Participating in the IUCN Shared Resources, Joint Programme's capacity-building for civil society on business engagement helped the NGOs increase their chances of success, but also to connect with other NGOs at the event. The training included advocacy, building trust with the company, designing a good business engagement approach and engaging with a company in a convivial way while staying true to principles. Through this training, IUCN provided their existing contact with a key person in the company to the implementing NGOs, which further reinforced their engagement.
SRJS sought to create a learning space that gathered civil society to share knowledge for increased business engagement impact, while considering their contexts and needs. Beninese NGOs involved in the training were also willing to know more about how to effectively influence business, as well as sharing expertise with other NGOs in their landscape.
- It is necessary to design an appropriate business engagement strategy because one type of strategy does not fit all situations.
-It is important for an NGO to approach a business in a convivial way while holding on to its positions.
-Trust-building between business and CSOs is paramount to achieving sustainability goals.
-NGOs must work together and learn from each other to increase impact.
Existing biodiversity consideration and an in-company champion.
Mono river in Grand-Popo, Benin
Sampo Kiviniemi
Heidelberg already had a biodiversity policy and were organising a reward initiative related to biodiversity. This meant that there was already a good foundation to build on, and someone to advocate strongly for it within the company.
For a company to be aware of sustainability and biodiversity factors , it can depend on the presence of a conscientious employee or manager, the response to legal, financial or social pressures, or willingness over the years to discuss with civil society.
It was necessary for the NGOs to study the company and assess how far the company was in terms of environmental awareness, and knowing where and how to make the most impact.
The government of Bangladesh manages its artisanal hilsa fishery through a number of different regulatory measures, most of which focus on protecting juvenile fish:
Hilsa fishing is banned throughout the country during the perceived peak breeding season (22 days in October), with the aim of minimising disturbance to spawning and recruitment. Enforcement is focused on areas known to be important spawning grounds.
There is an eight-month nationwide ban on capture, possession, selling and transport of juvenile hilsa (fry less than 25 cm long) between November and July to maximise recruitment of juveniles to the fishery. Enforcement is focused on 7,000 square kilometres of coastal, estuarine and riverine areas.
There is a year-round ban on use and production of monofilament gillnets, again for the protection of juvenile hilsa.
Six hilsa sanctuaries have been designated to protect major hilsa nursery grounds. These sanctuaries range from 20-100 km sections of river. All fishing is banned for at least 2 months in these areas during their peak periods of juvenile presence.
A ‘mobile court’ team operates at the subdistrict level to enforce these regulations, with support from the police and other agencies.
Effective monitoring and enforcement of fisheries regulations relies on human, physical and financial resources, but these are limited in Bangladesh. In lieu of proper monitoring and enforcement, the provision of compensation enables and incentivises fishers to comply with these regulations by offsetting or reducing the socioeconomic cost.
The regulations must be grounded in robust ecological and biological research if they are to have a positive impact on hilsa stocks. The geographical placement and seasonal timings of regulations designed to protect hilsa have been adapted over time in response to new scientific evidence.
FFS have been proven to have successful outcomes all over the world. They bring together aspects of agroecology, adult learning methods and community development and are widely adapted by NGOs, governments and international agencies. Overall there are some aspects that need to be considered to have successful outcomes:
Gradual learning process: Changing processes and mindsets needs time and enough space within the workshops. Problems occur in real time and good solutions need to be practiced. This gives everyone the experience of positive outcomes and advantages in changing their perspective. Seeing something new work with success usually starts an open thought process.
Farmers need to take the lead and define the programme.
The learning process should be done in a structured and practical oriented process with regular meetings.
Trainers need to facilitate rather than teach: Adult education needs to be considered by heart and supported by facilitators.
Group processes need to be established. Therefore, training should focus on:
Practical group work with exercises in the field
Critical and analytical skills
Planning skills
Evaluation and feedback skills
Situational and locally adapted approach during workshops.
Fitting training fields need to be available.
Strong facilitators who need to support adult education in a participate manner by heart. Giving additional training can support a positive outcome.
Committed and open-minded participants.
Facilitator must not only be technically well-trained, but also be convinced of the methods presented.
It is important to keep the attendance of the same farmers high during the whole duration of the workshops. This supports the gradual learning process and acceptance.
Facilitators/technicians need to be involved in the learning process and discuss this with the group.
Training in adult education for facilitators supports the learning process.
Selecting group leaders from within the participants helps to facilitate workshops. It is helpful to involve them at a high level.
Training must take place on the field. Flexible scheduling ensures that training can be offered even when weather conditions change.
Giving small incentives or "goodies" that support the work (e.g. canning jar) support overall acceptance of FFS and new approaches.
Exchange visit of farmers living in the same region, but different villages
Deutsche Welthungerhilfe e.V.
Exchange visit of farmers from Ayni to Rasht district, Tajikistan
Deutsche Welthungerhilfe e.V.
Cross side visit between two regions in Tajikistan
Deutsche Welthungerhilfe e.V.
Often more than one FFS is held during an implementation process. It is likely that groups develop slightly different approaches to tackle similar challenges or that groups choose different methods that are practiced at the training fields. Exchange visits offer the possibility to widen the experiences and solutions that are shared.
During exchange visits farmers from one field school visit another group of farmers that is held in a different region. Everyone is able to learn from a different experience and the outcomes of another group. This way good practices and success stories can be shared, and each group gets new input in a bottom up approach.
FFS need to be implemented in more than one region.
Group travel needs to be feasible.
The transfer of knowledge can be expanded at a participatory level.
Interregional knowledge exchange can be fostered.
New solutions and best practices can be introduced to FFS.
Experience between facilitators and partners is improved.
Farmers are more open towards new approaches if they see who else is implementing new methods and that the same approaches are implemented in different regions. If well planned, inspiring role models can be met.
Exchange of seeds/seedlings is easily done during exchange visits.
