Participant-centred evaluation

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.
ProAzul
East and South Africa
Simão
Alberto
Pre-Training Survey boosting training effectiveness
Participant-centred evaluation
Training Methodology
GIZ
Early Warning System - a multi-block building solution
Facilitation inter-sectoral – inter-ministerial cooperation
Enhancement local laboratory diagnostic: Research – sophisticated Technology – wastewater-based monitoring (epidemiology)
Training
Adobe Stock
Central America
IUCN WCPA
Connectivity Conservation Specialist Group
Partners

While APOPO is the leading organisation in training scent detection rats, we rely on our partners for a wide range of support. Without them, deploying scent detection rats would not be possible. Such partners range from local partners such as the Sokoine University of Agriculture, to international partners such as Mine Action Authorities, governments, donors, and specialised organisations.

For example, the wildlife detection project partners with the Endangered Wildlife Trust of South Africa. The project has been funded by a wide range of government donors such as

 

- The German Government (through the GIZ 'Partnership against Wildlife Crime in Africa and Asia' Global Program)

- The UNDP-GEF-USAID 'Reducing Maritime Trafficking of Wildlife between Africa and Asia' Project

- The UK 'Illegal Wildlife Trade Challenge Fund'

- The Wildlife Conservation Network

- The Pangolin Crisis Fund

- US Fish and Wildlife

 

We rely heavily on support from the Tanzanian Wildlife Management Authority (TAWA) for provision of training aids, and, recently, the support from the Dar es Salaam Joint Port Control Unit in order to conduct operational trials for illegal wildlife detection. 

Trust, collaboration, networking, knowledge exchange, integrity, supporting evidence, reporting, media and outreach. 

Building relationships takes time and trust. Open and honest dissemination of results, goals, and setbacks ensures that partners feel that they can trust your organisation. In addition, when dealing with governments and partners in countries other than your 'own', we have found it helpful to have a person who is familiar with the way the specific countries' governments work. An in-depth understanding of cultural values and customs can greatly enhance partnerships. In addition, expectations should be clearly communicated across all parties to avoid frustration and misunderstandings. 

Setting up procedure for financial contributions for management activities

In order for the NCA CR to be able to pay financial contributions to landowners, it was necessary to clarify compliance with budgetary rules. In order to ensure compliance with the budgetary rules, NCA CR built the entire system from scratch. The first step was to distinguish between commonly assigned management activities in nature conservation and to determine the usual costs for their implementation. Today, the results are unified in a code list of activities in nature conservation linked to costs of common management measures.

The most challanging and the crucial factor is to agree on costs of common management activities (e.g. cost of mowing 1 ha of a meadow, creating 1 m2 of a water pond, etc.) with the Ministry of Environment and with practical land managers.

Once the list of activities and associated costs of common management measures is agreed upon, it is quite easy to make annual updates, the signing of individual contracts is relatively fast and easy and the costs are fully transparent.

Possibilities to pay for land management to the owner from state budget

In order to be able to pay fees for agreed management with landowners, the legislation had to be approved allowing such expenditures from the state budget.

Concluding agreements on land management for nature conservation, and agreements on management in protected areas, and paying a financial contribution for its implementation has been enshrined in the Nature Conservation and Landscape Protection Act since the beginning in 1992. However, the absence of general legislation on the concept of public contracts had long been an obstacle to its application in practice. This legislation was finally approved as the Administrative Procedure Code in 2006.

It has been crucial that such a paragraph in the state legislation exists allowing to use state budget to pay for services associated with the management of naturally valuable areas even on a private land.