The project references and aligns with the relevant legal framework making it easier to influence and persuade current and prospective clients. The existence of a County legal framework on waste governance is critical for the success of the project.
The National Solid Waste Management Strategy spells out national targets on waste management and is also important for the project.
Existence of a waste governance structure that includes the National Solid Waste Management Strategy and the National Sustainable Waste Management Bill, 2019. They are important enablers of the implementation of waste management project by helping regularise and organize all actors within the waste value chain.
The role of government in waste management is critical and manifests through policies and bills which have proven to be the blue print and reference point for actors in the sector.
There is, however, the challenge of policy overlaps which can result in hefty charges and taxes within the waste sector.
Constitution of a financial mechanism for the private sector investment in coral reef conservation and restoration
Along with the stakeholders involved in the partnership, a well structured financial mechanism was established. In order to achieve this, a legal analysis was performed, looking into existing payment for ecosystem services schemes in the DR and in other countries (eg. Costa Rica). After that, an initial structure for the mechanism was proposed and discussed in several workshops with the partnership members and representatives of other relevant institutions. Finally, a concerted version of the structure for the mechanism was implemented.
Private sector involvement
Willingness of every stakeholder to be part of this
One organization leading the whole process, in this case CDRC, working closely to the Ministry of Environment
Several income options (diversification of the income alternatives)
Learning form previous national and regional experiences
A financial mechanism is key to assure the sustainability of this kind of initiatives.
Getting to know and understand successful experiences in other countries can help build a local case.
There is no "recipe" that can be follwed to create a financial mechanism for biodiversity conservation. Experiencies can be taken into account, but the mechanism must be made "ad hoc" for each place, considering local characteristics and conditions.
Construction of a private-public agreeement and a tool for the evaluation of coral reef nurseries
There was a need to collaborate between stakeholders and secure the resources to carry out specific field activities like the monitoring and evaluation of coral reef nurseries, which cannot be carried out solely by the public or the private sector indenpendently. In the DR, an agreement between the CDRC (Dominican Coastal Restoration Consortium) and the Ministry of Environment was signed so that the CDRC could lead the monitoring and evaluation of every coral nursery in the country, with the technical support of the Ministry.
In order to carry out the monitoring and evaluation of coral nurseries, the CDRC created a specific manual.
Willingness of public and private institutions to work toghether.
A shared objective for both institutions.
The need of monitoring and evaluation of nurseries all along the country.
Technical and scientific knowledge and expertise.
Involvement of public institutions in processes carried out by private sector or NGOs is key to achieve goals and have access to projects, in this case nurseries, in every part of the country.
A good explanation, including field activities, for government officials and decision makers is key to achieve engagement.
A good suggestion would be to try to keep things simple. An agreement like this one should be easy to understand and focused on one specific subject.
There is a growing consensus about the need for and possibility of directing research and innovation efforts towards achieving conservation using eco-friendly technologies.
The Institute uses technology for development mainly for facilitating key processes in the communities and addressing climate change. However, there is consultation with the communities and indigenous peoples, as they are the ones who have the last word when implementing these projects.
Alliances with companies and/or organizations that provide technology.
Feedback from those who choose to implement the technology for an ongoing improvement process.
With respect to the other pillars, consultation with communities is essential to obtaining and using technologies.
The Mamirauá Institute provides scientific knowledge inputs to local communities and this is relayed to communities and indigenous peoples, applying Conservation Area governance processes.
This knowledge arises from 4 lines of action:
Environmental education
Environmental protection
Strengthening the community
Communication within the community
The production of knowledge seeks to create medium and long-term solutions.
Respect and dialogue: The knowledge generated is given to the communities but not imposed on them. They are the ones who decide whether the proposed strategies are implemented.
Each community and group is different and one should never assume that what works for one community will work for the neighbouring community. (These are not replicable models.)
Contexts, leadership and ways of working vary. If these differences are not taken into account, conservation processes become complicated and even impossible to develop.
