Subnational | PANORAMA

Conservation fund

Trap cammera

CICLOVIAJEROS EC

Tapirus pinchaque

CICLOVIAJEROS EC

Tapirus pinchaque

CICLOVIAJEROS EC

As a strategy of connection and contribution of the citizenship, because in the first edition (2013) We were able to finance all expenses, a conservation fund was generated from the collection of the cost of the registration of the event, the fund was delivered to the Promoter Group CPY and it was invested in conservation actions and sustainable use of the territory, with the fund was bought trap cameras for monitoring biodiversity.
This proposal was not sustainable for following editions, due to the considerable increase of the participation and the associated costs, currently we use the fee of the registrations to complete the event financing.

Have an emblematic conservation project in the region.
Having achieved the total financing of the initiative in its first year.
To have a permanent governance space (Cooperation System and CPY promoter group)

It is necessary to devote greater effort to the raising of economic resources to maintain the conservation fund.
To allocate the money raised in local projects, helps to strengthen the relationship between the promoter group and the community.
Having an external institution that helps finance 100% of the event, allows the creation of the conservation fund.

Monitoring

Documentation and dissemination of results

Biodiversity Monitoring

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.

South America

Trust - key to the success of co-management between the State and Native Communities in the Amarakaeri Communal Reserve (RCA)

Sandra

Isola

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

Innovating the co-management model with native communities

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

Promoción de la diversificación y de la seguridad alimentaria

Uno de los beneficios esperados de la rehabilitación del micro-relieve y de los flujos hídricos del manglar es el mejorar las condiciones para la pesca local de escama y de crustáceos, que son soporte de la economía local. También, el manglar saludable, durante la época de floración, soporta las actividades apícolas para la elaboración de miel de mangle. Aunado a ello, se buscó promover la diversificación de fuentes de ingreso y de fuentes de alimentación mediante la reforestación de zonas riparias utilizando árboles frutales y otras especies de importancia económica local. Las mujeres de las comunidades fueron quienes llevaron a cabo las actividades de cuidado de plántulas y siembra.

Contar con conocimiento de la zona y de las necesidades locales para saber cómo apoyar los modos de vida;

Contar con viveros para el desarrollo de plantas de importancia económica y alimenticia;

Capacitación de los grupos de mujeres para cuidar y mantener el vivero, así como para la siembra.

Interpretando las normas y regulaciones de una manera flexible permite a la comunidad adoptar una gama de actividades productivas secundarias basadas en el uso sostenible de los ecosistemas de manglar. Estas actividades productivas secundarias pueden actuar como amortiguadores, capacidad de adaptación, para estas comunidades cuando las amenazas climáticas afectan a las pesquerías. Esto también ha llevado a una reducción del conflicto y una mayor apreciación por parte de las comunidades del valor de los ecosistemas en los que viven.

Infraestructura para combinar la ganadería con el mantenimiento de los flujos hídricos

“Sin un buen flujo hídrico, ningún sistema de manglar puede sostenerse”. De ahí la importancia de, no sólo abrir canales para restituir los flujos hídricos, sino también de mantener la viva la dinámica de dichos flujos en el largo plazo. Una de las actividades que más afecta a los humedales es la ganadería. Los ganaderos, buscando proporcionar terreno firme a sus vacas, tapan los canales y azolvan los cuerpos de agua. En las zonas restauradas por el proyecto, aun aquellas con bajo esquemas de protección, la ganadería les afecta directa o indirectamente. Una manera de reducir este impacto fue el combinar los intereses productivos de los múltiples ganaderos de la zona, con la protección de los flujos hídricos, mediante la construcción tres puentes elevados en pilotes para el paso de ganado en sitios estratégicos. También, se establecieron “cercas vivas” alrededor de las zonas de reforestación para mantener en resguardo a dicha zona. Para estas cercas se usaron plantas y árboles de utilidad económica para beneficios de las comunidades

Recursos suficientes para el desarrollo de las actividades innovoras;

Contar con el apoyo de las comunidades para crear convenios y respetar las áreas restauradas;

Sensibilización sobre la importancia de mantener el flujo hidrológico mientras se continúa criando ganado en el área rehabilitada;

Contar con productores locales amigables con la innovación que estén dispuestos a ser los primeros en modificar sus prácticas;

Abrir y mantener canales dentro del sistema de manglares para facilitar los flujos naturales entre las fuentes de sal y agua dulce es un componente clave para reducir los problemas de salinización, así como para asegurar que se mantenga un manglar saludable; La conservación y los medios de vida son dos caras de la misma moneda. En los ecosistemas en donde viven las comunidades, no es posible tener uno sin el otro; Es mejor ser realista y tener en mente que las actividades productivas no van a desaparecer de la zona, Así que es mejor buscar combinar las actividades de impacto como la ganadería con las actividades de restauración y de mantenimiento de los flujos hidrológicos. Ser flexible puede traer muchos más beneficios.

Atrayendo tierras privadas y comunitarias a un manejo sostenible

Aprovechando fondos del proyecto, y la existencia de dos esquemas gubernamentales de apoyo al manejo sustentable y protección: i) las Áreas de Protección Privada (APC), y ii) las Unidades de Manejo Ambiental (UMA). Las APC representan, en Veracruz, un esquema de conservación voluntaria, en el que la población se suma a los esfuerzos de la parte estatal, contribuyendo con ello a fortalecer los espacios naturales protegidos de la entidad. En la APC “El Pajaro”, INECC junto con las organizaciones de base local iniciaron una serie de acciones de manejo de 25 ha de manglares. La estrategia involucró trabajo participativo con la gente de las comunidades para incrementar la conciencia sobre lo que significa tener un manglar saludable, y continuó con acciones de capacitación para el manejo de este.

Los planes de manejo para la UMA del ecosistema de manglar propiedad del ejido el Tarachi, incluyeron la provisión de equipamiento e infraestructura, y capacitación para realizar las siguientes actividades: i) elementos para la reforestación con especies nativas; ii) un protocolo de conservación y estándares para ser seguidos por las comunidades locales; iii) orientación sobre actividades económicas que podrían desarrollarse sin afectar el ecosistema, entre otros.

Contar con recursos económicos y humanos para poder emplear a las comunidades locales para llevar a cabo el trabajo de rehabilitación;

Contar con el apoyo de la comunidad para mantener las mejoras que se han logrado en el humedal;

Contar con la evidencia suficente para demostrar a las comunidades que el trabajo colectivo realizado en la APC y la UMA, traería beneficios más amplios para las zonas y actividades colindantes a dichas unidades de manejo.

Las APC necesitan consolidarse y proporcionar mayores beneficios a los dueños de la tierra que se suman voluntariamente. Las actividades del proyecto pueden sentar un buen precedente ante el estado para fortalecer estos esquemas de manejo;

Las APC pueden funcionar como espacios de experimentación de buenas practicas, pero se necesita involucrar tanto a la comunidad como a las autoridades locales en su protección y uso sustentable;

Es esencial una buena gestión de la red de ONG y la presencia permanente a largo plazo de los trabajadores de campo necesarios para el desarrollo de la capacidad;