Establish Management Systems and Technical Procedures

1.Establishment of Nanshan National Park Patrol Technical Regulations: The guidelines have clarified the purposes, types, procedures, and documentation requirements for patrols. Standards for establishing patrol teams and planning patrol schedules and routes have been defined. Key plots, rare tree species, and endangered animals within the national park are under focused conservation, with any issues being reported promptly. Additionally, the regulations help in disseminating forestry policies and regulations, enhancing the community's awareness and participation in resource protection.   2. Issuance of the "Nanshan National Park Key Protected Terrestrial Wild Animals Damage Compensation Regulations": This policy specifies the circumstances, eligible compensation recipients, compensation authorities, and procedures. It provides necessary legal support and enforcement for citizens, legal persons, or other organizations that suffer losses due to the infringement of key protected terrestrial wild animals within the national park.

  1. Management Support: The administrators recognize the necessity of this work and have organized professional technical staff to develop technical procedures and management systems based on the actual situation of Nanshan National Park. These have been published after several discussions and studies within the management bureau. 2.Technical Support from the Administration: The management bureau has established a department responsible for patrol work and employs professional technical workers to guide and supervise the effective implementation of technical management systems and procedures. There are multiple conservation stations within the national park's boundaries, and several local patrol officers who are familiar with the terrain and knowledgeable about wildlife protection have been hired. 3.Adequate Funding: The management bureau and local government provide funding and subsidies for the patrol work, ensuring that the patrol teams have sufficient financial support.
Establish a Monitoring System

Implement a "sky-ground-air" three-dimensional patrol system, utilizing high-tech and information technology to enhance the intelligent capability of animal monitoring, improve patrol efficiency, and effectively address issues such as wildlife hazards faced by manual patrols.

  1. Sufficient financial budget: An investment of 70 million yuan has been allocated for the construction of the Smart Management System Platform and the Nanshan National Park Perception System Platform.
  2. Management support: The management believes this initiative to be essential, having conducted multiple internal discussions and research within the administration bureau, and has entrusted relevant technical units with the development of the system.
  3. Included in the annual work plan: The task has been incorporated into the management bureau's annual work plan, with a dedicated department responsibly advancing the work in an orderly manner.
Farmer-led irrigation development plans

The intention is to ensure access and availability of water for farmers and for domestic use and irrigation purposes for pastoralists in the community. Farm-led irrigation will help farmers be able to carry out year round agricultural activity, which will contribute to increased food production as well as improving livelihoods.

 

  • Capacity building of farmers to support in their ability to develop irrigation plans 
  • Formation of Community Interest Groups and sensitization  
  • Provision of solar powered panels, drilling of boreholes and water tanks to better store their water 
  • Due to issues relating to competition of declining natural resources between farmers and herders. Farmer led irrigation can enable farmers to stay within their locations and land and reduce herders movement and therefore reduce the likelihood of natural resource based conflicts and can act as a mechanism to improve peacebuilding opportunities between farmers and herders.
  • Improved standard of living in relation to community health as there is a improvement in their access to clean water provisions.
Institutional strengthening & sustainability

The ACReSAL project collaborates with three key ministries: Environment, Agriculture, and Water Resources. It operates across multiple institutional levels, including state, national, local, and community levels. This approach ensures that project implementers at all ministerial levels have their capacities strengthened, thereby sustaining the project's investments and efficient landscapes management.

  • Effective collaboration across the three Ministries and the Institutions that are implementing the project through regular stakeholder engagements.
  • Technical support from the World Bank, the team provide support across project activities and ensure impactful project implementation.

The synergy between the Ministries and institutions is key to producing results, because for impactful results for the project it is key that all Ministries must work closely together. The synergy has provided more innovative and collaborative ideas for effective project delivery.

Sustainable Agriculture and Landscapes Management

The integration of sustainable agriculture and landscape management practices in land restoration efforts is crucial in conserving soil and water, promoting biodiversity, and mitigating climate change. This approach also improves livelihoods, enhances ecosystem services, and builds resilience. To achieve this, we conducted thorough assessments, engaged local farmers and other stakeholders, developed context-specific plans, provided training, monitored progress, and foster policy support. This ensures a holistic and sustainable restoration of degraded lands, benefiting both people and the environment, including water resources. It's important for the community to collaborate, contribute, and learn effective environmental management approaches to ensure the project's long-term sustainability and unsustainable agricultural practices.

 

  • Prioritizing alternative livelihood options in land restoration.
  • Sensitizing the community to environmental issues and methods to prevent land degradation.
  • Integrating climate smart agriculture in soil restoration.
  • Community Ownership and government support.
  • Emphasizing the importance of community participation to identify their top priority issues.
  • Raising community awareness of all interventions, including gully restoration and reforestation, through comprehensive awareness campaigns.
  • Establishing an interim engagement point, such as collaborating with traditional leaders, to secure community support
Social and environmental safeguards

A reference framework for the implementation of Social and Environmental Safeguards was implemented, based on the World Bank's operational policies, as well as on the national and international legal and regulatory framework on safeguards. Safeguards are defined as those actions taken to ensure that the environmental and social impacts derived from productive activities can be identified and mitigated through the implementation of good practices. These were designed as a risk mitigation management system, but also to increase the positive impacts of the subprojects implemented. The development of a framework for the implementation of the Safeguards component ensured that this component operated transversally in all actions and stages of the project. This promoted the implementation of specific strategies and actions at the subproject implementer level, under the principles and standards established for achieving social and environmental objectives. As part of the implementation of safeguards for the MDE Mexico Project, Environmental Management Plans (EMP) were designed to identify the mitigation measures that each subproject had to implement to avoid or mitigate possible negative social and environmental impacts associated with its productive activity, thereby enhancing the benefits of each initiative. Its construction was carried out in a participatory manner, together with the selected beneficiaries, as part of the process for the integration of technical proposals and planning documents for each subproject.

  1. Construction of EMPs to ensure compliance with the regulations applicable to each of the productive activities supported and to encourage the adoption of good social and environmental practices.
  2. Construction of a tool for the automatic generation of a desktop PMA and piloting: consultation process, feedback and validation of the instrument (participatory construction of the tool and appropriation of beneficiaries).
  3. Integration of mitigation measures (established in the EMPs) into the Annual Operational Programs to ensure their integration into the activities implemented.
  4. Mainstreaming of safeguards at different stages of the project.
  5. Design of an exclusive support window to facilitate the participation of women, young people and people without agrarian rights recognized in the call for proposals (Social Inclusion Window), in which the processes and requirements for submitting applications were simplified and a differentiated dissemination was made for women and young people, facilitating their access and increasing their participation.
  6. During the beneficiary evaluation and selection process, environmental and social criteria were included to ensure compliance with the legal framework applicable to each productive activity, as well as to encourage the implementation of good practices.
  7. Design of brochures on safe practices to strengthen the culture of occupational risk prevention within the subprojects.
  8. Creation of a mechanism for receiving and attending to requests for information and complaints to ensure that all requests for information and complaints related to the MDE Mexico and its implementation were registered and attended to in a timely manner (telephone number, e-mail, request or complaint form, information request form, etc.).
  1. The generation of a reference framework for the implementation of safeguards in the MDE Project ensured compliance with environmental and social regulations, as well as the mitigation of potential impacts that could result from the implementation of productive activities supported by the MDE at different levels. It also ensured the mainstreaming of actions at different levels of project implementation and beneficiaries.
  2. The creation of an automated tool for the preparation of the EMPs streamlined the process for their participatory construction and improvement, within the framework of each subproject.
  3. The process of participatory construction of the EMPs allowed the subproject implementers to identify the potential risks and impacts of their productive activities and ensured the appropriation of a planning instrument that ensured the application of good social and environmental practices, maximizing the benefits of each subproject.
  4. The mainstreaming of safeguards in all components and activities of the MDE Mexico Project implied the development of specific strategies and actions both at the Project and subproject levels under the principles, norms and procedures established for the achievement of social and environmental objectives.
  5. Affirmative actions facilitated the participation of working groups made up of women and young people.
  6. Linking the PMA instrument with the subproject monitoring system facilitated follow-up, evaluation and reporting on compliance with mitigation measures by the implementers and made it easier for the National Executing Agency (Rainforest Alliance Mexico) to review, validate and record compliance with safeguards at the project level.
Participatory monitoring and evaluation for the management of community production projects

MDE Mexico designed a Monitoring and Evaluation System to measure its performance at different levels, which allowed reporting its results and lessons learned. This system was based on documentary evidence of the activities carried out during the implementation of the initiative, as well as on the information reported by project beneficiaries and the operation of the Information and Complaint Request System, linked to compliance with the project's safeguards. In this sense, the creation of mechanisms and tools to obtain first-hand information from the beneficiaries, under participatory and inclusive processes, was fundamental for its operation, for which the Subproject Monitoring and Participatory Evaluation System (SiMyEPS) was designed and implemented. This system brought together a set of principles, processes and participatory tools, so that the beneficiary groups themselves could measure their performance by monitoring, analyzing and reporting progress in the fulfillment of their activities and results. By documenting in this way the fulfillment of activities and objectives, the beneficiaries obtained relevant information to strengthen decision-making in their productive projects, improve their management and contribute to transparency.

  1. Design of a Monitoring and Evaluation System to measure performance at different levels, which allowed reporting results and lessons learned to the different levels of project governance.
  2. Capacity building for system implementation, technical support, follow-up and training for beneficiaries (user manual).
  3. Ongoing accompaniment and advice to the working groups to support monitoring tasks.
  4. Information reported by project beneficiaries.
  5. Designation of a monitoring focal point within each group, whose responsibility was to coordinate monitoring activities within their organization.
  6. The strengthening of coordination mechanisms between facilitators to provide advice and follow-up in the field was key to simplifying the process of integrating technical reports, ensuring the quality of information and integrating evidence.
  7. Development of an adaptation strategy for implementing SiMyEPS remotely and under the implementation conditions of the groups.
  8. Generation of resources and didactic materials for the development of training activities, as well as the execution of participatory monitoring activities with a culturally appropriate language.
  9. Design of dynamics to facilitate the development of the implementation stages of participatory monitoring by facilitators and group members.
  10. Coordination between facilitators at the local level and the Monitoring Focal Point to ensure the correct implementation of the SiMyEPS, which facilitated the integration of technical reports and the systematization of evidence, which is the base information that feeds the result indicators of the MDE Mexico project.
  11. Design of a mechanism to facilitate the process of participatory construction of technical proposals remotely to prevent the COVID-19 pandemic from limiting capacity building and to encourage the adoption and implementation of participatory monitoring by the beneficiaries of the Social Inclusion Window. These mechanisms included the adaptation of instruments to record progress in the completion of activities and the design of didactic resources for remote capacity building (explanatory guides, instructions and video tutorials).

  1. Participatory monitoring requires the adoption of tools to document and report on the fulfillment of activities and results in the implementation of a productive activity by local communities, using concrete evidence to contribute to the transparency and accountability of the financed projects.
  2. Documenting the fulfillment of activities and objectives provides relevant information to strengthen decision-making in productive projects and improve their management and performance.
  3. The development and strengthening of capacities for the participatory monitoring and evaluation of productive projects provides beneficiaries with the knowledge and tools for monitoring and reporting progress, as well as the achievement of goals, which will make it easier for them to carry out this activity in future projects financed by national or international donors.
  4. The continuous improvement and adaptations of the participatory monitoring system facilitated the adequate design of processes and tools based on the needs of the beneficiaries, achieving a better adoption of monitoring activities from their own experience.
  5. Technological and digital tools were innovative for documenting and evidencing progress remotely in pandemic contexts; however, direct follow-up and attention in the field was key to reinforcing beneficiaries' trust in the project and addressing specific challenges by improving the understanding and adoption of processes and tools.
Gender and social inclusion strategy to reduce gaps in financing community productive projects

In Mexico, there are barriers that hinder access to sources of financing for productive projects led by women and young people in the rural context, particularly those associated with land tenure and access to positions of participation, community and technical leadership. In addition, lack of access to training opportunities, limited experience, as well as technological and communication limitations, represent a major obstacle for these groups, not to mention the cultural aspects that are often incompatible with their involvement in community economic life. In this context, MDE Mexico addressed the social inclusion approach in a cross-cutting manner, through actions that favored the participation of women, youth and people without recognized agrarian rights or residents. The design of the Social Inclusion Window (VIS) made it possible to define specific financing strategies to facilitate the participation of these people and their inclusion in community development. These strategies resulted in an increase in the participation of women and young people in the identification and implementation of productive activities in forest territories.

  1. Design of a call for proposals aimed at women and young people in rural areas with broadcasting on community radio stations to reach remote communities.
  2. Technical support to inexperienced groups for the construction of proposals and during implementation.
  3. Participatory construction of proposals for the appropriation of the projects from the beginning.
  4. Implementation of affirmative actions to favor the participation of women in activities and training.
  5. Agreement of local authorities for the execution of the productive activity.
  1. The design of a support mechanism aimed at women, young people and residents made it possible to develop specific strategies for disseminating the call for proposals, technical support and capacity building. This prevented the traditional requirements for accessing financing opportunities from being a constraint for the working groups.
  2. The division of the VIS call for proposals into two stages facilitated the participation of groups with no experience in implementing productive projects, allowing the participatory construction of a solid technical proposal, based on an initial idea, and the appropriation of the projects from the beginning.
  3. The participatory construction of technical proposals gave a voice to women who had not participated in similar processes, which increased their leadership and facilitated their influence in decision-making spaces.
  4. Community validation for the development of the productive activity favored the generation of agreements in the community to ensure the viability of the VIS productive projects.
Implementation and Monitoring, Evaluation & Learning

Effective policy lobbying and advocacy must address the implementation of both existing and newly finalized policies to ensure they meet their intended goals. This involves continuous monitoring to track progress and assess the effectiveness of policy implementation. All partners involved in a program or policy must participate in this ongoing process to ensure alignment with objectives and adapt strategies as needed.

  • Regularly assess and compare the goals and objectives to evaluate progress and identify gaps. Research and analysis support this comparative review
  • Working through coalitions enhances policy advocacy efforts by uniting diverse voices, amplifying impact, and strengthening influence
  • Policy implementation is a lengthy process involving diverse stakeholders with varying priorities. Patience and persistence are crucial
  • Initially, we overlooked sectors like tourism that have significant stakes in natural resource management. Including all relevant sectors can reveal important interests and enhance advocacy
  • Engaging a wide range of stakeholders is essential. Excluding key players can hinder progress and make achieving objectives more challenging
Capacity building and awareness creation

The natural resource sector in Kenya is governed by a complex web of laws and policies that directly impact community lifestyles and livelihoods. However, many community members lack knowledge of these laws, leading to confusion, especially when different government departments enforce contradictory regulations. 

NACOFA has taken on the responsibility of informing and educating communities about the relevant laws that affect them. By doing so, NACOFA helps protect communities from unwarranted actions by government officers. An example is the development and implementation of Participatory Forest Management Plans (PFMPs) and Forest Management Agreements (FMAs). Despite these agreements being signed between KFS and various CFAs, there are instances where KFS fails to honor the commitments, making community awareness critical for accountability.

  • CFAs trust NACOFA, and the strong relationships NACOFA has with KFS and the Ministry are crucial
  • Strong connections with civil society organizations help build broader relationships and ensure grassroots support for policy advocacy
  • Empowering communities to lead the policy process from a bottom-up approach is essential, ensuring continued pressure at the local level
  • Capacity building and awareness creation are continuous as new strategies emerge, new officers assume roles, and leadership changes occur within community groups like CFAs
  • When communities understand the benefits of the issues, they are more likely to support and engage in policy advocacy
  • Policy advocacy is long-term, requiring flexibility to adapt goals in response to changing government priorities while keeping the community's interests at the forefront
  • Successful advocacy requires engaging with the political climate effectively, with proper timing being crucial
  • Advocacy is time-consuming and expensive, needing significant financial support, expertise, and champions to push the agenda at all levels
  • The organization must foster trust among all stakeholders to achieve positive outcomes