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1 | Assessing the State of Natural Resources
1 | Assessing the State of Natural Resources
State of land degradation
State of land degradation
Adapting WOCAT methodology to assess:
Extent of LD
Degree of LD
Rate of land degradation
Rate of land degradation
Evaluate trend of increasing degradation
2 | Assessing the level of effectiveness of SLM measures in the landscape
2 | Assessing the level of effectiveness of SLM measures in the landscape
Extent of land under SLM
Extent of land under SLM
The extent of land where SLM or conservation measures have been implemented or the "hectares under SLM"is measured against the set targets for the sampling unit.
SLM implementation effectiveness
SLM implementation effectiveness
Assesses the:
Effectiveness of the SLM measures in reducing the degree and rate of land degradation.
Effective implementation of new and the maintenance of existing soil and water conservation measures
3 | Assessing the socio-economic factors contributing to the enabling environment for SLM adoption
3 | Assessing the socio-economic factors contributing to the enabling environment for SLM adoption
Land user willingness to adopt SLM
Land user willingness to adopt SLM
No long-term sustainable intervention is possible without willingness.
The willingness to change trajectory is built on the following variables:
Willingness to corporate and share information
Participation in project activities and adoption of new innovations
Willingness to contribute willingly out of his/her own towards SLM activities.
Capacity and skill level of external stakeholders to address LD
Capacity and skill level of external stakeholders to address LD
An overall assessment of project or landscape beneficiaries and key stakeholders.
Capacity and skills will differ from landscape to landscape, but needs to be assessed as a whole.
Important to provide evidence for score. Such as no. of training events and impact of such
Capacity and skill level of internal implementation teams
Capacity and skill level of internal implementation teams
This relates specifically to the capacity and skills of the project teams, institutions and land users doing management and implementation of SLM.
Access to internal & external resources to maintain SLM
Access to internal & external resources to maintain SLM
These resources include access to financing, timelabour, machinery and other inputs requires to implement SLM best practices.
Access to internal (own) and external resources, considering also the willingness to use own internal sources for conservation or SLM purposes, are assessed with this variable .
The actual access to these resources at the start of the project (baseline) need to be compared on a regular basis during project implementation to see improvement if any.
Enabling governance structures to support SLM
Enabling governance structures to support SLM
Governance structures to create, support and maintain an enabling, safe and inclusive environment for dialogue around land use, land degradation and SLM.
Governance structures should be considered at various different levels
Among farmers, community level, traditional authority level, local, district, provincial and national levels.
The existence, representation, effective functioning, sustainability and impact of these structures need to be compared at project inception with milestones as project implementation proceeds over time.
Resource based Planning
Resource based Planning
This includes farm plans, stewardship and protected area management plans, landscape, Area wide and project plans, specific enough to guide actual implementation and outscaling.
Important concepts to note for assessing capacity and skills level
Important concepts to note for assessing capacity and skills level
Community capacity building is a conceptual approach towards social and behavioral change and leads to changes in thinking, in a way of doing things more sustainable. It focuses on understanding the obstacles that inhibit local people, communities, governments at different levels, para-statal organizations, non government and community based organizations, (NGO’s & CBO’s) from realizing the goals that will allow them to achieve sustainable results.
Capacity building (or capacity development) is the process by which individuals and organizations obtain, improve, and retain the skills, knowledge, tools, equipment, and other resources needed to do their jobs competently, or in the context of the GEF 5 SLM Project, to address land degradation and manage land more sustainable. It allows individuals, communities and organizations to perform at a greater capacity (larger scale, larger audience, larger impact, etc). "Capacity building" and "Capacity development" are often used interchangeably.
Community capacity building often refers to strengthening the skills of people and communities, in small businesses and local grassroots movements, in order to achieve their goals and overcome particular issues that may cause exclusion and progress or development. Organizational capacity building is used by projects to guide their internal development and activities.
monitoring the project or interventions at landscape level (V6&7)
monitoring the project or interventions at landscape level (V6&7)
Clarity of mission and direction – this involves evaluating goals and how well those goals are understood throughout the project, among all its important stakeholders and beneficiaries.
Leadership and guidance – this involves evaluating how empowered the projects/landscape/hub leadership is - how well the leadership encourages experimentation, self-reflection, changes in team structures and approaches.
Learning – this involves evaluating how often the project or interventions at landscape level’s participates in effective self-reflection, and self-assessment. It also involves how well a project "learns from experience" and if the project promotes the idea of learning from experience.
Emphasis on on-the-job-development – this involves evaluating how well a project or interventions at landscape level’s n encourages continued learning, specifically through hands-on approaches.
Monitoring processes – this involves evaluating how well a project or interventions at landscape level participates in self-monitoring. It looks at whether or not a project or interventions at landscape level encourages growth through learning from mistakes
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