The development of pro-biodiversity value chains: a complementary and beneficial approach to the conservation strategy of

Protected Areas in West and Central Africa

François Nègre

2

TABLE OF CONTENTS

I. WHY AFRICA .......................................................................................................4

II. WHAT MAN & NATURE DOES .............................................................................5

III. THE GLOBAL APPROACH .....................................................................................6

IV. HOW TO ACHIEVE EFFECTIVE RESULTS………………………………………….………………10

VI. ANNEXES ...........................................................................................................15

3

GLOSSARY OF ACRONYMS USED

CA: Central Africa

CPI: Corruption Perception Index

CREMA: Community Resource Management Area

CSR: Corporate Social Responsibility

CSO: Civil Society Organization

EU: European Union

FMU: Forest Management Unit

GDP: Gross Domestic Product

GHG: Greenhouse Gases

HIA: Hotspot Intervention Area

IUCN: International Union for Conservation of Nature

M&N: Man & Nature

NGO: Non-Governmental Organization

NP: National Park

NTFP: Non-Timber Forest Products

PA: Protected Area

PPPP: Public Private People Partnership (Public-Private-Associative Partnerships)

RNNTT: National Nature Reserve of Termit and Tin Toumma

SLC: Priority Landscapes for Conservation

VSLA: Village Savings and Loan Association

WA: West Africa

4

I. WHY AFRICA

Africa is home to a significant proportion of the world's biodiversity and wilderness. The biodiversity of these areas provides essential ecosystem services, contributes to the continent's economy and to the mitigation of global change. However, most of Africa's terrestrial ecosystems have already suffered major biodiversity losses over the past 30 years1. The continent's natural capital, both that of Protected Areas (PAs) and that of unprotected territories, is under serious threat. The threats are multidimensional and vary according to the site: population growth and related family farming, unsustainable farming systems, overexploitation of natural resources including forests and wildlife, poor governance, particularly of PAs and forests, mining industries, in addition to increasing insecurity and radical movements. Climate change is accelerating this trend.

Man and Nature (M&N) works in two regions where threats are exacerbated, Central Africa and West Africa. Biodiversity loss is particularly acute in these regions, and climate change is a major issue. In West Africa, the loss of forest cover was the highest in the world from 1990 to 2015, after South America2. In Côte d'Ivoire and Ghana, more than 75% of the forest area has disappeared in 30 years. These forests of the Gulf of Guinea are recognized as a biodiversity hotspot; there are more than 9,000 species of vascular plants, 416 mammals and 917 birds. In Central Africa the forests are concentrated in the Congo Basin, the second largest forest basin in the world after the Amazon, and constitute a gigantic carbon sink that regulates global greenhouse gas emissions and local climates. These ecosystems are highly vulnerable to a decline in rainfall in the future.

PAs cover 22% of the territory in Central Africa and 19.7% of3 the territory in the Gulf of Guinea. The area of PAs in Africa has almost doubled in recent decades and these figures are in line with the Aichi targets. PAs thus represent the main opportunity to safeguard a significant part of the biodiversity of Central and West Africa.

However, their effectiveness is weak due to the constraints outlined above, combined with the distrust and often rejection of PAs by local populations. Millions of people in these regions depend on the products and services that Nature provides, especially the poorest populations who rely on natural capital for their survival (various collections, hunting, wood, food, health). In Africa, 50% of the rural poor (<1.25USD/day) live in or around forests4. Children and women are particularly concerned5, as the latter are responsible for a large part of agricultural production, the collection of wood and non-wood forest products, and the collection of water. Restricted access is a threat to the livelihoods of local people.

This is why the protection of PAs, and more broadly of biodiversity in Central and West Africa, must integrate the territories surrounding them and their populations. New conservation strategies are needed, with economic benefits for the populations.

1 & 2 IPBES 2018: Regional Assessment of Biodiversity and Ecosystem Services in Africa

3 Protected Planet 4 FERN (2019) 5 https://ec.europa.eu/europeaid/sites/devco/files/report-eu-wildlife-strategy-africa-regional-analysis-2016_en.pdf

5

II. WHAT MAN & NATURE DOES

Since 2011, Man & Nature (M&N), merged with the NGO Noé since 2019, has been implementing "pro-biodiversity" value chains projects in Central and West Africa with convincing results. These projects have made it possible to experiment and demonstrate concrete synergies between the development of biodiversity-based value chains and the involvement of communities in the protection and management of PAs and their periphery.

Based on the observation that through socio-economic development, populations reduce their pressure on natural resources and biodiversity, M&N is synergising conservation and development actions in the field. The effects are all the more visible when populations notice the complementarities between interventions, such as the financing of conservation activities by the benefits generated by the value chains, and the interest of communities to engage in sustainable approaches to access more remunerative markets.

These pro-biodiversity value chains aim to put the economy (local, national and international) at the service of biodiversity in the following way:

i. Supporting local populations to market products from nature. PAs and their peripheries thus become a sustainable source of income for local populations, which contributes to the acceptance of PAs and even to the proactive involvement of communities in the conservation and good management of natural resources. Local communities sell non-timber forest products, whether traditional (shea, honey) or innovative (mbalaka oil), or grow cash crops following practices that contribute positively to the protection of ecosystems (coffee and cocoa under shade, coconut, cashew nuts, etc.).

ii. Link marketing to conservation activities with measurable positive impact on biodiversity: as appropriate, implementation of management plans and sustainable exploitation of natural resources, anti-poaching, advocacy for the protection of threatened emblematic habitats, reforestation of degraded areas (protected areas, buffers, corridors), organic certification and/or zero deforestation of products, positive communication to consumers on pro-biodiversity and pro-local community products, contribution to a conservation fund, community participation in PA governance, etc.

The initial implementation of conservation activities is subsidized, and then marketing gradually feeds into conservation activities through differentiated marketing of biodiversity value added. It is a virtuous circle of sustainable development.

It should be stressed that Noé Association is committed since 2018 to the new approach of delegated management, which aims to improve the efficiency of the PAs by following 3 principles: (i) a mandate by which the States entrust full and complete management to an operator over the long term; (ii) efficient and sustainable governance and management allowing (iii) securing long-term financing. The model implies the responsibility of the manager in all aspects of the management of a PA, and an obligation of results, accountability and transparency of the manager towards the State concerned. The model combines biodiversity conservation, community development on the periphery of the PA, and land security. It creates a favourable context for local socio-economic development, which, following the principles of inclusion and equity, improves the involvement of populations, the acceptability of the PA, and reduces community- PA manager and human-wildlife conflicts.

Noé has been the delegated manager of the RNNTT in Niger since November 2018 and has just been selected by the Republic of Chad for the management of the Binder Lere Wildlife Reserve and by the Republic of Congo for the management of the Conkouati National Park (NP). Noé will be able to integrate the two approaches - delegation of PA management and pro-biodiversity value chains - on these sites.

6

III. MAN AND NATURE'S GLOBAL APPROACH

The objective of M&N is to contribute to the preservation of the natural capital of the targeted areas by putting the economy at the service of biodiversity by structuring sectors that promote biodiversity around and, in the Pas, for the most deprived populations.

The main expected results are as follows:

- The recognition by the population of the economic benefits leads them to accept the existence of PAs, which is an indispensable condition for their long-term maintenance;

- The commodity chains are structured in an equitable and inclusive manner that maximizes the income of the most vulnerable populations;

- Cultivated and protected ecosystems are valued, healthy and resilient to climate change; - Local people and CSOs have a voice and legitimacy to promote biodiversity conservation

policies in their countries; - Support from the private sector helps to ensure sustainable opportunities and

sustainability.

In order to achieve these results, the following prerequisites are necessary:

a. Territorial approach at an appropriate jurisdictional level

Territorial approach. The dimensioning of biodiversity protection projects is generally too small in relation to the problems to be solved. Scaling up requires anchoring the project at the territorial level, so as to place it in a broader framework than the PA. This strategy makes it possible to include the most relevant public, private and community actors. An appropriate jurisdictional level allows local communities to be involved and to respond to issues that go beyond the farm or village level, such as deforestation and environmental degradation. The choice of a territorial level is made on the basis of a territorial diagnosis of the actors and issues at stake and of land use mapping. For example, M&N is contributing to the establishment of a Hotspot Intervention Area (HIA) in Ghana with its partner NCRC in order to guarantee an entirely climate-smart cocoa-growing territory. It is possible to apply this approach in northern Gabon or on the periphery of the Dja Biosphere Reserve in Cameroon to ensure that all cocoa from the landscapes concerned is guaranteed zero deforestation.

b. Active community contribution

Historically, most nature conservation actions in African countries have focused on strengthening the protection of biodiversity-rich areas at the expense of local people's access. International support has supported the State as a central actor in an attempt to strengthen regulatory protection measures and the organisation of monitoring. It must be said that this approach has not yielded convincing results. Local populations see PAs as obstacles to the traditional way of harvesting natural resources and to the extension of their agricultural systems. Without their support and proactive involvement in biodiversity management, the first direct threat to biodiversity, humans, will remain in the long term. A threat that invalidates all other approaches to biodiversity protection in the short term. The involvement of peripheral populations and the sustainability of their lifestyles are therefore a prerequisite for any other conservation action.

Solutions to ecosystem degradation and biodiversity loss require community-based natural resource management and economic alternatives. There is a need to learn from innovative community governance modalities (e.g. CREMA6 in Ghana), disseminate success stories and support their institutionalization so that the rights of communities to manage and economically value resources are recognized and promoted.

6 The CREMA mechanism is an innovative community-based natural resource management and land-level planning tool for development, resource use and biodiversity conservation initiatives. It was developed by the Wildlife Division of Ghana to support community-based resource management in off-reserve (unclassified) territories.

7

The aim is to integrate the active contribution of communities in the co-design of projects to ensure that projects meet the real needs identified locally. Project failure is often caused by not taking into account the social context, traditional knowledge, and aspirations of local people and traditional authorities.

c. A Strong Civil Society

In countries with weak governance, Civil Society Organizations (CSOs) often represent the actors most engaged in supporting communities and protecting biodiversity. They are also the most active in public advocacy for improved policies and regulatory frameworks for biodiversity conservation, the valuation and equitable sharing of natural resources and the fight against climate change. Finally, their presence in the field is often long-term and not limited to the duration of a specific project. M&N systematically supports them by providing them with the means to strengthen their actions and their political weight.

M&N supports CSOs that are already engaged with communities and have long experience in biodiversity protection and social development. However, their skills in developing economic value chains are often limited. There is a need to strengthen CSOs in this area so that they can provide on-the-ground support to producer groups or community enterprises.

d. A mobilized private sector

M&N supports the establishment of cooperatives and producer groups. They function well at the village level. But when it comes to taking products out of the villages, transporting, processing and marketing them in quantity, private actors are generally more efficient. They include local and international transporters, local and national traders, processors, national exporters and international buyers. M&N's experience shows that relying on private sectors for marketing ensures the sustainability of the chain developed and therefore of the project.

International companies are showing an interest in protecting biodiversity. However, in order to commit themselves, companies need strong guarantees on the positive impact of their sector on biodiversity. This is made possible by the signing of commercial contracts between communities and private companies with mutual obligations of result, and possibly external certification:

- Communities commit to sustainable resource use and protection of key PA species, as well as delivering their products to the buyer;

- The buyer undertakes to pay a "biodiversity premium" to communities for their products. This premium can be donated (in whole or in part) to a conservation fund.

This modality is similar to the Conservation Agreements7 developed by Conservation International, focusing on the commodity chains. This agreement formalizes the relationship between the private entity and the community organization, with the support of a civil society organization. It details control procedures and potential sanctions. Man & Nature has already set up such agreements, for example in Ghana for the coconut oil sector on the periphery of the Kwabre forest (with the Savannah Fruits Company - see Annex 2).

e. Financing mobilized over the long term

Biodiversity protection projects are usually too short in duration to show significant results. Longer intervention periods are necessary to:

- Fund preliminary studies and then ecological and socio-economic monitoring over time. The effects on improved PA management, natural resource conservation and socio-economic benefits take many years to be measurable;

- Financing a post-project follow-up to ensure the sustainability of the action;

7 “It’s a deal between a community and a group or person funding a conservation project (that could be a government, a non-profit, a foundation, a business or even an individual”: https://blog.conservation.org/2018/02/what-on-earth-is-a-conservation-agreement/

8

- Capitalize and disseminate the results in order to sustain the model in the long term by ensuring its appropriation by public and private actors and by strengthening civil society;

- Develop an integrated investment approach combining public action and private investment. The aim is to implement effective and equitable public-private partnerships. In this context, the role of the international financial institutions is fundamental. They can encourage private investment at all stages of the supply chain and promote the development of a sustainable economy;

- Develop innovative financing such as social impact investment, which generates synergies between social, environmental and societal impact on the one hand, and financial return on the other. These investments make it possible to mobilise financing to multiply the impact on the ground, without recourse to costly loans, for example for the construction of infrastructure. To ensure the repayment of this financing over time, the associative structures are obliged to strengthen their governance and financial solidity.

Figure 1: Representation of the evolution of project approaches ('simple' value chain projects > value chain projects with long-term mutual commitment of the private sector and communities > delegated PA management projects with development of value chains in the periphery) according to the degree of synergy between economic development and biodiversity conservation (horizontal axis), and according to the scale of the action (vertical axis) contributing to an increasing impact and sustainability of the project.

f. Synergies between actors

The above list of recommendations shows the need for the success of the projects to ensure synergy between all the stakeholders involved in the territory (communities, traditional authorities, civil society organisations, private companies, research institutes, public sector), in order to coordinate actions beyond the environmental sector and address the causes of large-scale pressure. The aim is to set up a long-term Public-Private-Society Partnership (PPPP).

Two topics in particular illustrate the fact that projects alone cannot solve certain problems, and that it is essential that all actors coordinate: corruption and public insecurity.

9

Corruption is a major obstacle to economic and social development in the regions under consideration. Where corruption is pervasive, communities are reluctant to produce commodities, and businesses are reluctant to invest in the face of the higher cost and risk of economic activity. Commodities compete in the global marketplace. Corruption has a direct impact on the cost of raw materials, making the industry less profitable. By way of illustration, M&N's actions in Ghana, which is one of the least corrupt countries in Africa (CPI Corruption Index 2019: 41) have had faster results in providing stronger guarantees to buyers than those obtained in Central Africa, whose countries are at the bottom of the table (CPI Congo: 19, CPI Cameroon: 25). M&N tries to overcome this problem by directly funding recognised civil society partners with whom M&N has partnership experience. Funding does not flow through government institutions. In order to make products developed in countries with a low corruption perception index more attractive, M&N engages in competitive differentiation strategies through quality, innovation and communication to the end consumer about the "good stories" that these supply chains represent. The fight against the scourge of corruption requires a global approach. People, civil society organizations, the media, the private sector, donors and of course governments must work together to reduce corruption.

Public insecurity is widespread in much of CA and WA with significant impacts on the livelihoods of local people and the economy as a whole. It hinders agricultural production, threatens social, economic and physical infrastructure, and leads to large-scale population displacement. In this context, the development of pro-biodiversity value chains is complex. For example, despite the exemplary results of M&N partners on Mount Oku-Crete d'Ijim or around the Dja NP in Cameroon, activities on pro-biodiversity value chains are strongly impacted by the Anglophone crisis that began in 2018 (producers having fled the conflict zone and the flow of goods having been stopped) and by the closure of the Cameroon-Nigeria border.

© Delphine Dekeister

© Cécile Lachaux

10

IV. HOW TO ACHIEVE SUCCESSFUL RESULTS: THE M&N PROBIODIVERSITY VALUE CHAINS APPROACH

Based on the results obtained in 10 years of project management, M&N has developed a matrix to diagnose a context for the implementation of pro-biodiversity value chains. This matrix8 includes a set of criteria and indicators, which are weighted to assess the feasibility and relevance of an action. It is thus a decision-making tool and makes it possible to define a framework for intervention. The criteria can be grouped under the following six questions:

a) Are there strong synergies between biodiversity conservation and economic development? (Territories with high biodiversity stakes)

b) Do the actors present on the territory have the will and the capacity to collaborate in synergy on a holistic programme? (A favourable social and institutional context)

c) Is the supply chain profitable? (Potential productions for identified markets)

d) Can the supply chain be developed while generating a positive impact on the environment? (Sustainable supply chains)

e) Does the supply chain allow for fair and inclusive development? (Inclusive value chains) f) Is the project feasible from an organizational and financial point of view? (Long-term financing

and an exit plan)

The objective of the method is to provide factual elements supported by quantitative indicators based on a field assessment in order to answer four structuring questions: economic, environmental, social and institutional. The scoring matrix (see Annex 5) has been developed to allow a preliminary analysis of different value chains at a specific site, or to compare different intervention sites.

8 Inspired by the work of the Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ) "Guidelines for Selecting Value Chains", 2015.

11

a. Territories with high biodiversity stakes

M&N focuses its interventions on the periphery of PAs, as they are the cornerstone of biodiversity conservation in Africa, according to international consensus. The areas may concern protected areas classified by the IUCN as category IV, V or VI (habitat management area, terrestrial landscape, managed natural resource protected area). M&N relies on international PA prioritisation studies, in particular the "Beyond Elephants" study9on Priority Conservation Landscapes carried out by the European Commission, which is recognised as one of the most comprehensive. Depending on local biodiversity issues, the area of intervention may concern a PA and its buffer zone or biodiversity corridors to restore connectivity between different PAs.

Marketing actions obviously extend beyond these areas of biodiversity, at national, regional and international level.

b. A favourable social and institutional context

M&N supports local organisations and CSOs engaged with communities. The pre-existence of these types of organizations is an asset, or at least the presence of leaders concerned about biodiversity degradation. It is then a question of strengthening their technical, organizational and management capacities. If these organizations do not exist, the project aims to bring them out. A prerequisite for any intervention is to ensure the adhesion and appropriation of the project by the communities, through representative consultation and their active involvement in the implementation of the project.

Collaboration between PA managers and local populations and the existence of national laws favourable to access to PAs and their resources are assets to chain development projects. Some PA managers are very open to collaboration, but conflicts are often more frequent than cooperation, and projects must work to bring divergent interests together. Indeed, it is often possible to combine the regulated use of PA resources with the protection of biodiversity. In the case of delegated management, and in particular for the PAs with delegated management, collaboration between managers and the population is by definition called for on a solid basis of mutual interests.

Furthermore, the project developed must be consistent with development plans and national legislation. The existence of policies aimed at promoting the sector concerned is a considerable advantage.

M&N believes that it is not possible to create pro-biodiversity pathways in areas of open conflict and high insecurity. Other modes of intervention are needed in these areas.

c. Potential production for identified markets

As far as possible, the choice of value chains should focus on existing production, even if it is not very productive, on traditional knowledge and on existing markets. Many initiatives have failed by initiating new value chains, advocated by external experts, without an adequate understanding of the context. The aim is to improve existing productions by introducing new techniques and innovations - based if possible, on local knowledge and practices - which must be accompanied by awareness-raising and training to ensure local ownership. Innovation is essential to increase production, ensure better

9 Beyond Elephants: Elements of an EU Strategic Approach for Nature Conservation in Africa (2016)

12

quality and diversify finished products. Although traditional practices are not always optimal, it should be noted that innovations do not adapt to all contexts.

The promotion of economic sectors presupposes a detailed analysis of marketing opportunities. Depending on the site, the opportunities are extremely different. PAs are often located in the most inaccessible regions, without access to the market. Some very landlocked areas have no access to any market outside the village. It is then illusory to develop marketing channels. Projects can then improve local food production. Location therefore plays a major role in the choice of the commodity chain to be supported and in the marketing strategy.

Other factors are also important. For example, particularly for commodities sold on the international market, transport and communication infrastructures must necessarily be pre-existing. Indeed, weak infrastructure and difficulties in accessing transparent market information are an obstacle to competitiveness. For value chains requiring transformation at the community level, access to electricity and water can sometimes be a bottleneck.

Thus, depending on demand, production capacity, competitiveness, institutional context, etc., the sectors can address different markets.

i. International markets make it possible to facilitate the implementation of agreements with private companies and/or to develop impact investments in order to sustain the action over the long term. To do this, two types of sectors are valued:

- Commodities with existing international products (cocoa, shea butter, coconut oil, cashew nuts, etc.). The development of these value chains makes it possible to generate additional and sustainable income through product certification (organic, climate smart, fair-trade) and the implementation of good agricultural practices, and to contribute to the establishment of conservation funds through the signing of conservation agreements.

- Innovative products with scalability. These chains tell a story; they can help develop a new market for the poorest local populations (production of mbalaka oil by the Bakas) or can support advocacy for the conservation of an endangered species (moabi butter). M&N has developed expertise on Non-Timber Forest Products (NTFPs) for the niche cosmetics market.

ii. The regional market also represents an option. In particular, Nigeria generates a very high demand

for forest products (e.g. njangsang, wild mango, tetrapleura). NTFPs are purchased throughout the region in large volumes by Nigerian collectors. In this case, projects can support NTFP collection actions and the establishment of group sales. The most important sales made by M&N-supported projects in Central Africa come from these Nigerian traders. However, since 20 August 2019, Nigeria has closed its land borders and banned all road imports of goods from its neighbouring countries - Benin, Niger, Chad and Cameroon. This decision has had a very negative economic impact on M&N-supported NTFP cooperatives.

iii. The national market, mainly urban, also represents an outlet to:

- Develop innovative products. Selling them on the local market improves product quality thanks to consumer feedback, increases volumes, and raises public awareness of biodiversity conservation. In Senegal and Cameroon, M&N supports the establishment of organic retail stores in cities;

- Encourage diversification of income sources (e.g. plantains from agroforestry fields, snails and mushrooms collected from cocoa farms);

- Reduce the environmental impact of communities and industries by offering alternative, more environmentally friendly products or by recovering production waste. For example, coconut charcoal, a substitute for charcoal, is produced by recycling waste from the production of coconut oil, which is sold on the international market. Bush straw charcoal is produced in Senegal.

13

- Reduce imported deforestation by substituting farmer production for industrial imports. Oil palm has a very negative image in the conservation community, linked to the industrial plantations of the Asian model which is spreading to Central Africa. M&N notes that Cameroon imports 100,000 tons of palm oil from Asia and that industrial plantations are developing in this country on tens of thousands of hectares with the same effects as in Asia. On the other hand, farmers are in great demand for seeds of improved varieties, whose harvests are earlier and more important than traditional seeds. M&N believes that it is feasible to supply the domestic palm oil market through farmer production. The latter generate significant income per hectare, are marketed spontaneously in the traditional way, and are not detrimental to the conservation and land rights of the populations. The aim is to provide the populations with improved seeds of guaranteed origin, which they cannot obtain themselves.

- Develop beekeeping. M&N promotes beekeeping as an income-generating activity alongside the replanting of trees to support the pollinating function of cultivated ecosystems.

iv. The development of food crops for the village is carried out when no cash crops can be developed on the site, especially if the site is too isolated. For example, in the Bolobo region in DRC, local people managing their forest, through the establishment of local community forests, protect the Bonobos. But this impoverished population needs support to develop sustainable subsistence agriculture (project description).

d. Sustainable supply chains

M&N seeks to create synergies between development and conservation. It is therefore imperative to ensure that the value chains developed do not have a negative impact on the environment and that, on the contrary, they contribute to its preservation. To prevent adverse effects on biodiversity and overexploitation of natural resources, value chain development projects should aim to strengthen sustainable practices and support community governance systems for natural resources where they are in place.

In order to ensure effective resource management and conservation by communities, different approaches are possible:

- A part of the profits generated by the producers and/or the private partner contributes to the Conservation Fund of the community organisation thus strengthening its financial viability (e.g. Conservation Premium defined in a Conservation Agreement signed between the private company and the community organisation);

- The community organisation has the necessary competences, has precise rules of procedure and implements its actions according to a detailed and up-to-date management plan, drawn up in a participatory manner;

- Community patrollers are trained and work on bio-monitoring, which includes the monitoring of sustainable practices related to the development of the value chains;

The value chains developed must have a limited, zero or even positive impact on the environment and make it possible to reduce the pressure on biodiversity:

- Producers are trained in best practices in terms of production and collection, ensuring soil and resource conservation;

- The impact of the value chains in terms of energy and water consumed on the one hand and waste produced on the other is analysed and the most environmentally friendly options are implemented, while the waste is either treated or recovered;

- Diversification of income sources is encouraged, reducing the need for farmers to carry out harmful activities (e.g. production of honey in the dry season as an alternative to hunting). Ecotourism can sometimes be developed according to the context.

14

The appropriation of good practices is generally done through demonstration. Producers cannot afford to take risks in the precarious situations they find themselves in. The means of raising awareness of innovations are exchange visits, field schools, and ultimately, above all, proof of the existence of a remunerative market.

Consistency with the climate strategy

M&N implements ecosystem-based climate change mitigation and adaptation solutions, including (i) agroforestry models that improve the resilience of agricultural systems to climate change; (ii) restoration of degraded areas; (iii) agro-ecological intensification of cultivated areas; and (iv) maintenance or creation of PAs.

Prior to intervention, M&N analyses the vulnerability of the sectors under consideration to climate change. Adaptation techniques are popularized. For example, M&N promotes a system of control and guarantee of cocoa in "climate smart" agroforestry in Ghana within the framework of a territorial approach, with private companies.

e. Inclusive value chains

The value chains developed by M&N are aimed at rural communities that have been neglected. M&N supports populations living below the poverty line and tries to re-establish models of green and inclusive growth.

The poorest are generally reluctant to engage in commercial activities, but M&N is committed to including ethnic minorities in its work (Bororo herders, Baka Pygmies, etc.).

M&N activities mainly benefit women as they are often responsible for collecting forest products, for a significant part of agricultural work in households and often for marketing. In order to better address existing barriers to the inclusion of women in certain cash crops (e.g. cocoa) and decision-making bodies (village committees), M&N is proactively strengthening the capacity of its CSO partners to develop action plans to support gender equality on the ground (e.g. by promoting women's rights, ensuring their participation in consultations and decision-making bodies, and developing income-generating activities with them). The activities have a decisive impact on women's lives, facilitating their access to resources, their bargaining power and contributing to their economic empowerment.

Moreover, the appropriation by the population of decision-making power over the management of their territory and the increase in their income should contribute to a climate of security and stability in the target areas.

f. Long-term financing and an exit plan

M&N is embarking on a project with a guaranteed financing opportunity in the medium term, as no sustainable results in terms of economic development for poor populations or biodiversity protection can be achieved in a few years, at least in the current context of Central and West Africa. An exit plan is drawn up from the outset, based mainly on the profitability of the sectors to cover the operational and maintenance costs of the equipment.

Even a minimal contribution from the communities is put in place. This creates a sense of ownership and avoids the creation of a "culture of dependency". Different approaches can be implemented (e.g. partial co-financing of the equipment, partial or total reimbursement, contribution for maintenance and future investments, contribution to use the equipment, paying membership fees to the group, sharing the profits from the sale, etc.). These approaches vary according to the type of investment (small equipment or "unaffordable" equipment such as the construction of production centres). The contribution system must be adapted to the local context and adopted by the beneficiaries before any equipment is supplied. It should be stressed, however, that biodiversity conservation actions, including the management of PAs, will require very long-term external funding. This is the premise of the PA management delegations promoted by Noé.

15

V. ANNEXES

Appendix 1: Man and Nature Model

16

By organizing farmers and women processors to produce organic and fair-trade coconut oil, the project aims to curb deforestation and sustainably manage natural resources by and for the most vulnerable communities.

The Kwabré-Tanoé Transboundary Forest (south-west Ghana, south-east Côte d'Ivoire) is home to exceptional biodiversity. It is also the last habitat of the Roloway's Cercopithecus, one of the 25 most endangered primates in the world, as well as the crowned Mangabey and possibly Waldron's Colobus, which may have already disappeared in the wild.

This swamp forest provides many ecosystem services to local communities that depend on nature for their livelihoods. Lacking alternative income-generating activities, local communities find it difficult to sustainably manage their own natural resources, making them increasingly vulnerable and threatening many species with extinction.

Sustainable and equitable development:

Pro-biodiversity value chains that are certified organic and fair-trade bring benefits to producers and ecosystems:

- Maintaining healthy ecosystems through organic farming practices; - A floor price for the products and an additional premium; - Fair working conditions and respect for human rights; - The improvement of local social conditions by setting up a fund to support local development

projects.

Women's empowerment:

Women in West Africa face disproportionate challenges: limited access to land ownership, discrimination, sexual exploitation... Giving women the means and opportunity to improve their income by setting up coconut oil processing units, gives them the possibility to get out of poverty, as well as their families and communities with them.

Biodiversity conservation:

The conservation agreement signed between the community organization (Ankasa-Tano CREMA) and the company SFC defines:

• CREMA's commitment to preserve the forest through conservation actions such as ecological monitoring, reforestation and compliance with organic certification standards,

• SFC's commitment to provide technical support and to buy coconuts from farmers at a fair price with a premium, and to contribute 1 pesewa per coconut purchased to the CREMA Conservation Fund.

The creation of the Conservation Fund will enable CREMA to become financially self-sufficient beyond the project.

A global solution to halt biodiversity loss

M&N in partnership with local CSO WAPCA and the Savannah Fruits Company (SFC), is developing the coconut value chain on the periphery of the Kwabre-Tanoe forest by setting up processing centres and supporting communities to better protect their forest.

Impact

In 2019 (project started in Jan.2018)

- 200 farmers and 45 processors trained in organic and fair-trade practices

- 96,000 in revenue generated for producers - 1 Community production centre built - 1000 patrols in the forest - 2 Funds created: 1 conservation fund and 1 equity

fund (education, health, etc.) -

Medium-term projection - 500 farmers and 150 processors trained - 3 production centers set up producing more than

180MT of oil annually - 345,000 generated annually for farmers and

processors - 5500 in conservation premium per year generated

for the benefit of CREMA - 13,300 hectares of protected equatorial forest

Appendix 2: Example of a project in Ghana's equatorial forest Organic & fair-trade coconut oil production: a solution to empower women and protect

biodiversity

17

By recognising the right of access to natural resources for local populations, by establishing a system of sustainable resource management by consensus and by enhancing the economic value of local production, the project contributes to the preservation of biodiversity and the improvement of living conditions for local populations.

Multiple challenges

The Dja Biosphere Reserve is home to an extremely rich biodiversity, unfortunately threatened by continuous degradation due to the increase in rural population and overexploitation of natural resources.

On the periphery of the reserve, logging is booming where many FMUs have already been allocated. This sector, which certainly plays an important role in the economy, must strengthen these management practices by taking into consideration use and customary rights, fighting poaching, reducing the pressure on certain species, etc.

This constant pressure on the resource and the communities' denial of access to the FMUs and the Reserve have a strong impact on the poorest

rural population that traditionally lives off them. Indeed, the Baka community, who have always hunted and collected many products in the forest, now see their activities prohibited. However, the income generated by the collection of seeds is very important for the women and therefore for the family and children.

Right of access to the resource and conservation of biodiversity:

The agreement signed between the local communities, partner CSO AAFEBEN and the logging company Pallisco defines the commitment of the communities to stop poaching in the FMUs, to collect the resource sustainably while the company commits to allow women to collect NTFPs in the FMUs, to accompany them to the villages by truck and to provide material for the construction of nurseries.

Improvement of production techniques:

The structuring of women producers' groups involving Baka women and the improvement of NTFP collection and drying techniques allow the sale of products and the generation of considerable income for the communities.

Economic Development:

The implementation of a platform for processing non-timber forest products into vegetable butters makes it possible to increase their added value and significantly improve the revenues of the collectors. The creation of a social enterprise for their marketing has made it possible to ensure the sustainable, traceable and fair exploitation of these products. The products developed (soap, shampoo, moabi butter, wild mango butter, etc.) are now sold on the international and local markets.

Appendix 3: Example of a project in Cameroon Enhancing the value of forest products to improve the income of local populations

It is essential to give local populations a right of access to natural resources and to value them on the national and international market.

Impact

- In 3 years, 400 women trained in sustainable collection and processing of NTFPs

- In 2018: €90,000 in turnover generated by the collection of NTFPs by the women's cooperative

- A new oil created for the international cosmetic market: Mbalaka oil

- VSLA for Bakas communities are set up to buy basic necessities.

18

This project sets up pro-biodiversity value chains, which are both a sustainable source of income for local populations and a model of ecosystem-based climate adaptation.

Located in northern Ghana, Mole National Park is the largest protected area in the country and is home to a rich biodiversity, including many elephants, buffaloes and monkeys. Created to protect this abundant fauna and flora, the National Park and its biodiversity are still threatened by the presence of poachers who mainly hunt antelopes for bushmeat. Despite the means of protection implemented, the Park is also subject to targeted and well-planned incursions for the illegal cutting of rare species such as rosewood, a species of high economic value.

In addition, limited livelihoods and droughts aggravated by climate change are driving communities to enter the Park to harvest non-timber forest products (NTFPs). The

periphery of the Park is subject to multiple pressures such as increasing charcoal production, clearing for agriculture and bush fires.

Biodiversity Conservation:

Biodiversity conservation and sustainable management of natural resources is being strengthened by (1) consolidating the existing CREMAs and creating a new structure in the south-western part of the Park; (2) establishing a Conservation Fund to ensure the long-term self-financing of the CREMAs; (3) strengthening community forest patrols, (4) reforestation of degraded areas and (5) raising awareness in villages on the periphery of the PA.

Economic Development:

The certified shea industry, which is currently poorly structured, is being supported by integrating the transformation of nuts into butter in order to create economic added value by building an organic and fair-trade processing unit thanks to the involvement of a committed company. The setting up of hives and the training of beekeepers will generate additional income, as honey from this region is highly sought-after for its taste and special properties.

Adaptation to climate change:

Preserving and restoring ecosystems (through reforestation, supporting the pollination function, promoting organic farming practices, etc.) facilitates adaptation to climate change by protecting against its effects (wind, drought, etc.) and strengthens the resilience of ecosystems.

Annex 4: Example of a project in Ghana (Sudano-Sahelian zone) How can organic honey and shea production ensure the resilience of communities to climate

change?

Biodiversity and climate change are interconnected and need to be addressed together

Impact (after 2 years of project)

- 1,000 people trained (68% of whom are women) in organic and fair-trade practices and business management and benefiting from increased income

- 40,000 € of revenue generated per year for the 550 shea collectors (potential to increase to around 100,000 €)

- 1 shea butter processing centre & 1 environmentally friendly organic honey production centre built

- 1 Landscape Conservation Trust Fund set up - 250 community patrols per year in support of park

management authorities

19

Annex 5: Global Rating Matrix for the selection of projects for the development of pro-biodiversity sectors

A set of key criteria was selected to assess whether the value chain under consideration meets the essential aspects necessary for value chain development, while ensuring the project's coherence with M&N's objectives in terms of biodiversity conservation and socio-economic development, as well as its institutional feasibility. Each criterion has been weighted according to its relative importance.

The notation of a value chain is made using notes between 1 and 5, with the following meanings:

1 = very low/very bad; 2 = low/bad; 3 = acceptable/moderate; 4 = good/high; 5 = very good/very high

Ratings are given based on the current state of the value chain, and, for certain criteria, on trends, growth potential, and realistic project prospects. A question guide has been developed to best meet the criteria. The rating should be based on available data, including trade and market data and on observations and interviews with stakeholders in the field. The final total scores should be considered indicative and it is recommended to assess how the weighting affects the results and make corrections where necessary.

Exclusion Criteria (If "NO" the project is excluded)

Presence of an area rich in biodiversity close (<30 km) to the intervention site

The project creates synergies between economic development and biodiversity conservation.

The sector contributes to maintaining the integrity of the Protected Area and its biodiversity.

The intervention site is located outside a conflict zone.

THE KEY CRITERIA SELECTED AND ADDITIONAL CRITERIA

Weight of the

criterion in the total

VALUE CHAIN 1

I ECONOMIC 35% Note Weighted

score Rationale

for the note

1 (Potentially) high demand for this sector on the markets (local and/or export).

8% 0

2 Effective market access (transport infrastructure) 7% 0

3 Presence of a private company interested in the sector and in a partnership, and capable of marketing the processed product. (Absence=0, Presence in the country=1, Presence in the region=2, Presence in the region + average CSR=3, Presence + committed CSR=4, Presence + committed CSR + willingness to partner=5)

5%

0

4 Type of crop (international food crop=0, local food crop=2, local rent=3, international rent=4, intl rent and local rent=5)

5% 0

5 Production potential & comparative advantage 7% 0

6 Proven community interest & large number of people benefiting from increased income

3% 0

Sub-total economic component 0 0

20

II ENVIRONMENTAL 25% Note Weighted

score Rationale

for the note

1 The value chain contributes to the conservation of biodiversity (requires the preservation of the resource and/or is an alternative to a harmful activity and/or can support a community conservation organization).

10%

0

2 Little or no impact of the value chains on the environment (pollution, resource depletion, climate change)

9% 0

3 Low vulnerability and/or high adaptation potential of the value chains to environmental degradation and climate change

4% 0

4 Existing ecological opportunities in the sector (products contributing to a green economy, carbon offsetting, etc.).

2% 0

Sub-total environmental component 0 0

III SOCIAL 20% Note Weighted

score Rationale

for the note

1 Inclusive value chains (disadvantaged, ethnic minorities, women, youth, etc.)

8% 0

2 Potential to improve the socio-economic situation of producers and their communities in addition to increasing direct income (e.g. community funds and projects, income diversification).

5%

0

3 Good working conditions and/or potential for improvement 4% 0

4 Potential contribution of the community and/or producers to the project/sector 3%

0

Sub-total social component 0 0

IV INSTITUTIONAL 20% Note Weighted

score Rationale

for the note

1 Presence of a local CSO with the required capacities (technical, operational, and financial management) confirmed by references, with annual budget > 30k€.

4% 0

2 Amount deemed necessary for the development of the fundable sector (compatible with M&N's financing capacities) & potential for attracting diversified financing (public and private)

3% 0

3 Collaboration possible between the stakeholders on the intervention site (no conflicts or many organizations already present making the actor's game complex)

3% 0

4 Sustainability of the value chains and potential for replicability 4% 0

5 Low corruption that will not disrupt the development of the industry (CPI < 20 = 0, 20 < CPI < 25 = 1, 25 < CPI < 30 = 2, 30 < CPI < 40 = 3, 40 < CPI < 50 = 4, CPI > 50 = 5)

3% 0

6 National consistency and technical feasibility 2% 0

7 Existing and structured community-based resource management organization (non-existent=0, non-existing but possible to create=1, existing but non-functional=2, existing and functional=3, existing and generating income=4, existing and autonomous=5)

1%

0

Sub-total institutional component 0 0

TOTAL (maximum score = 5 points) 0

21

Appendix 6: Question Guide for the selection of value chains at an identified intervention site

Informs the Global Rating Matrix of projects for the development of sectors. Inspired by the Guidelines for Selecting Value Chains (GIZ, BMZ, ILO, 2015)

Criteria Guiding questions Suggested indicators Data sources

ECO

NO

MIC

1 Marketplace

• Is there a market for this product? Is it large enough? • What are the prospects for market growth?

• Volume and value of markets (local and export) and evolution over the last 5 years

• Volume of domestic production (and comparison with other producing countries)

• Share (%) of value chain/sector in gross domestic product (GDP) and in export value

• Ease/speed of stock disposal (qualitative)

• National Statistics • Databases • Existing market research and

value chain analysis reports • Interviews, field observations

2 Market Access

• Does the transport infrastructure allow the product to be transported from the place of production to the point of sale? (Are the roads in good condition?).

• Is there a seasonality of market access according to the rainy season?

• Does the legal or corrupt control of transport by the authorities constitute an obstacle to marketing?

• Quality of transport infrastructure • Distance to be covered on different types of roads

(dirt, asphalt) • Duration of period of inaccessibility or limited

accessibility in the year (rainy season)

• Google map • National documentation • Interviews, field observations

3 Private partner company

• Are there one or more private companies already active in the sector and/or in the region that could show an interest in the sector?

• Are they companies demonstrating a particular commitment in terms of Social Responsibility (CSR) (organic certification, fair trade, biodiversity conservation, support for cooperatives, gender, etc.)?

• List of names and descriptions of the companies present, with a rating of their (potential) interest in a partnership (0 to 5) and a rating of their current level of CSR and/or willingness to commit (0 to 5)

• National documentation • Interviews, field observations

4 Type of crop

• What is the type of crop in the sector under consideration (cash or food crop, local and/or international market)?

• Type of crop

5

Production potential & comparative advantage

• Are the indispensable factors of production available in sufficient quantity, at acceptable prices and quality (including infrastructure - including access to water and electricity, and skilled labour)?

• Presence of factors of production (infrastructure, skills and labour needed)

• Accessibility and abundance of raw material(s)

− NTFP: Potential collection volume (abundance (number of feet and productivity/feet),

• Existing market research and value chain analysis reports

• Interviews, field observations • National documentation • Public statistics

22

• Are raw materials available in sufficient quantities at acceptable prices and quality? Do communities have access to these raw materials (e.g. NTFPs in protected areas)?

• Is the estimated production capacity sufficient to establish a profitable value chain?

• What is the estimated net profit? Does the selling price cover production costs?

• What are the comparative (dis)advantages of the product (e.g. quality, standards/labelling, image)?

• What competing products are on the markets, at what price and of what quality? Can the developed products replace them? How (e.g. attractive prices, comparative advantage)?

• Is there strong competition for the natural resources needed for production?

collection capacity/person and number of collectors available)

− Agricultural: potential production volume (number of producers available, available surface area, yields/ha)

− Processed: Potential volume of products processed (volume of raw material, yield, processing capacity/person, number of processors available)

• Selling price of the products • Production costs • Tax rates • Product quality • Certification/Labelling • Craft product • Communication about the project; opportunity to

"tell a story". • Unit production cost • Number, type, price and quality of main competing

products

• Existing market research and

value chain analysis reports • Databases • Interviews, field observations

6 Community interest & number of beneficiaries

• Does the sector already exist on the intervention site? If not, is it known to the communities?

• What is the interest of the communities in this sector? • Approximately how many people (M/F) are currently

working in the supply chains? • What is the trend in this sector (increase/decrease in the

number of producers? What are the causes)? • How many people would benefit from a project in this

sector? What would be the prospects for job creation?

• Pre-project existence of the sector • Knowledge of the sector by the communities • Community interest (qualitative) • Number of people (M/F) working in the value chain

(and at what stages) currently and trends • Estimated number of people who would be involved

in the project and who would receive additional income

• Interviews, field observations • Interviews, field observations • Projections based on the project

idea • National Labour Statistics • Annual reports and websites of

professional associations and unions

ENV

IRO

NM

ENTA

L

1 Contribution to biodiversity conservation

• Does the sector contribute to the preservation of the resource (e.g. combating the cutting of NTFP trees)?

• Is it an alternative to a harmful activity (e.g. honey in the dry season as an alternative to hunting)?

• Can it support a community-based conservation organization (e.g. contribution to a conservation fund)?

• List and description of the pro-biodiversity aspects of the sector

• Interviews, field observations • Estimates based on the project

idea

23

2 Impact on the environment

• Which (natural) raw materials are used in the supply chain?

• What type of energy is used and how much? • What impact does the value chains have on the land and

on the future production capacity of the land? • What impact does the value chains have on water

resources (consumption, pollution)? • Does the value chain produce waste (specify nature and

quantity)? How is it treated? • Does the value chain produce air pollution (e.g. smoke)

and GHG emissions? • (How) does the value chains impact biodiversity?

• Use (and origin) of raw materials • Energy consumption levels • Degree of erosion or decline in soil fertility • Water consumption and/or pollution • Level of air pollution • Level of GHG emissions • Waste generated • Carbon footprint • Impact on biodiversity

• Hot Spot Analysis • Reports/studies on the value

chain • Interviews, field observations

3 Vulnerability to the environment and climate change

• What are the impacts of climate change on the value chain (extreme weather events, rising temperatures, disruption of rainfall and diminishing water resources)?

• What are the impacts of harmful practices and/or a degraded environment on the value chain (e.g. bush fires, deforestation, polluted water)?

• How vulnerable is the value chain to these impacts? • Are the value chain and its actors adaptable? How?

• Degree of vulnerability of the value chain (or parts of the chain) to different impacts of climate change

• Adaptability of the actors of the value chain

• Hot Spot Analysis • Reports/studies on the value

chain • Interviews, field observations • Bibliography on the means of

adaptation of the value chain

4 Green opportunities

• Can the sector contribute to a green economy? • Can the industry offset GHG emissions?

• List of products that are low in GHGs (or GHG capture), pollution and waste, and resource efficient (or recycling)

• Hot Spot Analysis • Reports/studies on the Value

chain • Interviews, field observations

SOC

IAL

1 Inclusivity

• Do disadvantaged groups have a (possible) function in the value chain? Which ones and what are their functions/roles?

• Is the number of disadvantaged people active/employed in the value chain relatively high? From which groups do they come?

• Do they have the necessary skills? Do they have the means to acquire these skills? Is it possible to give them the means?

• What are the obstacles preventing disadvantaged groups from taking part in the economic activities?

• List of groups and their functions in the value chain Share (number) of disadvantaged people in the population working in the value chain

• Skills required in relation to the skills available in disadvantaged groups

• Type and extent of barriers and solutions available

• Interviews, field observations • Estimates based on the project

idea • Research or studies on particular

disadvantaged groups

2 Socio-economic benefit

• Does the value chain generate(a) other benefits for the community and the producers (in addition to increasing the income of the producers involved)? How (e.g. community funds and projects, income diversification)?

• List of potential additional benefits • Estimated additional amounts generated • Estimated number of additional beneficiaries

• Interviews, field observations • Reports/studies • Estimates based on the project

idea

24

3 Working conditions / Human rights

• What are the health and safety risks incurred by the producers (at the different stages/functions)? (How) is it possible to improve the situation?

• Is child labour and/or forced labour present? If so, at what level and in what activities? (How) is it possible to improve the situation?

• Is there a risk that the products development will cause or be subject to social conflicts or tensions? If so, how and why?

• List and level of health and safety risks • Existence and application of occupational

safety/health measures by enterprises • Number or percentage of working children and/or

forced labourers • (Potential) conflicts between actors and

communities

• Interviews, field observations • National reports and

documentation

4 Contribution

• Is a contribution from the beneficiaries (producers and/or communities) conceivable (i.e. in-kind or financial participation (e.g. land, labour, % of profits returned or reinvested))?

• Assessment of the willingness of communities to contribute to the value chain

• Possible amounts and modalities of the contribution

• Interviews, field observations • Estimates based on the project

idea

INST

ITU

TIO

NA

L

1 local CSO

• Does the CSO have a legal, officially recognized status? How many years of existence does it have? What is its annual budget?

• Does it have the required technical capacity (appropriate expertise, staff skills)?

• Does it have the required operational capacities (capacity to carry out field actions, project management capacity)?

• Does it have the required financial management capabilities (accounting, reporting)?

• Does it have good mobilizing capacities (collaboration, networks, dissemination)?

• Does it have references (to be confirmed by other sources)?

• Has the CSO worked or is it already working at the intervention site? What is its knowledge of the field and its relationship with communities?

• Status, creation date, annual budget • Evaluation of capacities based on previous projects

and funding and human resources (number and capacity of staff)

• Previous experience of the CSO at the intervention site and with the targeted communities

• CSO internal documents, balance sheets, Annual Reports

• Website, CSO social networks • References / opinions of third-

party partners • Interviews and field observations • References / opinions of third-

party partners • Interviews and field observations

2 Adequacy between need and funding

• What investment would be needed to develop the sector?

• Would the amount of funding (potentially) available allow for a significant improvement in this sector?

• What can't be solved by the market/private sector? Why is investment needed? What difference will this investment make?

• Is the private sector, government and/or donors investing / or would be interested in investing in the value chain?

• Identification of equipment, training, construction requirements and estimated budget needed

• Comparison of estimated total cost / Available budget

• List of constraints that the market is not able to resolve on its own

• Expected difference(s) in investments • List of relevant ongoing or planned economic

support programs and budget amounts

• Estimates based on the project idea

• Interviews, field observations • Existing studies on the value

chain • Interviews with aid organisations

and value chain specialists • Government budgets and multi-

year plans

25

3 Collaboration

• Does the interplay of actors at the intervention site seem complex and could be an obstacle to the development of the value chain (e.g. many competing actors and organisations, contradictory intervention strategies)?

• What are the possibilities for cooperation between stakeholders?

• Number and types of joint, competing and/or contradictory initiatives

• Presence of an open spirit of discussion and cooperation

• Interviews, field observations • Bibliography on ongoing/past

projects and actors involved

4 Durability & Replicability

• Will the sector be autonomous at the end of the project? How can it be insured?

• What factors will ensure the sustainability of the results achieved by the project (e.g. maintenance fund, private partner)?

• Is the project easily replicable on another site and/or on a national scale (feasibility, stakeholder and market interest, etc.)?

• Estimated need for technical support to producers • Long-term (potential) support of key players (e.g.

private sector engagement) • Estimation of operational and maintenance costs

and projection of the sector's self-financing capacities

• List of factors facilitating or hindering the potential replicability of the project

• Estimates based on the project idea

• Interviews, observations • Estimates based on the project

idea • Existing studies

5 Corruption

• What is the level of corruption in the country? • What are the impacts of corruption on the value chain? • Is this a major obstacle to the development of the

sector?

• Level of corruption • List of existing and potential impacts of corruption

on the value chain

• Corruption Perception Indexes • Interviews, field observations • Existing studies on the value

chain

6 National consistency & technical feasibility

• Is the value chain development consistent with the State's development plans?

• Do promotional policies and regulations for the sector exist and are they enforced? Is there tangible government support, or is such support to be expected?

• Are there regulatory barriers that impede market access?

• Do the existing means of communication allow for regular communication with the local CSO in the field and with producers/communities (good telephone/internet coverage)?

• Declarations and public policies • Quality of implementation arrangements • Ranking in the "Doing Business" report; list of most

important and least important constraints • Enabling environment - e.g., certification,

regulations, subsidies • Presence of telephone and internet coverage

• Government budgets and multi-year plans

• Government Speeches • World Bank: Doing Business

reports • Interviews, field observations • Existing studies

7 Community Management Organization

• Is there a community-based natural resource management organization at the intervention site? Is it structured and functional? Is it financially autonomous?

• Organizational documents (constitution, proof of registration, management plan, annual budget)

• Number of people involved (M/F) • Degree of activity (frequency of meetings and

participation, activities carried out, etc.)

• Interviews, field observations

26

Appendix 7: About the author

This report was written by Noé’s Green Economy programme, which was created by the merger of Man & Nature and the NGO Noé on January 1st, 2019.

Created in 2010, Man & Nature has designed an approach to the economic development of biodiversity-friendly value chains in and around PAs ("pro-biodiversity value chains"), and has carried out 43 projects in 24 tropical countries over the last 9 years in support of these local partners.

Noé is an association under the law of 1901, created in 2001, and whose mission is to safeguard and restore biodiversity, for the well-being of all living species, including humanity. To carry out its action, and also work on the root causes of the disappearance of species, the overexploitation of natural resources and our consumption patterns, Noé implements programmes for the conservation of endangered species, the management of protected areas, the restoration of ordinary biodiversity and natural environments, the reconnection of Man with Nature and the support of economic sectors and civil society organisations in favour of biodiversity, in France and internationally. Noé has 15 years of experience in the conservation of fragile ecosystems through protected area management, natural habitat restoration and community development projects in Sub-Saharan Africa.

The merger of Man & Nature and Noé has brought together the approaches and skills of the two associations; Noé in the management of Protected Areas and the conservation of biodiversity and the restoration of ecosystems, and Man & Nature in the economic development of PA peripheral areas and the mobilisation of communities, local CSOs and the private sector in "pro-biodiversity" value chains.

In total, including M&N's expertise, Noé has implemented 55 projects and has a unique range of skills. With a budget of 3 million euros in 2019 in Southern countries, Noé is the main French NGO dedicated to biodiversity conservation. It has a unique network of partner companies, from both North and South, acting both as a funder and as a partner in the pro-biodiversity sector.