Farmers will learn to adopt advanced Forest Garden planting and care, integrated pest management, and conservation techniques that optimize and ensure the long-term health, productivity, and profitability of their land.

Farmers diversify the products they grow in their Forest Gardens. During this phase, farmers plant higher-value vegetables, fruit, nut, and timber trees. They also learn increasingly advanced skills and techniques that will help them manage their Forest Gardens more effectively and sustainably, such as fruit tree grafting, advanced composting, and marketing of crops.

This block consists of providing farmers with the skills and resources needed to protect their Forest Garden sites. Farmers achieve this by planting green walls – an enhanced version of a living fence that TREES has developed – around the perimeters of their sites. They then plant fast-growing fertilizer trees throughout their sites, often in alleys among their crops, to further stabilize their soils and enhance land fertility. We decide which species to grow based on which species adapt best to the agro-ecological zones where we work. We consult with the farmers themselves on what they want to grow, eat, and sell and our technicians advise farmers on the best way to plant and plant, iterating year-on-year changes that may enhance their garden, sales, and production. For example in drier climates like Senegal and Singida, Tanzania, we train farmers on growing various acacia species, which do not require much rain. We also promote nitrogen-fixing trees and crops, such as gliricidia species, acacia species, pigeon peas, and fruit trees that have a shorter maturing period (3-5) years. We also grow species based on what is culturally popular, nutritious, and marketable, like bananas, a staple food in Uganda.

We hire project staff and meet with relevant stakeholders (government representatives, community leaders, and potential local and international partners/donors) to solicit their support and formalize each new FG project. With the help of stakeholders we identify interested farmer groups, lead farmers, and participants, and host orientation workshops prior to pursuing training and extension activities. We contact farmers by working with local government and community leaders and using rural radio to promote TREES and the FGA. This process takes 1-2 months as we vet farmers to ensure that they are truly willing to participate in the program. We prepare our Monitoring and Evaluation process which consistently collects data over the 4-year period. The M&E process consists of collecting information on our farmers through a baseline survey before they start the program, on metrics such as household dietary diversity and food insecurity and resilience (based off of USAID indices), along with measurements of the species diversity, and the number of trees per hectare on FG land.  Lastly, we look into the number of food crops and marketable products our farmers grow. This information is followed up with an annual sample survey of farmers to see how these metrics change over the 4-year FGA.

Engaging the private sector in support of the Collective Statement of Intent required a solid understanding of company risks (reputation, market, operational, legal) associated with sourcing coffee linked to deforestation. This required an understanding of existing private sector sustainability efforts and their challenges in order to identify innovative solutions. There is limited demand for traceable and certified coffee, and companies recognize that completing full ‘to source’ traceability assessments for individual supply chains is prohibitively expensive. Using a collective responsibility approach, as established by the 'Collective Statement of Intent', committed companies can work collaboratively and with other stakeholders to pool resources. This represents a cost-effective way for companies to reduce both their operational costs and reputational risk, while effectively and proactively tackling deforestation and supporting biodiversity conservation in BBSNP.

The city applied a variety of capital improvement projects and urban operation schemes for city core revitalization. A centerpiece of the revitalization package is the development of Grand Plaza – a major social open space equipped with audio-visual amenities for various events and covered by a high-ceiling glass roof under all-weather conditions, in particular to deal with Toyama’s heavy snowfall climate. The city also established a 24-hour bicycle-sharing system by placing 17 bike stations with a private operator in the city core district. A central marketplace and local community facilities were constructed through the unique redevelopment schemes and incentive arrangement.

The city designated 436 hectares for an urban core district, 19 public transit corridors (including both light rail transit and bus lines), and 3,489 hectares for residential promotion areas along the corridors, for which special subsidies became available for qualified home builders, new housing owners, and multi-family apartment residents. Consequently, the number of new residential properties along the promoted transit lines increased 1.32 times for the period of 2004 to 2009.

The city introduced Japan’s first light rail transit (LRT), called PORTRAM, by utilizing the former JR Toyama-port line’s right of way accompanied by the extension of bullet train services to Toyama Station. The PORTRAM system with barrier-free stations and low-floor vehicles over the operation length of 7.6 km can smoothly carry elderly and disabled passengers to a variety of city destinations and bring wider environmental benefits, such as reduction in noise, air pollution, and CO2 emissions, to the whole city. Importantly, innovative project finance schemes were applied to split the roles of railway construction and system operation between public and private partners for the Toyama LRT. The public sector covers all the construction cost of the LRT system, including vehicles, railways, and depots, and the maintenance cost of these facilities, whereas the transit operator founded by several local governments and private companies recovers operation costs from fare revenues. The city filled the capital funding gap by arranging the national government’s road improvement programs and contributions from transit companies and by saving land acquisition costs with the former JR railway’s right of way.

The communication strategy to disseminate the importance and actions of the CPY must be inclusive and innovative, through the creation of a brand and key messages to transmit each year to cyclists, participants should easily identify the main objective of the initiative.
In this sense, we create advertising products such as: press conference, advertising, infographics, maps, posters, jersey, buff, medals that are disclosed during the promotion and the development of events through digital platforms and social networks: website, facebook, twitter, etc. .).
Another space to spread the concept of cycling is that during the tour there are strategic stops for hydration, healthy and natural snacks for cyclists; These spaces are used by local governments and communities to promote the products of their agrobiodiversity and bioemprendimientos.
To socialize the concept of sustainability, during the advertising campaign on social networks, it is indicated that the food will be delivered in sustainable containers (banana leaves) and that the hydration will be delivered in its reusable bottles (plastic bottles should not be used).

Carry out coordination meetings between bicycle groups and CPY connectivity corridor promoter group  to define the budget, the route, the road map, the responsibilities and the message that will be transmitted in the current edition, for example: groups ethnic, spectacled bears - andean bears (Tremarctos Ornatus), mountain tapir (Tapirus pinchaque), water resource or etc.

In a second moment, all the actors meet: environmental authority, private company and aid institutions to agree on logistics, support issues and the contingency plan to ensure the safety of cyclists.

The structure and communication in a government space are key to the success of the event, sometimes it is complicated to handle certain conflicts for institutional leadership and protagonism.