THRIVE Project - Towards Holistic Resilience in Vulnerable Environments
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This document provides an overview of the THRIVE framework for building resilience in agro-pastoral areas. It recognizes the interconnectedness of ecosystems, livelihoods, and social cohesion. The framework includes four strategies: REVIVE focuses on ecosystem restoration through regenerative agriculture; EMERGE helps farmers diversify livelihoods and engage with markets; INTEGRATE promotes social cohesion and collaborative natural resource management; and community engagement is central throughout.
THRIVE Project - Towards Holistic Resilience in Vulnerable Environments
- 1. May 2022 -A framework for resilient systems in agro-pastoral areas - recognizing the inter-connected dynamics between eco-systems, livelihoods and social cohesion THRIVE-Towards Holistic Resilience in Vulnerable Environments
- 4. May 2022 Climate smart adaptations Diversified agro enterprises Pro-Poor market systems FROM POVERTY TO AGROBUSINESS EMERGE ZERO POVERTY GRASSROOTS GOVERNANCE Community engagement dialogue and exchanges Natural resource management Trade integration SOCIAL COHESION INTEGRATE ZERO EXCLUSION Water harvesting Vegetation systems Holistic land and livestock management ECOSYSTEM RESTORATION REVIVE ZERO CARBON ECOSYSTEMS MARKETS IMPROVED LIVELIHOODS Community engagement Inclusive value chains Post harvest handling THRIVE PD Kit September 2020 REVIVE TGN September 2020
- 5. REVIVE Overview REVIVE mimics natural patterns applied to agricultural production with a deliberate effort to restore degraded landscapes and soils. REVIVE uses regenerative agricultural practices to restore ecosystem function. Permaculture Holistic Land and Livestock Management
- 6. 4 Strategies of REVIVE
- 7. Community Engagement Under Revive Community Engagement - Communities must be at the center of REVIVE and are the drivers of change. 1. Landscape degradation assessment and Social Evaluation - Complete the "Landscape Degradation Monitoring Framework" - methodlogy available - Social Assessment - provides additional elements that should be assessed prior to project activities in order to provide a broader context on the community. - Draft Assessment is available 2. Identification or formation of groups for training of communities - School fields: farmer school fields, agro-pastoral school fields and pastoral school fields. 3. Land use and social planning ‐ The identification of land for REVIVE activities should include relevant local stakeholders; this will vary depending on the objectives and scale of your intervention: rangelands for large scale restoration; agricultural lands; HH permgardens; communal lands; private lands, etc. 4. Exchange visits and dialogue (during the implementation period) - As communities embark on the REVIVE approach, they will reach a point where they need to engage neighboring communities to make their land management plan work, share lessons learned and exchange.
- 8. EMERGE Overview EMERGE helps guide farmers along these rungs by providing multiple levels of assistance for farmers and their communities to address both the personal and structural challenges.
- 9. 5 Strategies of EMERGE 1. Community Engagement 2. Improved agricultural productivity 3. Inclusive and Diversified Livelihoods 4. Private Sector Engagement 5. Supportive Operating Environment
- 10. 1.1 Community Engagement and consultations As projects move from REVIVE into EMERGE, it is important that communities are involved and updated on the transition of the project, and how the next phase of THRIVE will support the transition towards improved production and increased livelihoods to support and build on the learnings developed during REVIVE. Ensuring community consultation and a feedback loop into program design and development is key to its success. ACTED needs to lay the groundwork for the detailed assessments that will inform the planning for EMERGE interventions: • Inform the communities of which assessments will be conducted • Present that the results and discussed with the communities for their feedback and validation of the results. Emerge Community Engagement
- 11. 1.2 Agricultural Practices and Productivity Assessment An assessment should inform context appropriate trainings and interventions The assessment should consider the following key questions: - What are the key agricultural production systems? - What are the drivers of change affecting these food systems? - What are the characteristics of the people associated with agriculture (gender rolls, land use patterns)? - Where and levels of GHG emissions from agriculture (including livestock in the country)? - What is/are the key climate challenges faced by the community? - What are the current barriers to adoption of these practices? Secondary data sources could also be used for data collection – especially around climate data Emerge Community Engagement
- 12. 1.3 Prioritization and Value Chain Assessment Understanding the opportunities for improved market-based livelihoods is critical – best done at proposal development stage or to build in an inception phase EMERGE focuses on Local Value Chain approaches - support specific parts of a value- chain or sector within a target geographical area. Identify the potential value-chains that will be supported through the project Teams should do a community lead value chain prioritization exercise that considers: • Value Chain growth or potential or competitiveness • Development/Poverty alleviation potential • Environmental considerations • Institutional dimensions Emerge Community Engagement
- 13. INTEGRATE Overview Trust Building Process
- 14. Community Engagment of INTEGRATE 1. Conflict Analysis/Social Assessment • develop an understanding of the context, the issues that impact natural resources and what are the drivers of conflict? • A solid understanding of conflict and the social composition of communities is the basis for ensuring a "no harm" and conflict sensitive approach to INTEGRATE. Note: A conflict analysis is not a static event that occurs only once, but must be a dynamic process that is continually reflected upon and updated as the context evolves or changes. The Four Main Categories of Conflict Analysis: - Conflict profile - Causes of conflict - Conflict actors - Conflict dynamics
- 15. 2. Stakeholder Analysis and Group Identification • Who are the groups involved? What secondary actors are involved? Which groups or traditional bodies exist or use to exist that can support programs? • Stakeholders are people who have an economic, cultural or political interest in or influence on a resource. • Stakeholders will vary depending on the level of intervention (intra- or inter-community) and the objective of the intervention: - Grassroots community dialogue and social cohesion - Improved/combined natural resource management 3. Community Awareness and Mobilization • The potential benefits of improved cooperation and collaboration among communities must be clearly articulated at the outset of the action, so that communities are clearly incentivized to participate and this fosters active engagement in the process. ; • Establish strong communication channels (events, campaigns, meetings, etc.) and active engagement in raising awareness of the proposed approach.
- 16. Community Dialogue and Exchange Visits of INTEGRATE Community Dialogue and Exchange Visits - Communities need to begin to get to know each other and develop trust, allowing groups/communities to understand and appreciate the commonalities and differences between them. 1. Establishing a dialogue with the community ('People to People Approach') • Intergroup interactions are recognized as a key means of supporting social cohesion efforts. • Examples: Community dialogue and discussion events, radio campaigns, cultural events, sports, etc. • Identify if it is an Intra or Inter Community approach • Respect and rely on local traditions or mechanisms 2. Community Exchange Visits • More focused or specialized exchanges can help develop closer relationships and ties • Exchange visits will allow groups/communities to learn from and appreciate each other while laying the groundwork for future collaborations 3. Strengthening Groups or Mechanisms for Conflict Resolution • Work with existing groups or mechanisms, and not create new ones, and where necessary support their capacity to implement activities • Example: training on conflict resolution principles; social cohesion; conflict prevention, etc. • It is important that the broader community be informed about the group, their role in the process, why the group is important to the process and how it will function throughout the process.
- 17. Fun NBS Quiz • https://create.kahoot.it/share/nature-based-solutions/dee01cfa- 71cc-4a16-8a3d-b6d0d2bf4010