Reforestation activities by Non Governmental Organisations
FORENA alongside Friends of the Environment(FOE) are currently running the 'Restoration and Valorisation of the Citadel of Port Louis' project, under the Tourism Authority, with a team of experts comprised of architects, historians, archaeologists, and ecologists of the Mauritian Wildlife Foundation (MWF), that envisages the historical restoration and valorisation of the Citadel heritage to be used for tourism, education and leisure purposes.
FOE has been active in the organisation of environmentally important conferences and seminars. They have renovated and now assume management of the Martello Tower Museum and, through the Heritage Trust, continue the rehabilitation of cemeteries. Members have been participating on many committees for the environment over the years.
MWF works for the conservation and preservation of the nation's endangered plant and animal species. They collaborate with local and international partners, with the long-term aim of recreating lost ecosystems by saving some of the rarest species from extinction and restoring the native forests.
Proper communication between both teams (FORENA and FOE) since we are both working on the same project but on different assigned areas of Citadel.
The same technique is to be applied for tree planting. If one team has changed their methodology and use a more efficient one, then they pass on the information so that the other team can use the same method.
We share the same gardener but each team has their own equipments.
All the mentioned non-governmental organisations share the same aim which is to be able to have the full re scale restoration at Citadel and to be able to have a proper monitoring of the native forest of Petrin. Forena acts as the link between those organisations and stakeholders to allow continous collaboration for the nature of Mauritius.
There are several techniques which Forena has adopted from Friend of the Environment since they had the expertise of ecologists. For example we have started using gel which allows water and nutrients to be retained around the root base of the plants and also the water bottle technique which allows efficient watering.
There is always a good coordination mechanism between the organisations when there is a case of vandalism or fire outbreak.
Accompanied by private redevelopment projects, the national government decided to restore the old redbrick building of Tokyo Station, initially built in 1912 and damaged by firebombing during World War II. While the symbolic building restoration was expected to have broader social and cultural benefits for the neighboring business districts, its project cost was estimated around JPY50 billion. In order to meet both social and commercial objectives, the site of Tokyo Station was extensively designated as a zone for the special FAR exemption and allowed to transfer the unused FARs from the historic redbrick building to the neighboring lots for new commercial tower developments. The station building restoration, partially financed by the FAR transfer revenues, was successfully completed in 2013 by a railway company, which also developed two 205-meter tall skyscrapers among the towers with extra FARs, and reinvested the increase in land value of the densified grade-A office buildings to cover the railway finance. To improve the district further, the current provision of a multimodal transportation square for regular bus and taxi services plans is to be completed by East Japan Railway Company in partnership with the Tokyo Metropolitan Government in 2017.
Legislative and institutional requirements met to apply bonus FAR schemes
Finance mechanism to cover a vast amount of capital improvement cost through land value capture
Sound approach for land and property value assessment
Private redevelopment projects could meet both commercial and social objectives if market incentives are properly given for public capital improvements. In particular, the exemption and transfers of extra FARs should be designed not merely to increase short-term business profitability but rather to raise public funds for life cycle asset management.
Partnerships for increasing productivity and better financial management
Clearly-defined and mutually agreed relationship between Johor State government through J-Biotech and Universiti Sains Malaysia (USM) in the Giant Clam project. Memoranda of understanding were signed twice during this partnership. The first phase of the Giant Clam Project (1998-2001) and phase two of the programme (2008-2011) has been succesfully carried out.
Partnerships for increasing productivity and better financial management are shown through J-Biotech as Johor states represantative to provide financial, conservation area and manpower, while USM is known to champion mollucs breeding not only in the nation but also in the region.
The success survival of the juvenile of Tridacna Gigas has shown clear success for the juvenile to survive. Now, the juvenile has ready to breed. The next phase is artificial breeding. We are hoping for the chances of producing daughter populations.
1. APEX university
2. Skillful resource persons
3. Sophisticated equipment
Historically, Tridacna gigas is synonym with Johor and USM. Conserving these giants are self explanatory on why we should protect our ocean. Choosing the right partnership wil save up unneccesary expenditure, both sides benefits in talent and human capital development. Both Johor and USM has long history of partnership and USMhas been very comitted to make the project as true sucess in conserving Malaysia's natural heritage. It is put aces in places . By forging strong collaboration with USM, it has prove to be successful for the next phase for Giant Clam conservation project in Malaysia. Johor is the only state in Malaysia, which has long commitment in restocked more than 900 three-year old clams (Tridacna squomosa) into its reefs in 1999, the first conservation effort of such in the country. Johor has been awarded the first island to produce giant clams for conservation by the Malaysian Book of Records.
Scientists, who have been monitoring the area before it was closed, estimate a 500% increase in biomass within the area since the closure. The area, previously covered with sea urchins, is now a thriving biodiversity hotspot with the balance restored. The elders report new species in the MPA that have not been seen in living memory. The coral, previously destroyed by human feet, has recovered quickly and the lagoon area is now known as one of the best snorkelling destinations on the Kenyan coast. Local and international students come and learn in our living marine classroom. Turtles feed on the seagrass beds undisturbed, and the number of nests has increased significantly. The area has returned from being a marine desert to a marine paradise and a critical model globally that shows how a poor community can help conserve nature and benefit from it too. Bigger and better catches outside the MPA has ensured support for the permanent closure.
The MPA could not have gone a head without the belief and forsight of the fisherfolk in the area and the acceptance to beleive that positive change was possible even in difficult circumstances. Local knowledge from the elders ensured a suitable site for the closure was chosen. Scientific research also supported the choice as having the most potential for long term improvement. Regular updates on improvements within the MPA has helped sure up the belief that it is successful as a breeding area.
That nature is resilient and can recover amazingly quickly if left alone to do so. Identifying needs and fostering willingness to embrace change can improve livelihoods. The importance of undertaking an environmental impact assessment on the area, underpinned by research and local knowledge, before the project started has been a critical factor towards the success of the MPA. Constant awareness and updates of the improvement in the MPA need to be communicated back to the community. Analysing the information can be used to put into perspective in the socio-economic impact. The importance of communication of our progress back to the community has been something we have had to improve. When the community understands and sees the benefits from change they are, understandably, more willing to accept it.
The purpose of designing cage to be undertaken is to abate identified threats from predators. Young clams are highly vulnerable to crabs (e.g. Thalamita spp., Demania spp.) that use their chelae to crush the shell valves; wrasses (Halichoeres spp.) feed on the byssus and foot of unanchored clams; and pyramidellid and ranellid snails are parasitic (Alcazar 1986). Tooth marks on the outer shell surfaces are indicative of attacks by grazing reef fish (Stasek 1965). For older clams, potential predators include eagle rays, turtles and large benthivorous fish (Bustard 1972; Govan et al. 1993), but their impact is reduced as the clams grow towards escape size (Adams et al. 1988).This is an explanation of why different cage design have been selected.
Project strategy are as follows:-
1. Collection of baseline and monitoring data and knowledge
2. Number of team and specific tasks
3. Size of cage and mesh
4. Off season monitoring
5. Site selection to transfer adult clam
Lessons learned are listed as followings:-
1.Site selection: Good lesson learned is through the importance of the approval of the local community for conservation activities. They are eyes and hear for J-Biotech's team to report any unusual activities in the conservation area. Some of the villagers voluntary dive to check and collect any clams that been toppled during monsoon.
2. Situations that might happened to clam during to monsoon season: Assumption of strong current need to put under consideration. Upon the third design implementation, we found out that previous design (2nd), 2 cages were toppled and 1 cage shifted in 5 m from original area. Some modifications have been done in strenghtening the achor of the cages, and strong ropes were tight to all four edges of the clam cages.This is to prevent from the cages from lost or shifted or toppled down to deeper area.
Community recognition that action was needed to improve dwindling fish stocks was followed by the identification of various stakeholders to help us achieve our goals. Communication, outreach and awareness building programmes were set up and a visit to a similar project in Tanzania went ahead in 2004, and encouraged the community to use local marine resources sustainably.
A democratic decision to close an agreed lagoon area was agreed. Legal and policy frameworks were put in place, and the first LMMA in Kenya was approved in 2006 under the National Environmental Management Authority. Following this, a collaborative governance model has emerged under Beach Management Units (BMU's), where fishers and government work together towards sustainable fishing and improved livelihoods. In setting up the MPA, we went through various phases; conceptualisation; inception; implementation; monitoring; management and ongoing adaptive management.
The realisation by the community that there was a significant crisis looming and a determination to act for the sake of future generations was a crucial factor in the implementation process. Trust and belief in a positive outcome was paramount. Initial funding for alternative enterprises and support from key partners was necessary for technical and advisory capacities. An area was chosen that had good recovery potential with help from a scientist that had previously been monitoring that part of the coast coupled with local knowledge.
From the outset a clear strategy and management plan devised with maximum participation from community members is critical. Listening to the elders within the community creates an essential link between past and present. Targets and goals need to be achievable and clear timelines need to be set and adhered to keep the support of the community. The entire community needs to benefit from the project, and livelihoods need to improve tangibly in order to maintain support and create a sense of ownership that gives the project longevity. A community welfare aspect should be part of the strategy. Awareness, education and sharing of information need to be maintained, and a willingness to an adaptive management approach is vital. Learning from mistakes, sharing knowledge and creating close alliances with other similar organisations helps the project progress quickly. Creating collaborative partnerships and following clear procedures and legislative guidelines strengthen the structure of any entity. Good governance from the outset with a clear constitution that is followed at all times.
Recruit conservation volunteers using internet campaign
Using modern communication network, Sapu Jerat campaign at Kitabisa.com opens new opportunity for local, national and international communities to get involved volunteering to protect endangered species like sumatran tiger by donating through the Sapu Jerat campaign and getting involved in clearing sumatran tiger traps in the buffer zones and national park areas.
Potential communities to be involved in Sapu Jerat campaign are Tiger Heart Community by Forum Harimau Kita, Sumatran Tiger Project advocacy communities (journalists, communication officers), artists, students, tourists, forest rangers, etc.
Local, national and international communities involvement in Sapu Jerat Campaign should be closely coordinated with national park officials.
The success of involving local, national and international communities to volunteer in Sapu Jerat campaign is owed to the overall good coordination and communication strategy between Sumatran Tiger Project, Forum HarimauKita, and UNDP Indonesia by involving forest rangers of the National Park Authority, the community-based forest rangers, the NGO Partner leading the activity in the respective landscape, and the project coordinating office at the respective landscape.
1. Communication and coordination are keys for a succesfull Sapu Jerat campaign
2. Sapu Jerat campaign increases awareness of the importance of protecting sumatran tiger as the last remaining tiger sub-species in Indonesia.
3. Sapu Jerat campaign provides ideal platform for communities to participate protecting national parks and their wildlife ecosystem.
Crowd Funding Campaign Using Kitabisa.com Platform
Sumatran Tiger Project, Forum HarimauKita and UNDP Indonesia started the campaign in conjunction of Global Tiger Day to bring awareness about Sapu Jerat campaign to local and national audiences.
Sapu Jerat Crowd Funding to Protect Sumatran Tigers used local crowdfunding platform, Kitabisa.com that has enabled us to reach wider supporters (communities, philantropies, artists, influencers) by campaigning in social media. KItabisa.com generates funding online to support campaigns set up by organizations, individuals and communities. Sapu Jerat Crowd Funding to Protect Sumatran Tigers has given an examples for others to set up new campaign in supporting wildlife and biodiversity conservations.
The Sapu Jerat campaign was also promoted using Sumatran Tiger, FHK and UNDP Indonesia social media channels and project's communication networks in four national parks. The networks consist of local journalists who - in coordination with Project Implementation Unit (PIU) in each landscape - continue to report Sumatran Tiger Project's initiatives, .
First, modern communication infrastructures have enabled people in cities and regions to access the campaign. Second, building communication networks that target relevant stakeholders has enabled the campaign to get support and funding needed. By combining modern technology and targetted network, Sapu Jerat crowd funding campaign at Kitabisa.com has been successfully completed and the money will be used to clear tiger traps in national park areas.
1. As part of Sumatran Tiger's communication strategy, the campaign should be strategically connected to communication network to increase the outreach and widens its impacts.
2. This communication network should be encouraged to be involved in the campaign. Different landscape uses different communication network and communication method, thus they should be generated accordingly
3. Coordination is the key to reach the target of the campaign in timely manner. Endorsements or supports from relevant stakeholders can be amplified by the communication network.
4. Modern communication infrastructures by Kitabisa.com has enabled the campaign reaching targetted audiences.
