National | PANORAMA

Financing management

Buff ad.

CICLOVIAJEROS EC

Participation medals made on sustainable material.

CICLOVIAJEROS EC

Jersey and Buff

CICLOVIAJEROS EC

sponsors

CICLOVIAJEROS EC

Jersey 2014

CICLOVIAJEROS EC

Jersey 2015

CICLOVIAJEROS EC

Creating expectation

CICLOVIAJEROS EC

The Yawi Sumak bike-trip beyond a recreational and sporting event has an environmental awareness objective, it has achieved the interest and economic support of Local Governments (Prefecture of Zamora Chinchipe, Parish Boards), International Cooperation (German Cooperation GIZ), and private business (Maxred Diseños).
For this reason, the cost is subsidized and symbolic. Cyclist pays approximately 40% of the real value of the event, which has contributed significantly to the success in the call. The participant for that fee gets: mobilization, transport of bicycles, food (breakfast, cold sandwiches and lunch), jersey, buff, participation medal, hydration, fruit, prize draw, traffic control, medical assistance and mechanical assistance.
In the last edition there was a difference for men ($ 20) and women ($ 15) as an positive incentive to achieve greater participation of women.

Generate an environmental message (conservation, connectivity) beyond a recreational and sports activity to achieve the interest of international cooperation
Having achieved a great participation of cyclists from the beginning, which is gradually increasing, which has captured the interest of private companies
To have a permanent governance space (Cooperatio System - CPY promoter group) for the management of local government resources.

Private companies are willing to support innovative ideas, as long as they seek common interest and call participation of a big group of people
The bicycle has a lot of acceptance (to be bikefriendly is cool), for example, public and private entities through transport, ecological, recreational, accessible and social cohesion.
Managing resources in institutions will become easier when they have an orientation on environmental issues, in this case the local Prefect is an indigenous from Saraguro ethnic group, he is a nature advocate who in 2009 through of an local law where established Zamora Chinchipe province as "Lung of Mother Earth, Source of Water and Life"

Governance and management practices through participatory planning and delivery

Lewa Community Development Manager, John Kinoti (middle) at the signing of a new Community Forest Association management plan, alongside the Kenya Forest Service and Meru County Government officials.

Lewa Wildlife Conservancy

Governance
Over the years, Lewa has set up an elaborate and effective governance and management structure, which has greatly contributed to the organisation's effectiveness and efficiency. The Conservancy is headed by a board of directors with a well stipulated mandate, which is to drive Lewa's strategy through the management team. This has ensured that Lewa has the right strategic direction and practices accountability to stakeholders and beneficiaries. The communities working with Lewa are clustered within their geographic locations, and each one has a development committee, a platform for the communities to identify, discuss and agree on their needs, which then, together with the Lewa team, are prioritised.

Management

Lewa's management is informed by its Strategic Plan updated every 5 years. The Plan is aligned to national and local conservation and livehood goals. It is prepared consultatively with our stakeholders through participatory planning. Implementation is through various departments, supported by a Monitoring, Evaluation and Learning framework. Additionally, we have the Lewa Standard, a set of ethos and principles that ensures the Conservancy is managed to the highest standards in the context of defined objectives.

Participation and inclusiveness of all stakeholders, mainly Lewa's neighbouring communities.

Practising financial transparency and setting up accountability processes.

Investing in establishing a highly effective, motivated and efficient team, which is then best placed to drive the strategic plan.

The importance of planning for the longterm, and establishing how to execute a strategy in phases.

Recognition and understanding of the immediate context in matters relating to conservation and development, and ensuring relevancy of our work.

Working with the government in power, and not having any political affiliation.

The value of having a robust Monitoring, Evaluation and Learning framework, which then helps to ensure that our work is having positive impacts.

The importance of having a strong board of directors with varied experiences and skills sets to drive the organisation's strategy.

Supporting the communities to form their own governance structures, which helps to set up platforms to articulate their needs in a formalised fashion.

The Lewa Strategic Plan: 2018 - 2022

The Lewa Standard

Lewa Wildlife Conservancy's Organisational Structure.

Innovating the co-management model with native communities

Co-management in a Communal Reserve implies a distribution of functions and responsibilities for participatory management in an area. In the RCA, SERNANP, the ECA-RCA and each community of the ECA-RCA have established Agreements to implement Full Life Plans (strategic planning of native communities) articulated with the Master Plan. The Agreements contemplate a conservation and development strategy that is implemented through sustainable economic activities for the benefit of the communities, while they commit to collaborate with community oversight and improve the distribution of conservation benefits. The Agreements also support five communities that have a signed agreement with the National Forest Conservation Program for Climate Change Mitigation of the Ministry of Environment, which promotes forest conservation through Conditional Direct Transfers with native communities (S/.ECA-RCA works together with the Forest Conservation Program to support the implementation of the National Strategy on Forests and Climate Change, and contribute to national commitments (NDC).

Synergy between indigenous organizations for the design and implementation of the RIA proposal, respecting their roles and functions.
Strategic allies support co-management, based on a conservation and development strategy, implemented through sustainable economic activity programs.
Native communities, based on a conservation and development strategy, receive benefits from forest conservation, which today represents an asset that must be protected from various threats (illegal mining, illegal logging, etc.).

Effective co-management between SERNANP and the ECA-RCA is essential for the implementation of Full Life Plans, since both have different but complementary roles and responsibilities on which the success of the agreements and the conservation of the RCA depends.
The articulation of efforts between the strategic allies that contribute to the co-management of the RCA, respecting the role of the Indigenous Administrator of the RCA, is key to the sustainability of the Full Life Plans.
The strengthening of ANECAP, as representative of 10 ECAs, is fundamental to promote the replication of a successful co-management model based on the Full Life Plans in other Communal Reserves in Peru.

documento_de_trabajo_-_reserva_comunal_final.pdf

REDD+ Amazon Indigenous REDD+ (RIA) under the indigenous management contract approach

RIA is the climate change strategy that contributes to forest conservation in indigenous territories. With the support of indigenous organizations, SERNANP and allied NGOs, a pilot project was proposed in 2012 in the RCA, led by ECA-RCA, SERNANP and indigenous organizations, and the basis for its implementation was built in a participatory manner. Thus, they gathered contributions from stakeholders aimed at mitigation actions, adaptation and resilience to climate change, through the implementation of full life plans (strategic planning of native communities), articulated to the Master Plan and the RIA guidelines: security and consolidation of the integral and collective territory; life plans and Master Plan with RIA approach; governance, institutional agreements and financial sustainability.RIA in the RCA is consolidated through: the agreement between SERNANP and the ECA-RCA, COHARYIMA, FENAMAD and AIDESEP; the addendum to the ECA-RCA Administration Contract to facilitate the implementation of projects for the retribution of ecosystem services; and its incorporation into the Master Plan, the National Climate Change Strategy, and the implementation of climate funds. Its replication in Communal Reserves and Native Communities (4.5M ha) gives it great importance.

Joint efforts to overcome the challenge of modifying an administration contract between the State and the Executor of the Administration Contract, representative of 10 indigenous communities, for the implementation of RIA.
Support from COICA, AIDESEP, FENAMAD and COHARYIMA in national and international forums to present the progress of RIA in the RCA.
Readjustment and approval of planning documents to implement RIA under an Indigenous Administration Contract approach: Master Plan, RIA Table, Climate Funds.

Trust and goodwill are fundamental for effective co-management between the State and the Management Contract Executors, which facilitates the adaptation (addenda) of contracts and planning documents for the implementation of RIA in the Communal Reserve.
The articulation of efforts with other climate initiatives, under an Indigenous Administration Contract approach, made it possible to incorporate joint actions with the National Forest Conservation Program, the Forestry Investment Fund and the Joint Declaration of Intent. It also facilitated the establishment of alliances between Indigenous Organizations and private organizations.
The strengthening of ANECAP, as representative of the 10 ECAs at the national level, is fundamental for implementing the RIA proposal.

Establishing broad partnerships with national and county governments, and other conservation agencies and local communities

Rhino translocation from Lewa to Sera in partnership with the KWS, NRT and Sera in 2015.

Ami Vitale/ Lewa Wildlife Conservancy

Most conservation organisations cannot flourish in isolation. For us, we recognise the importance of establishing mutually beneficial partnerships that cut across national and county governments, local and international conservation and research agencies, as well as individual and institutional philanthropic organisations. In our landscape, partnerships have enabled us to scale the impact of our work across northern Kenya and beyond. Together with our partners, we have been able to connect wildlife landscapes previously isolated by human activities, protect wildlife beyond our borders, as well as participate in the formulation and implementation of strategies for the conservation of key species. We mainly establish partnerships that wil directly feed into our strategic goals or where we find we will add the greatest value. However, for the local and national government partnships, these are a must institutions as our work feeds directli into the national goals. Among others, our partnerships are maintained through implementing joint action plans, joint planning and implementation meetings, face to face meetings, publicacations etc.

Shared values for wildlife and community development.

An existing state agency responsible for wildlife conservation in Kenya, that collaborates and works with private and community stakeholders.

Dialogue and regular communications with partners and stakeholders involved.

There is tremendous value in participatory conservation efforts, which enables the scaling of work across larger landscapes.

Every working partner has significant input in the realisation of conservation and development goals across northern Kenya.

There is a need to continuously cultivate partners who are aligned with our vision, mission and approaches to various components of our work.

Black Rhino return to Samburu-Land

Rhinos return to Samburu

Pictures: Elephant Underpass Reuniting Kenya Herds

New Maps May Help Chase Down Poachers Before They Strike

Identifying the problem: Conducting economic instead of financial analysis

Chapada dos Veadeiros National Park

Thiago Beraldo

Agencies that manage national parks are accustomed to producing financial reports which deal with direct income and costs (including gate fees, concessions, resource royalties, etc.). However, this perspective fails to consider the wider economic effects of protected areas (PA), including their monetary value and the employment they generate for regional economies, which often amounts to many times the direct costs of running the park.

Brazil manages a system of 334 federal PAs in a total of 170 million hectares. Despite the enormous size of the PAs system along with its important biodiversity, the associated budget has not been fully substantiated in Brazil. Additionally, it was still ambiguous with respect to the impact and value added of tourism via visitors’ spending due to lack of empirical research. Therefore, the purpose was to estimate the economic impacts of tourism in the federal system of PAs of Brazil.

Economic impact analysis describes the interrelationships between economic sectors. For example, visitors spend money in PAs and gateway communities, and their expenditures create and support local economic activity.

Economic Analysis demonstrates the contribution of PAs to national and local economies through visitor spending on accommodation, transport, goods and services during their visit, indirect supply-chain spending, economic activity induced by the presence of the park, and park operations themselves.

PAs provide value in many forms, including ecosystem services, biodiversity conservation, human enjoyment, and conventional activity. This tool measures the contribution of parks to national and local economies through visitor spending on accommodation, transport, goods and services during their visit, indirect supply-chain spending, economic activity induced by the presence of the park, and park operations themselves.

Narrow financial analyses significantly under-value parks in the eyes of decision-makers, businesses, the media and the general public, compared to the larger economy stimulated by tourism expenditure.

To estimate the full value of parks and to raise greater public support, several countries have begun conducting economic analyses of wider park-related spending. These include for example the USA, , Canada, Australia,, Finland, Namibia, South Africa, and the study case here, Brazil.

Planning phase

National

Apoyo de instituciones y organizaciones de base con presencia en el territorio

La coordinación del proyecto ha venido conformando una alianza con gobiernos locales, centros de investigación y organizaciones de base con presencia específica en cada una de las cuencas del proyecto para asegurar una comunicación directa con los productores y otros actores del territorio. Gracias a la red de ONGs locales, se ha producido un mayor impacto en los talleres de presentación de información y resultados a los productores y a hacer una traducción eficaz de los diagnósticos a la realidad en campo. Ejemplos de este apoyo en el territorio incluyen: i) el manejo de intereses diferentes y de potenciales conflictos entre actores en el PN Cofre de Perote; ii) creación de sinergias por parte de las instituciones a nivel de gobierno, a través de sus programas de asistencia social, de subsidios, dirigidos a ciertos lugares que coinciden con el proyecto; iii) establecimiento de líneas de trabajo coordinadas desde nivel gobierno, desde ANP hasta las OSC; iv) coalición entre OSC podían tener más impacto en el territorio, reducir costos; aprovechar las diferentes capacidades de los diferentes actores y potenciar el impacto de las acciones.

Una red de ONGs suficientemente experimentadas para poder ofrecer capacitación práctica a los productores;
Usar los niveles existentes de organización de las comunidades y productores, y las autoridades locales sobre los cuales construir las iniciativas, p. ej. asambleas ejidales, cooperativas pesqueras, unidades rurales de producción, etc.
Fortalecer un sentido compartido de identidad y pertenencia entre productores, comunidades y autoridades locales;

Ha sido clave contar con una red de organizaciones de la sociedad civil que colaboran en el proyecto y desarrollan buenas practicas en el territorio, y han ayudado en tener un mayor impacto en los talleres en donde se ha presentado la información a los productores.
Es esencial tener un buen manejo y coordinación de la red de ONGs para el desarrollo de capacidades de los diferentes actores en el territorio;
Cada cuenca es diferente, por ello, contar con OSC y ONG como “socios” del proyecto, ha permitido tener una representación directa en los territorios y poder adaptar mejor los talleres y comunidades de aprendizaje de acuerdo a las caracteristicas de cada comunidad o región;

Gobernanza y arreglos inter-instituciones a diferentes niveles

Para la creación y desarrollo de los PAMIC, diversas instancias de gobierno pertenecientes al sector ambiental unieron esfuerzos y diseñaron un proyecto muy vanguardista e innovador que surge de la sincronía de tres instituciones de gobierno federal y de un fondo privado. El INECC coordina la construcción de los planes (PAMIC); la CONANP consolida la gestión y operación en ANPs, y la CONAFOR implementa el esquema de Pago por Servicios Ambientales (PSA) del fondo de biodiversidad. Por su parte, el FMCN contribuye con su experiencia en el manejo de esquemas de financiamiento; mediante dichos arreglos interinstitucionales, se formaron dos fondos más para detonar efectos. Además, el diseño de gobernanza y coordinación interinstitucional incluye un Comité Técnico del Proyecto que supervisa y dirige la operación del C6; una Unidad Coordinadora del Proyecto y dos Unidades Regionales de Proyecto, las cuales tienen la responsabilidad de la coordinación diaria en temas técnicos y logísticos. Este diseño de coordinación interinstitucional es parte esencial para generar mayores alcances en el ordenamiento del territorio buscando impactos colectivos.

Trabajo muy coordinado entre las instituciones con una visión clara sobre el uso de los instrumentos de financiamiento y gestión;
Interés de las instituciones por participar y contribuir con su experiencia y el apoyo que ellas brindan a través de sus programas de asistencia social, de subsidios, dirigidos a ciertos lugares;
Recursos financieros e institucionales suficientes.

Los esfuerzos de coordinación interinstitucional se vieron beneficiados por la creación de un esquema de gobernanza policéntrica, entre niveles y actores.Dicho esquema, respaldado por acuerdos formales entre las instituciones participantes, ha establecido de manera transparente las “reglas del juego” para todos los demás actores involucrados en el proyecto a nivel regional y local.Este aspecto de formalidad institucional ha derivado, en la práctica, en un instrumento de planeación muy dinámico que fortalece la toma de decisiones y que ayuda a cada actor, desde el nivel en donde está trabajando, a aprovechar los diversos elementos de planeación y de manejo del territorio. Así también, se ha visto que incrementa la confianza de las instituciones en los procesos territoriales a escala local. Por ejemplo, al mejorar las decisiones de las instancias gubernamentales para aterrizar recursos de sus programas. CONAFOR inició ya este camino incluyendo en sus criterios de prelación,favoreciendo a aquellas zonas que cuentan un PAMIC. Este criterio es tener capital para esquemas de conservación.

Multidimensional governance for adaptation of water resources

Miembros del Comité de Agua Los Alvarados

Plan Trifinio @ Miguel Arévalo

Miembros del Comité Comunitario Binacional de la Subcuenca del Río Sumpul

Plan Trifinio @ Miguel Arévalo

Estructura del Comité Comunitario Binacional de la Subcuenca del Río Sumpul

IUCN

Esquema de gobernanza en múltiples niveles

IUCN

Multilevel and multisectorial governance for adaptation implies working at multiple levels and with differente sectors. It requires creating connections for better articulation between territorial actors.

In the upper part of the Sumpul River sub-basin, this entailed working closely with grassroots (community-based) organizations to develop bottom up water resource management. This was done supporting the conformation of Water Committees linked with Community Development Associations (ADESCOs), the Municipalities and the Binational Community Committee.

The capacities of 4 Water Committees and their supply systems were strengthened and were thereafter formalized under municipal governance.

Moreover, and following the multilevel governance approach, the Binational Community Committe was strengthened throught restructuring advice, trainings, new management tools, and greater links with municipal governments. This Committee is now leading community water issues to prevent conflicts around water use.

Honduras legal framework (General Water Law) that defines different water basin governance structures; and in El Salvador the regulation of the ADESCO Water Committees, with a public health mandate.
The existence of the Binational Committee was key, since work did not start from scratch, but rather focused on their strengthening and restructuring, respectively.
The articulation of project and organization efforts across a territory is fundamental (e.g. between IUCN and Plan Trifinio)

The strengthening of existing local and community structures is vital, as these have the ability to sustain the progress and changes achieved in the territory, despite the alternation of local authorities.
The ADESCOs and the Binational Community Committee undertake important mediation tasks, since the management of water resources can generate conflicts due to the diversity of interests that converge on this issue.
The articulation of project efforts across a territory is fundamental (e.g. between the AVE and BRIDGE projects) to achieve greater impacts and efficiencies, through coordinated project agendas.
The BRIDGE project in the Goascorán River basin (El Salvador-Honduras) left the following lesson learnt that is also relevant in this case: "Water diplomacy does not necessarily follow a straight path. Effective strategies need to incorporate multiple dimensions and a phased approach, interconnecting existing and emerging structures in the basin."

Relanzamiento del Comité Binacional en Foro “Cambio Climático y Gobernanza del …

Gobernanza hídrica en la sub-cuenca del río Sumpul

Achieving multidimensional governance for adaptation

Encuentro de Gobiernos Locales frente al Cambio Climático

IUCN

Reunión con ADITICA, una asociación indígena

IUCN @ Elías Cruz

Membership of the Binational Commission of the Sixaola River Basin (CBCRS)

IUCN

Esquema de gobernanza en múltiples niveles

IUCN

The Binational Commission of the Sixaola River Basin (CBCRS) functioned as a multidimensional (multisectoral and multilevel) governance platform for the basin. The CBCRS brings together representatives from different levels of government and sectors (including indigenous peoples and the local private sector of both countries) but needed to attain more effective vertical and horizontal integration. The preparation of the Strategic Plan for Transboundary Territorial Development (2017-2021) had the effect of fostering inter-institutional and inter-sectoral coordination and cooperation, forging dialogues on national frameworks and local needs, and promoting EbA.

At the local level Eba measures such as agricultural diversification with integral farms and reforestation actions were implemented. The aim was beyond individual impacts, to scale up lessons to the basin scale, such as:

the CBCRS´s project portfolio
the coordination of binational activities, such as Agrobiodiversity Fairs.
the Biological Corridor Association of producers, which facilitated the exchange of experiences and peer-to-peer contacts (producers, municipalities)

The prior existence of the CBCRS (since 2009), covered under the Cooperation Agreement for Border Development between Costa Rica and Panama, was a key enabling factor, since the purpose of this binational structure (achieving greater transboundary coordination and leadership for good governance and the integral development of the basin) was fully consistent with the objective of improving adaptation capacities to climate change impacts in the basin.

Multidimensional governance is a central part of adaptive capacity. It is based on vertical integration of different stakeholders (local, subnational, national, regional), through the creation and/or strengthening of institutions where entities of multiple levels participate. It is combined with horizontal integration of sectoral authorities (public, private, civil society) in order to reduce isolated approaches in management and decision making, and allow mutual benefits and synergies between sectors and their adaptation needs to be identified.
In adaptation, inclusion of municipalities is vital, since they have a mandate in territorial management, but also responsibilities in the implementation of national adaptation policies and programs (e.g. NDCs, NAPs).
Peer exchanges (such as meetings between local governments) are an effective mean to awaken interest in the "natural solutions" offered by ecosystems.
The articulation of project efforts across a territory is fundamental (e.g. between AVE and BRIDGE in Sixaola) in order to achieve greater impact through a coordinated work agenda.

Reglamento de la Comisión Binacional de la Cuenca del Río Sixaola (CBCRS)

Plan Estratégico de la CBCRS (2017-2021)

Declaración de Gobiernos Locales frente al Cambio Climático

Panamá albergó Encuentro de Gobiernos Locales frente al Cambio Climático

La Comisión Binacional de la Cuenca del Río Sixaola se abre camino hacia su sos…

La CBCRS reúne a actores de la cuenca del Río Sixaola para propiciar la coordin…