for your guardianship of it?”  Our belief is that communities hold the key to humanity’s longevity. Traditional conservation approaches are often based on punitive measures and seldom linked to human well-being. Our approach is based on reciprocity, and valuing local people and traditional science. 

No intervention from third parties, all local communities (man and woman) have the right to express their opinions during Radical Listening sessions.

Core to ASRI’s mission is democratising protecting rainforests. Local ownership is key to our approach where all programs, products, and resources are owned by the local communities. ASRI plays a key role in organizing, convening, and supporting rapid development and uptake of interventions that support a just transition to regenerative livelihoods. The iterative and ongoing process of Radical Listening continuously improves programs over time and ensures local ownership and efficacy. Involvement is paramount and integrated throughout the planning, implementation, and ongoing sustainable practices. The in-country staff are 100% nationals, and we prioritize hiring local community members whenever possible.

 

Innovation

The project had a number of innovative elements. It brought together the elements of a smartphone (camera, gps, dropdown menu's) and designed a recreational site management system to utilise them - this is a world first.
It is an open system so additional devices can be added - people counters, flood monitors all via Internet of things (IOT)

- trusted local company to work on the project was essential

- worldwide approach to sourcing and ideas (IOT devices sourced from New Zealand)

- having a project manager of 13 years outdoor recreation expierence and an innovatie thinker to develop and drive the project

Partner implementing company
We worked previously with a company that didn't work out as they were only commited to the research phase rather than the project inisiative and management phase

Keep up to date
The area is changing quickly so it is important to keep watch for new developments and have a platform that can integrate them

Partnership

Through this project I have brought together a number or local and national partners:

Organisation                                                      
Burren Geopark                                                
Clare Local Development Company         
Dept of Rural & Community Affairs                   

National Parks and Wildlife Service          
Purpose
Each partner has either a local or national remit for an area in the project. By bringing them together we pool the resources and knowledge to deliver the system
 

Coordinging

The bringing together of all the bodies with each focusing on a specific area. As each partner joined they added an element to the system and then the other partners gained this feature.
These are public government funded bodies and the features they pay for are given provided to local comunities in a fremium model offering

Resources
Each organisation has resources and contacts that are utilised in the project.

The main lessons were:
-  make sure you are meeting with a person who can make a decision

- show the benefits of the system

- show the advantages of the colaborative approach (tide rises all boats etc)

- give all partners credit as the program progresses

- analysis what a partner can give (they may be able to contribute time / work instead of financial)