Stakeholders Engagement, Knowledge & Communications on Coastal Zone Management In West Africa Communication and Awareness Action Plan (CAAP) C O M M U N I C A T I O N A N D A W A R E N E S S A C T I O N P L A N ( C A A P ) 2 Disclaimer This document has been prepared by Globalcad and WE&B for the World Bank (“WB”). This document does not necessarily reflect the views of the Bank. Information provided by the WB and third parties may have been used in the preparation of this document, but was not independently verified by Globalcad and WE&B. The document may be provided to third parties for informational purposes only and shall not be relied upon by third parties as a specific professional advice or recommendation. Neither Globalcad and WE&B nor its affiliates or related entities shall be responsible for any loss whatsoever sustained by any party who relies on any information included in this document. C O M M U N I C A T I O N A N D A W A R E N E S S A C T I O N P L A N ( C A A P ) 3 Index List of tables 4 List of figures 4 1. The need for a Communication and Awareness Action Plan (CAAP) 5 1.1. Why does WACA need coordinated communication actions? 5 1.2. What is a CAAP? 5 1.3. Contextualisation: situational analysis (SCOPE) 6 2. Strategic Objectives 8 3. Channels and Tools 8 4. Target groups and messages 10 5. Implementation Plan 17 6. Outline 22 6.1. Timing overview 22 6.2. Overview of the Category of Costs 23 7. References 24 8. List of Annexes 25 Annex 1 – Gathering inputs for the CAAP: 2-step consultation process 26 Annex 2 – List of Relevant Initiatives to Mobilize Resources as Provided by the 33 Stakeholders Annex 3 - Calendar of Key Events on Climate Change 36 Annex 4 – Protocol for Event Participation/Organization 37 Annex 5 – Key Media Channels per Country 40 Annex 6 - Monitoring and Evaluation 43 Annex 7 –Examples of Environmental and Coastal Information and Communication 45 Resources C O M M U N I C A T I O N A N D A W A R E N E S S A C T I O N P L A N ( C A A P ) 4 List of tables Table 1. Situational Analysis of the CAAP 6 Table 2. The CAAP channels and tools 9 Table 3. Overview of the strategic communication activities and actions 17 Table 4. Timing for the one-year strategic activities of the CAAP 22 Table 5. Overview of the Categories of costs for the one-year strategic 23 activities of the CAAP Table 6. Step 1 – In depth interviews: List of key partners (including 26 WACA focal points) interviewed for the CAAPP Table 7. Step 2 : Consultation survey - List of stakeholders that received 26 the online survey Table 8. Relevant Initiatives to Mobilise Resources as Provided by the 33 Stakeholders in the on-line survey Table 9. Key events 2017 on Climate Change in West Africa 36 Table 10. Key Media Channels per Country 40 Table 11. Key Indicators for Monitoring the Communication Impacts 43 List of figures Figure 1. The CAAP Framework: components of the communication 6 strategy leading to the implementation plan Figure 2. SCOPE Qualitative Analysis for the CAAP (source: own 6 elaboration as results from a consultation process, see Annex 1) Figure 3. CAAP main facilitators and targeted audiences 10 C O M M U N I C A T I O N A N D A W A R E N E S S A C T I O N P L A N ( C A A P ) 5 1. The need for a Communication and Awareness Action Plan (CAAP) 1.1. Why does WACA need coordinated communication actions? West Africa’s coastal areas are home to approximately one-third of the region’s people—and 6% is the expected rate of economic growth in West Africa by 2023 (World Bank, 2016). Unsustainable infrastructure development, inadequate management of natural habitats and resources, and pollution, among other factors, threaten the productivity of coastal ecosystems. Climate change related events such as sea-level rise and warming, land subsidence, storm surge, and increased coastal flooding contribute to an increased vulnerability of the region. West African coastal countries are taking action by raising a unified voice, and co-creating a regional approach to ensure that coastal areas can be sustained for future generations. In response to this growing need for regional integration, the West Africa Coastal Areas Management Program (WACA) has been created as a convening platform where technical and financial partners support sustainable development in the coastal zone, using management of the coastal erosion and hazardous flooding as the entry point. WACA initiates policy dialogues and technical analyses on coastal erosion and the adaptation of coastal areas in targeted countries. These actions will lead to the identification of regional and country-specific on-the- ground investments. As WACA reaches out to a wide audience in the area of international cooperation within West Africa for research innovation and development, a plan is needed to harmonize and coordinate communication actions. 1.2. What is a CAAP? This Communication and Awareness Action Plan (CAAP) intends to be a communicational guidance document for key stakeholders in four specific coastal countries (Ghana, Côte d’Ivoire, Benin, Togo) who will use it as an aid to communicate the effects of climate change and the measures to improve resilience in coastal regions in their respective countries in West Africa. It outlines specific methods, tools and activities that are to be employed by the countries to increase coastal resilience and sound coastal management. Therefore, the CAAP is perfectly aligned to the objectives of the WACA program as well as with the needs of the WACA stakeholders. This document is also intended to be of use to other West African coastal countries. Based on the three pillars for communication: i) awareness, ii) understanding and iii) action, the CAAP’s main goals are: 1. To create awareness regarding the need for coastal resilience. 2. To contribute to evidence-based policy, and to build a shared understanding for the need for improved coastal management practices in the West African region. 3. To mobilise actions and to trigger social change towards local adaptation and mitigation to climate change and to improve Integrated Coastal Zone Management (ICZM). The structure of this CAAP follows the components of the communication strategy (Figure 1), which are: the strategic objectives, the tools and channels that will be used, the facilitators and target groups with respective messages and the strategic activities to achieve the main objectives. All these components lead into an implementation plan. C O M M U N I C A T I O N A N D A W A R E N E S S A C T I O N P L A N ( C A A P ) 6 AND EVALUATION CAAP STRATEGIC OBJECTIVES IMPLEMENTATION MONITORING CHANNELS TOOLS/RESOURCES PLAN TARGET GROUPS AND MESSAGES STRATEGIC ACTIVITIES FIGURE 01 | The CAAP Framework: components of the communication strategy leading to the implementation plan. 1.3. Contextualisation: situational analysis (SCOPE) The context of communication within the WACA framework can be analysed by taking a 360-degree view that encompasses the past, present and future communication perspectives. The SCOPE1 tool (Situation; Core com- petencies; Obstacles; Prospects and Expectations) provides this analytical framework with the results shown in the Figure 2 and further elaborated in Table 22 .Results are based on a consultation process of key partners and stakeholders from the West African region was conducted between October 2016 and February 2017 (see Annex 1 for detailed list of participants). The consultation process was based on in-depth interviews to the selected key stakeholders’ and WACA focal points, and a more extensive consultation process was aimed to other relevant stakeholders in order to gather more information on communication practices. CURRENT SITUATION FUTURE, IMPLEMENTING THE CAAP Situation Prospects Expectations • Starting engagement activities – policy dialogues • Targeted use of • National level addressed first • One-way communication activities without a common strategy audio-visuals • Strategic local approach • Addressing key drivers of • Knowledge sharing in and between countries at various communication: for e.g.. Core Competencies Obstacles fishing sector, media and levels CSOs • Feedback gathering process • In and between country • A lack of coordination knowledge sharing potential • Target group specification • Vertical communication • Mobilisation of resources • Visualisation of WACA’ s • High public engagement • Disconnect between results capacity groups capacity FIGURE 02 | Scope: Qualitative Analysis for the CAAP  The premise behind SCOPE is to offer a situational analysis that takes a 360-degree view that encompasses the past, current and future 1. perspectives. Therefore, the tool is dynamic by providing results based on research, which is undertaken in a certain timeframe, and has the aim to continually evolve as the situation changes. 2. A consultation process of key partners and stakeholders from the West African region was conducted between October 2016 and February 2017 (see Annex 1 for detailed methods and results). C O M M U N I C A T I O N A N D A W A R E N E S S A C T I O N P L A N ( C A A P ) 7 TABLE 1. Situational Analysis of the CAAP WACA: CURRENT SITUATION Situational context • Currently communication activities are the responsibility of the WACA focal points. • The policy dialogues have been well extended at the local level thus far and at the same time have managed to engage with different targets although the outreach has been to specific individuals only. • The one-way communication activities that have already taken place referred to a process where information is transferred from WACA to a non-specific targeted audience (the general audience). • The two-way communication actions seeking for engagement (policy dialogues) and awareness raising activities (one-way communication) have not yet followed a common strategy or plan. Core capacities • Capacity to share knowledge within and between countries in the West African region which reinforces synergies with on-going relatead actions. • Ability to pull people together from different sectors, cultures and experiences to establish dialogue between them. Obstacles from the activities that have taken place • Lack of information of the on-going initiatives that can be merged together with other activities and perceived absence of communication roles within the WACA program has led to a potential lack of motivation for implementing communication actions. • Groups at national level (ministries etc.) can become anchor in the flow of communication, therefore it has been highlighted that these groups should be targeted in a first approach to best reach communities at a local level. • Creating ownership at local level is essential for the success of WACA. However, activities already undertaken have shown difficulties in obtaining an adequate coverage at local level. • There is a disconnect in terms of linking different producers and users of knowledge and information (e.g Système de Gestion de l’Information Environnementale, SGIE, Odinafrica, more in Annex 7). Therefore, knowledge-brokering activities from science to society and vice versa are required. FUTURE: IMPLEMENTING THE CAAP Prospects: drivers and opportunities • To use the different types of communication tools. • To engage with strategic sectors which could potentially act as catalysts for capacity building and to enhance the awareness of the WACA core messages. These strategic sectors are: - Fisheries: fishing industry and traditional fishermen, with the aim to contribute to improved fisheries conservation and management. - The communities most vulnerable to climate change impact, i.e. affected communities. - The media sector (journalists, communication specialists, etc.) with the aim to further enhance the core messages of WACA. - The Civil Society Organisations (CSOs) with the aim to integrate the communication of the WACA activities in their programmes. • Liaising and partnering with other initiatives (Annex 2) that could potentially support the mobilization and leverage of additional resources. • The main factors that can directly influence the execution of a communication plan are: - The implementation of a monitoring and evaluation process to adequately re-orientate activities if required (seen Annex 6). - The targeting of groups and the creation of a catalogue or contact repository. - The systematic documentation of WACA achievements in order to capitalise on results. C O M M U N I C A T I O N A N D A W A R E N E S S A C T I O N P L A N ( C A A P ) 8 Expectations: anticipated developments after the CAAP implementation • In a first stage, the national level target groups need to be identified to seek coordination with ongoing initiatives. • Following this, a strategic outreach approach to the local level will be undertaken by targeting the key groups (media, fishing, local affected communities, and CSO groups). • Knowledge sharing at various levels: among WACA representatives at regional level, at country-level with national planners, and through local experiences with municipalities. 2. Strategic Objectives OBJECTIVE 1 – TO RAISE AWARENESS ABOUT THE NEED FOR COASTAL RESILIENCE AND ITS ACTIVITIES AMONG TARGETED BENEFICIARIES Raising awareness of coastal resilience amongst the selected target groups to build an identity for the program, raise its profile and generate an interest in the program activities. Effective communication should ultimately lead to an understanding about the need for coastal resilience amongst the targeted audiences. OBJECTIVE 2 – TO ENCOURAGE BROAD STAKEHOLDERS INVOLVEMENT AND ACTION ON COASTAL RESILIENCE Policy dialogues and communications actions are key objectives to support coastal resilience in the region, therefore a wide range of public engagement activities are still to be planned. Action refers to a change of practice that results in the adoption and implementation of materials for communication, tools, methodologies or approaches for integrated and resilient coastal management. Specifically, the work and role played by particular target groups in positions of influence is key to bring change within their organisations or the wider community. 3. Channels and Tools The CAAP makes use of various online and offline channels (communication mix) to convey key messages in the most appropriate way regarding the context. The central elements for the communication strategy are as follows: 1. Online actions, as the main tool for general information exchange. 2. Participation in regional activities/events. 3. Cooperation with other project initiatives that can enhance and leverage the WACA impacts. 4. Use of the most common communication channels (social media, TV, radio, etc.) and proactively providing them with informative content. 5. Targeted dissemination material to key groups: guidance notes, audio-visual material, best practice case studies examples, etc. 6. Participatory actions: Face-to-Face (F2F) meetings, workshops, training courses etc. Table below gives an overview of the tools and channels available for each type of communication and engagement process. C O M M U N I C A T I O N A N D A W A R E N E S S A C T I O N P L A N ( C A A P ) 9 TABLE 2. The CAAP channels and tools One way knowledge exchange tools CHANNELS AND MEANS COMMUNICATION TOOLS AND PRODUCTS Online actions • E-mailing list classified by target groups • E-news flash (subscription to WACA e-newsletter) http://worldbank.us14.list-manage1.com/ subscribe?u=8a95a701c5080b05078e3f997&id=1b949c7e93 • Social media: WhatsApp groups, WACA Facebook page (suggested). • WACA Website, www. http://www.worldbank.org/waca Communication • Infographics (for example detailing the social, economic and environmental damages caused by sand mining or the threats to material coastal zones from overfishing or the services provided by coastal ecosystems) http://www.worldbank.org/en/news/infographic/2016/09/01/ saving-west-africas-coastal-assets • General WACA promotion brochure and visual identity http:// documents.worldbank.org/curated/en/382201468181130416/A- partnership-for-saving-West-Africa-s-coastal-assets • Knowledge sheets http://www.worldbank.org/en/programs/west-africa-coastal- areas-management-program#5 • Case studies • Videos: short WACA explanatory videos and documentaries Events (off-line actions) • Protocol for event participation/organisation (Annex 4). • Popular community events (Journées du littoral for example, community events, etc.) Media channels: TV, • Production of regular press releases, TV interviews, local radio podcasts. radio, printed press • The use of SMS for local and vulnerable communities • Identification of key media channels per country (Annex 5). • Workshops with communicators. Multiple way knowledge exchange tools (stakeholder engagement) CHANNELS AND MEANS COMMUNICATION TOOLS AND PRODUCTS Online knowledge • Collaborative online tools on the WACA website or country websites (such as the SGIE for example). exchange Offline knowledge • Site visits to coastal areas addressing erosion impacts: for example sustainable fisheries exchange • F2F meetings, interviews • Workshops, group-building processes Networking activities • List of coastal workshops or conferences at regional or international levels C O M M U N I C A T I O N A N D A W A R E N E S S A C T I O N P L A N ( C A A P ) 10 Consultation (feedback gathering) CHANNELS AND MEANS COMMUNICATION TOOLS AND PRODUCTS Questionnaires, Surveys • Feedback questionnaires from events organised by WACA program at regional level and at country level by relevant stakeholders (ministries, universities, etc.) • Online surveys – periodically launched. • Consultation with stakeholders through interviews, workshops, etc 4. Target groups and messages WACA reaches out to a wide audience and contributes to the development of the West African region in terms of coastal zone management and climate change. Specifically, in this CAAP, WACA addresses different major target groups, for instance: decision makers and economic regulators at national level; civil society; local communities; the public sector; the media; researchers, the private sector and partners and donor agencies. The groups described below are those that are relevant for the implementation of the CAAP and are classified in accordance to the main audiences i.e. the beneficiaries of the communication (see the figure below) and examples of key communication facilitators are provided. Port authorities, Tourism Networks of sector Research • Decision makers journalists centres • CSO’s Key companies • Local communities and fishing associations CAAP • Public sector CAAP • Media TARGET FACILITATORS Relevant GROUPS • Researchers CSOs • Private sector WB, Council • Donors UEMOA, Ministries IUCN and Steering • General public Local committees governments FIGURE 03 | CAAP main facilitators and targeted audiences. A list of the key facilitators, taken from an analysis of the WACA Stakeholders and Political Economy Analysis (SPEA), shows those that could implement the CAAP for each of the target groups. Specific communication objectives and messages for each of the eight target groups (decision maker and economic regulators, civil society, local communities, the public sector, media, researchers, the private sector and partners and door agencies) are provided in the tables presented below. C O M M U N I C A T I O N A N D A W A R E N E S S A C T I O N P L A N ( C A A P ) 11 DECISION MAKERS AND ECONOMIC REGULATORS Main CAAP Council Ministries and Steering committees at national level in Benin, Togo Ghana and Côte d’Ivoire according to key stakeholders from the SPEA: Facilitators • Togo: Ministry for the Environment and Forest Resources and Ministry of Urban Development, Housing and Living Environment • Ghana: Ministry of Environment, Science, Technology and Innovation, Environmental Protection Agency, and National Development Planning Commission. • Benin: Benin Environmental Agency, Ministry of Quality of Life and Sustainable Development and Ministry of Agriculture, Livestock and Fisheries. • Cote d’Ivoiree: Ministry of Environment, Urban Sanitation and Sustainable Development, Ministry of Construction and Urban Development, Ministry of Petroleum and Energy, Ministry of Planning and Development, Ministry of Higher Education and Scientific Research, Ministry of Economy and Finance, CIAPOL, and National Environment Agency. Communication • To establish coordinated communication mechanisms with other agencies working on coastal management. Objectives and • To increase awareness of coastal erosion and climate change and to put in roles place a coherent long-term plan. • To maximise the impact of the WACA activities by leading local level communication actions. Key messages • Countries should develop a common vision to strengthen coastal resilience to natural and anthropogenic challenges as well as climate and Keywords change; for the target • A long-term, multi-sectoral vision for the coastline with the involvement of groups all the different institutions is the basis of sound coastal development and resilience. • Further action is needed to provide the legal framework with operational tools and mechanisms for the implementation of integrated coastal risk management. • Ministries need local level support and linkages with researchers and experts to take science-based decisions and regulations for coastal management through applied research for example. • Long-term spatial planning, including the hinterland, must be taken into account to avoid unsustainable land use along the coast. • Each actor, whether private or public, has a role to play in coastal management and must bear the consequences of his/her actions. The “polluter pays” principle must be understood and applied. • Regional collaboration helps defray the high costs of investing in sustainable coastal management. • Both hard and soft infrastructure options and their combination should be assessed and considered • Economic analysis tools such as the cost of coastal area degradation can support the mainstreaming of coastal management into strategic development plans. Keywords: anthropogenic (human) factors – multi-sectoral – operational tools –science-based decisions – spatial planning – polluter pays principle – applied research C O M M U N I C A T I O N A N D A W A R E N E S S A C T I O N P L A N ( C A A P ) 12 CIVIL SOCIETY ORGANISATIONS Main CAAP According to the SPEA the following key CSOs have been identified as relevant: Facilitators • Togo: Togolese Association of Volunteers for the Development (ONG AVOTODE) and Togolese Association for the Conservation of Nature. • Ghana: Hen Mpoano and Traditional chiefs. • Benin: Front United Against Coastal Erosion, Jak-Rehab, and Alcrer NGO. • Côte d’Ivoire: Federation of NGO Networks and Association of the Environment. Communication The role of CSOs is very relevant, especially in countries in which, through political reasons or otherwise, they do not have the necessary weight in society Objectives and to bring about change or the CSOs are still in their development stages. This roles is important to consider when designing specific support strategies for each country. Local chapters of international NGOs and domestic CSOs with civil or religious backgrounds are visible in the public eye therefore their involvement in communication actions is vital. CSOs have been active and successful in addressing coastal challenges such as mangrove rehabilitation. Various materials/events could be prepared such as an annual report about the state of the coast; coastal exhibits; national workshops, etc. WACA should also contribute to disseminate the work of these organizations through its communication efforts. Key messages • Coastal erosion and flooding cause a great deal of damage to local coastlines and communities. A coordinated effort with the government and and Keywords organisations working in the field should address these threats by working for the target together with locally affected communities through: awareness campaigns, groups participatory risks mapping, public hearings (“audiences publiques”), public documentation, information about on-going projects, drill exercises, etc. • Environmental and coastal data and information is still fragmented and dispersed among several institutions in spite of the progress made in improving the knowledge base. • An online platform gathering different types of data (maps, statistics, reports, time series, etc.) would increase coordinated actions among various stakeholders. Keywords: Coordination – local communities – illegal local activities affecting the sustainability of the coast – working and learning together LOCAL COMMUNITIES Main CAAP • Local affected communities that are more vulnerable to climate change effects with the need to improve their adaptive capacity. Facilitators • Local governments – municipalities as well as local politicians (as in the case of Ghana). More specifically the key partners that have been identified are: • Togo: Prefectures Lacs and Golfe and Communes Aného and Lomé. • Ghana: Municipal and district Assemblies. • Benin: Local governments (Cotonou, Grand-Popo, Sèmè-Kpodji and Ouidah). • Côte d’Ivoire: Sub-prefectures of Grand-Lahou and Grand-Bassam. C O M M U N I C A T I O N A N D A W A R E N E S S A C T I O N P L A N ( C A A P ) 13 Communication • Strengthen the capacity and representation of locally affected communities to influence climate change adaptation and coastal protection plans Objectives and through knowledge gathering and sharing. roles • Promote awareness-raising to ensure buy-in by local communities of proposed coastal infrastructure projects. • Strengthen their capacity to teach good practices regarding issues such as regulations about legal sand mining Key messages • Coastal areas provide vital ecosystem goods and services; however, they are exposed to a multitude of stresses, including those from sea level rise and Keywords and coastal inundation. For example, if the mangrove forests are damaged for the target or removed, this reduces the storm barrier that these forests offer and also groups removes the breeding ground for many fish • There are synergistic advantages in integrating coastal zone management and coastal adaptation at local level, but these require a coordinated effort between the communities and governments. • Improving local governance tools and mechanisms to support coastal adaptation such as local area agreements and local adaptation plans (see more in Annex 7). • When the risk of flooding or other natural disasters becomes too difficult to mitigate, voluntary relocation can be considered as a strategy to protect the lives and livelihoods of poor households. Keywords: Integrated coastal zone management planning – working together –– climate change adaptation starts with individual behavioural change – improved coastal zone management is the responsibility of the entire coastal community – vulnerability to climate change. THE PUBLIC SECTOR Main CAAP Public workers, for example: port employees, technical staff in tourism offices, employees in public administration etc. More specifically, key actors Facilitators from each country are: • Togo: Autonomous Port of Lomé, High Council for the Sea, Free Trade Zone Administration Company and New Phosphate Company of Togo. • Ghana: Hydrological Services Department. • Benin: AGETIP and AGETUR, Direction of Ports, Cotonou Port Authority. • Côte d’Ivoire: Autonomous Port of Abidjan, Autonomous Port of San Pedro. Communication • To support and involve coastal commercial sectors such as the fishing sector and tourism activities while respecting sustainable practices. Objectives and • To gather inputs for the creation of knowledge information materials roles regarding coastal erosion and the challenges of climate change adaptation. • To sensitize the public about the need for coordinated management of the coastal zone. • Training for better coastal monitoring and coastal conservation techniques. C O M M U N I C A T I O N A N D A W A R E N E S S A C T I O N P L A N ( C A A P ) 14 Key messages • Inadequate management of natural habitats and resources, as well as pollution are threatening the productivity of coastal ecosystems. and Keywords • Taxes, tariffs, export revenues and quota fees from fisheries could make a for the target key difference to the region’s development, however correct enforcement groups is needed. • Promote nature-based or green infrastructures where possible (building with nature) for long-term coastal resilience • There is an urgent need for policy integration across sectors, with departments operating independently and often in conflict with one another, resulting in overlapping and costly practices. Keywords: Preventing erosion – local coordination – tariffs – enforcement - working together – building with nature – policy integration MEDIA Main CAAP Journalists from TV, Radio and the Printed Media. Institutional related communication officers. Facilitators Communication departments in research centres. Regional and National network of journalists such as: • African Federation of Science Journalists http://www.wfsj.org/associations/page.php?id=77 African Network of Environmental Journalists http://www.anej.info • Climate Change Media Partnership http://climatechangemedia.ning.com/ • Internews Earth Journalism Network http://earthjournalism.net/user/register • Pan-African Media Alliance on Climate Change http://pamaccafrica.blogspot.co.uk/ • Togo: Science Journalists and Communicators of Togo (JCS-Togo) http://jcstogo.info/ Benin: Association des Journalistes et Communicateurs Scientifiques du Benin http://www.ajcsb.net Communication • There is a need for prudent and responsible media managers given that climate change presents an opportunity to grow and to better serve Objectives and their audiences. Media coverage also provides a vital link between the roles science and the service providers for African journalists. There should be a common and coordinated message among the media in order to maximize the impact of WACA. • Journalists training workshops can be conducted to train African correspondents on urgent topics regarding the ocean economy, coastal management and climate change. The training program could include visits to fishing communities and handing-over a package of up-to-date information and data on coastal areas (for example, WACA info-graphics, AMCOECC-Journalists Workshop power point presentation in English3, etc.). 3. http://pubdocs.worldbank.org/en/923641473347493125/AMCOECC-Journalists-Workshop-Melissa-Landesz-in-English C O M M U N I C A T I O N A N D A W A R E N E S S A C T I O N P L A N ( C A A P ) 15 Key messages • For African nations and people to seize the opportunities and reduce the risks related to climate change, everyone will need to know more about and Keywords climate change. for the target • The way the media covers climate change and coastal zone management groups will affect how well societies deal with the problem. Climate change will become increasingly important to West African countries and African journalists will become increasingly important to the global response to climate change in the knowledge sharing process. Keywords: responsible and ethical communication – science based environmental journalism RESEARCHERS Main CAAP National observatories and research and education centres working in coastal zone management. More specifically in each country, the follow examples are Facilitators taken from the SPEA: • Togo: Integrated Management Center of Coastal and Environment and West African Science Service Center on Climate Change and Adapted Land Use • Ghana: University of Ghana and University of Cape Coast • Benin: University of Abomey-Calavi and Institute of Fisheries and Oceanology Research. • Côte d’Ivoire: Ocean Research Center, University of Félix Houphouët- Boigny and University Center for Research and Application. Communication • To provide research evidence and new information / knowledge /tools/ outputs/products on sustainable coastal management. To disseminate their Objectives and findings through the channels and tools mentioned below. roles Key messages • Coastal zone management needs increased awareness with new research tools, coastal monitoring and observation and evidence based research to and Keywords better manage coastal erosion and climate change. for the target • Pilot scale demonstration needs innovation and dialogue at the science groups policy interface level to be sure research outputs can be taken up by innovative solutions (applied research). • Encourage and train researchers and decision-makers in the use of guidelines for measuring and valuing the coastal protection services of mangroves and coral reefs Keywords: coastal observation - knowledge capitalisation – knowledge products – research evidence – science and policy interface THE PRIVATE SECTOR Main CAAP Private institutions working in the tourism sector, fishing sector and other private operators (for example: National fishery associations, hotel associations, Facilitators private operators managing port terminals etc.). The key stakeholders identified from the SPEA are: • Togo: Lomé Container Terminal and Togo Terminal • Ghana: Tullow Oil and Zoomlion Ghana Ltd. • Benin: Benin Terminal • Côte d’Ivoire: BeDevelopment C O M M U N I C A T I O N A N D A W A R E N E S S A C T I O N P L A N ( C A A P ) 16 Communication • Build an enabling environment to foster the involvement of the private sector in coastal areas (although the role of private operators or companies Objectives and apart from private port actors is overall quite limited in the region roles according to the SPEA). Key messages • Continued unsustainable practices along the coast (for example, sand mining) will lead to aggravated economic outcomes and Keywords • Coastal adaptation and resilience are much lower than damage costs for the target without adaptation. groups • Equal or greater economic benefits can be gained from implementing climate sensitive (green) businesses • Women play an important role in the informal sector such as processing and marketing fish catch. Fishing is thus a vital activity for the coastal communities in West Africa in terms of employment and food security • With declining natural fish stocks, local companies can set-up aquaculture areas to farm certain fish • Local businesses can implement eco-tourism activities and involve the local communities as local tour guides knowledgeable of the local area.. • Businesses can alter supply/demand of local area resources and attitudes towards more sustainable consumption of coastal resources. • Businesses should work together across sectors and the entire supply chains to seek the best possible way to manage coastal resources and make the most out of them. Keywords: supply chains –sustainable consumption – eco-tourism – aquaculture –informal sector – green business PARTNERS AND DONORS AGENCIES Main CAAP Partners and donor agencies will help create a financial enabling environment to facilitate and accelerate communication and anchoring the CAAP. The Key Facilitators Donors: UEMOA, NDF, World Bank Multi-donor Africa Climate Investment Rea- diness Partnership Trust Fund, IUCN, France (Ministere de la Transition Ecologi- que et Solidaire), USAID, European Commisson, African Development Bank. Communication • To establish contact with key donors and look for resource mobilisation together by sharing common agendas, similar activities, etc. Objectives and • To support countries in the validation of technical studies and to promote bi- roles lateral or multilateral approach when problems are similar or cross-border. Key messages • Investing in local fishing vessels and companies will more than double the benefit to local economies than selling licenses. and Keywords • West African countries suffer from insufficient institutional development, for the target which results in a lack of technical knowledge and adequate legislation to groups contribute to preserving coastal and marine environments. • There is a lack of funding for coastal and marine environmental preserva- tion, for instance in strengthening protected areas or for micro financing for companies focused on environmental preservation • Innovative financing mechanisms are required to enhance sustainable coa- stal development in the West Africa region including through public-priva- te partnerships. • Ensure and urgently work towards the submission of coordinated funding proposals to address coastal resilience Keywords: coastal observation - knowledge capitalisation – knowledge products – research evidence – science and policy interface C O M M U N I C A T I O N A N D A W A R E N E S S A C T I O N P L A N ( C A A P ) 17 5. Implementation Plan To achieve the proposed objectives detailed in Section 2, the WACA CAAP requires a series of strategic activities and related tasks that need to be undertaken by the main facilitators of the CAAP during the first year of its implementation. TABLE 3. Overview of the strategic communication activities and actions Strategic Activity 1 Design a communication strategy Strategic Activity 2 Promote WACA’s vision and objectives Strategic Activity 3 Engage key facilitators in action oriented towards the WACA goals Strategic Activity 4 Create an enabling policy framework for Coastal Management and climate change Strategic Activity 5 Mobilise resources for an effective communication action plan Strategic Activity 1: Design a Communication Strategy OBJECTIVE - To provide a common framework for the adequate distribution of the communication materials based on the results from the interaction with key facilitators and to make yearly updates based on the M&E framework.groups and the cultural divers Task 1.1 – Develop a communication strategy Validation of the CAAP including core messages and communication tools. Key events for communication actions are identified and focused on strategic themes. • Channels and tools: A co-design workshop with the key facilitators of the CAAP. Provision of an event calendar for participation at events. Protocol for participating and organising events • Main Responsible: WACA Focal Points (FP) and other line Ministries as relevant • Target Groups: Key CAAP facilitators • Categories of costs: Employee costs for organising the worlshop, logistics and materials, travel costs for the FPs. • M&E Framework: The number of facilitators involved in the co-design workshop C O M M U N I C A T I O N A N D A W A R E N E S S A C T I O N P L A N ( C A A P ) 18 Task 1.2 – Identify local level communication needs Provide a list of site visits with coastal adaptation challenges. • Channels and tools: A series of one-day events at local level with the various affected sectors (fishing, tourism, locally affected communities, etc.) • Main Responsible: WACA Focal Points (FP) and other line Ministries as relevant • Target Groups: Local communities, CSOs, public sector • Categories of costs: Employee costs, travel and subsitance allowance for the stakeholders’ participation, logistics for organising field visit. • M&E Framework: Formal & informal feedback (event evaluation questionnaire) & messages received on the communication about the event. Task 1.3 – Gather feedback and update communication activities for higher impact • Channels and tools: Feedback questionnaires from events/meetings; monthly gathering of M&E framework results; Online surveys – periodically launched. Internal feedback from the WACA focal points and re-orient activities if needed • Main Responsible: Inputs from WACA Focal Points (FP) and other line ministries as relevant • Target Groups: key CAAP facilitators • Categories of costs: Employee costs • M&E Framework: See annex on the CAAP M&E Framework Strategic Activity 2: Promote WACA’s Vision and Objectives through communications materials OBJECTIVE - To develop and update attractive communication materials to ensure WACA’s vision, objectives and results are widely recognised, taking into account the variety of target groups and the cultural divers Task 2.1 – Maintain communication materials up-to-date Update communication materials periodically according to the results of monitoring process (see Annex 6). Keep the online platform updated based on an analysis of visitor behaviour and strategic choices. Produce communication materials that describe the coastal ecosystem challenges as well as progress promoting sustainable development along the coast. • Channels and tools: Online tools (WACA website, social media), Printed materials (knowledge sheets, brochures, guidance notes, case studies), Interactive platforms to communicate with facilitators • Main Responsible: WACA Focal Points (FP) and line ministries as relevant • Target Groups: Local communities (especially for fisheries) private sector, CSO’s • Categories of costs: Employee costs to work on updating the contents, IT company services, material printing purchasing/hiring web servers • M&E Framework: Website usage statistics C O M M U N I C A T I O N A N D A W A R E N E S S A C T I O N P L A N ( C A A P ) 19 Task 2.2 – Create “visual aids”: videos, infographics Develop attractive communication materials, integrating the messages detailed in the factsheets and the case studies. Ideas on the design of those material should come from events organised in Tasks 1.2, 2.3, 3.1 and 3.2. • Channels and tools: Visuals: 1 promotional video with subtitles in regional languages; infographics on key facts and impacts on coastal erosion and climate change. • Main Responsible: WACA line ministry as relevant, WACA FP and a communication agency • Target Groups: Locally affected communities, private sector, CSO’s, national planners, media. • Categories of costs: Employee costs for writing contents, costs for hiring a communication agency for a promotional video and for creating infographics. • M&E Framework: Impact of the communication materials Task 2.3 – Ensure evidence-based contents in the communication materials and activities Conduct research and produce new information on sustainable coastal management (e.g. SGIE and Odinafrica, see more in Annex 7) to fill the science-policy gap. • Channels and tools: Feedback gathered from academia and key stakeholders included in the Task 1.1, international West Africa Workshop with National planners and researchers. • Main Responsible: WACA Focal Points and Facilitators from academia • Target Groups: Researchers, National planners, CSOs • Categories of costs: Employee costs for meeting and contacting stakeholders and organising workshops, workshop logistics, international travel and subsistence allowances for the key participants and speakers, printing of workshop materials. • M&E Framework: Feedback regarding ‘packaging’ and dissemination of the WACA products: to what extent were the knowledge products that were developed considered useful? Why or why not? Ratio between the number of invitations and people that attended the WACA events Strategic Activity 3: Engage Stakeholders in Actions Oriented Towards the WACA Goals OBJECTIVE - Develop strategic partnerships and leverage existing similar initiatives, projects and programs in the region that can maximize WACA communication impacts. Share and learn from in-country, regional and international experiences on coastal management. Task 3.1 – Engage with other existing and similar initiatives to leverage efforts – networking Identify new and on-going similar initiatives when attending related events and get in contact with representatives. • Channels and tools: Networking meetings during WACA related events (at local and regional level). • Main Responsible: WACA Focal points and key facilitators • Target Groups: Representatives from existing and similar initiatives C O M M U N I C A T I O N A N D A W A R E N E S S A C T I O N P L A N ( C A A P ) 20 • Categories of costs: Employee costs, travel and subsitance costs for networking events (shared with strategic activities 3.2 and 5) • M&E Framework: The number of collaborations with other parties’/project initiatives that enhance the impact of WACA Task 3.2 – Establish a process for learning from each other on coastal management. Implement a partnership strategy and learn from good practices. • Channels and tools: A series of workshops (about 3) for knowledge exchange including as part of major events; field visits • Main Responsible: WACA Focal Points • Target Groups: National planners, local planner, donors, public utilities, researchers • Categories of costs: Employee costs for co-organised participatory sessions in ad-hoc meetings, logistics of the sessions, travel and subsistence costs for participating at events. • M&E Framework: Ratio between the number of invitations and people that attended the WACA events. - Specificity of the target audiences: the number and percentage of the targeted participants in each event and activity Strategic Activity 4: Engage Policy-makers for Coastal Management and Climate Change OBJECTIVE - To influence specific policy and institutional changes in the field of coastal management and climate change. Task 4.1 – Strength the communication with the locally elected politicians Encourage local politicians to raise awareness about coastal erosion and climate change and to engage them as facilitators for this process • Channels and tools: Bilateral meetings/Focus groups with key facilitators at local level. Protocol for participating at events/meetings Communication materials Guidance Notes, etc.) • Main Responsible: Key Facilitators (CSO’s and National planners) • Target Groups: Local communities and public sector • Categories of costs: employee costs • M&E Framework: Engagement level on key target groups: fishing sector, media, ministries Task 4.2 – Create policy briefs from the feedback gathered from the bilateral meetings • Channels and tools: 4 Policy briefs based on guidance notes. • Main Responsible: Communication agency and key facilitators from national planners • Target Groups: Local communities, local public sector C O M M U N I C A T I O N A N D A W A R E N E S S A C T I O N P L A N ( C A A P ) 21 • Categories of costs: Employee costs, costs for hiring a communication company to edit the communication materials. • M&E Framework: The number of policy briefs addressed Strategic Activity 5: Resource Mobilization for an Effective Communication Action Plan OBJECTIVE - To mobilise resources and to coordinate actions with national level policy makers through two distinct tasks of bilateral meetings and participation in selected events. Coordinate with on-going, related actions that can support the planned communication activities (see actions/initiatives in Annex 2). Task 5.1 – Coordination and integration of stakeholder’s skills and resources in bilateral meetings. Establish a “work together” agenda that can mobilise common resources and lead to maximize the impact of WACA and inform regarding Coastal Management and Climate Change and Case studies. • Channels and tools: Bilateral meetings with selected institution (anchors and gatekeepers for resources as key identified partners according to the SPEA) to share information amongst the stakeholders, know what is being done within other ministries and to provide support, resource mobilisation plan • Main Responsible: WACA Focal Points • Target Groups: CSO’s, national planners, private sector, donors • Categories of costs: Employee costs for organsing and takeing part in bilateral meetings, travel and subsistance costs (to be shared with Task 5.2) • M&E Framework: The number of direct interactions with governments, private sector, donors and specific CSOs. Available resources identified from the anchors and gatekeepers. Task 5.2 – Attendance at multi-sectorial events for coordinated actions to identify other key relevant stakeholders for resource mobilisation Reach and engage with different key sectorial events through implementing the partnership strategy from 3.2 and liaising with key donors and stakeholders with available resources (volunteers are also valuable resources). • Channels and tools: Key events from local to international according to a list of key events • Main Responsible: WACA Focal Points and all key facilitators • Target Groups: Decision makers and national regulators • Categories of costs: Employee costs for organising events at local events, travel and subsistence allowance for one-day events, costs of logistics of the event. • M&E Framework: The number of new stakeholders interested in taking part/receiving more information from WACA. C O M M U N I C A T I O N A N D A W A R E N E S S A C T I O N P L A N ( C A A P ) 22 6. Outline 6.1. Timing overview This section integrates all the above-mentioned tasks (T) into a rollout plan for the CAAP in Year 1 (Table 4). TABLE 4. Timing for the one-year strategic activities of the CAAP. M1 M2 M3 M4 M5 M6 M7 M8 M9 M10 M11 M12 STRATEGIC ACTIVITY 1 T1.1 Communication strategy T1.2 Identifying local level information needs T1.3 Feedback gathering STRATEGIC ACTIVITY 2 T2.1 Maintain communica- tion materials up-to-date T2.2 Create “visuals” T2.3 Evidencing research knowledge STRATEGIC ACTIVITY 3 T3.1 Networking T3.2 Learning from each other STRATEGIC ACTIVITY 4 T4.1 Strengthen commu- nication with local elected politicians T4.2 Policy briefs STRATEGIC ACTIVITY 5 T5.1 Integration of skills and resources: bilateral meetings T5.2 Multisectorial events to identify key partners C O M M U N I C A T I O N A N D A W A R E N E S S A C T I O N P L A N ( C A A P ) 23 6.2. Overview of the Category of Costs TABLE 5. Overview of the Categories of costs for the one-year strategic activities of the CAAP EMPLOYEE ESTIMATED TIME CATEGORIES (PERSON/DAY)4 OF COSTS STRATEGIC ACTIVITY 1 Logistics and materials, T1.1 Communication strategy Writing: 15 person/day travel costs of FP Travel and subsitance for the T1.2 Identifying local level Organising 4 one –day event with stakeholders’ participation, information needs local communities: 40 person/day logistics for organising field visit T1.3 Feedback gathering Data gathering: 12 person/day No estimated categoriy of costs STRATEGIC ACTIVITY 2 T2.1 Maintain communication IT agency services, hardcopy Content writing: 10 person/day materials up-to-date printing, purchasing web servers Costs for hiring a communication T2.2 Create “visuals” Content writing: 15 person/day agency for a promotional video and for creating infographics Workshop logistics, international Contacting researchers and T2.3 Evidencing research travel and subsistence allowance organising a science-policy knowledge for key participants and speakers, workshop: 60 person/day printing materials STRATEGIC ACTIVITY 3 Meetings at ad-hoc events: 10 Travel and subsitance costs for T3.1 Networking person/day networking events Logistics of the sessions, travel T3.2 Learning from Workshops organisation: 45 and subsistence costs for each other person/day participating at events STRATEGIC ACTIVITY 4 T4.1 Strengthen communication Bilateral meetings and/or focus No estimated category costs with local elected politicians groups: 16 person/days Costs for hiring a communication T4.2 Policy briefs Writing: 20 person/days agency for editing materials. STRATEGIC ACTIVITY 5 T5.1 Integration of skills and Bilateral meetings: 16 person/days resources: bilateral meetings Travel and subsistence for one-day events, costs for T5.2 Multisectorial events to Yes (attendance to local events): 15 logistics of the event. identify key partners person/days 4. A unit of measurementbased on an ideal amount of work done by one person in one working day. C O M M U N I C A T I O N A N D A W A R E N E S S A C T I O N P L A N ( C A A P ) 24 7. References • Community mangrove restoration Project, Ghana (2017) http://ghana.arocha.org/projects/community-mangrove-restoration-project/ • Odinafrica (accessed in 2017). The Ocean Data and Information Network for Africa. Available at http://www.odinafrica.org • Office of Deputy Prime Minister (2005). A process evaluation of the negotiation of pilot Local Area Agreements. ODPM Publications. Available at http://ec.europa.eu/ourcoast/download.cfm?fileID=778 • Système de Gestion de l’Information Environnementale, SGIE, (accessed in 2017). Available at http://sgie.ci • WACA Stakeholders and Political Economy Analysis (SPEA), World Bank, 2017. (in press) • WaterClima LAC (2016). Gestión de Zonas Costeras y Cuencas en el contexto de Cambio Climático en Latino América y el Caribe. http://www.waterlac.eu/es_CL/ • World Bank (2016) AMCOECC-Journalists Workshop Melissa Landesz in English. Available at http://pubdocs.worldbank.org/en/923641473347493125/AMCOECC-Journalists-Workshop- Melissa-Landesz-in-English C O M M U N I C A T I O N A N D A W A R E N E S S A C T I O N P L A N ( C A A P ) 25 8. List of Annexes Annex 1. Gathering inputs for CAAP Annex 2. List of relevant initiatives to mobilize resources Annex 3. Calendar of Key Events on Climate Change Annex 4. Protocol for Event Participation/Organization Annex 5. Key media channels per country Annex 6. Monitoring and evaluation framework Annex 7. Examples about environmental and coastal information resources. C O M M U N I C A T I O N A N D A W A R E N E S S A C T I O N P L A N ( C A A P ) 26 Annex 1 – Gathering inputs for the CAAP: 2-step consultation process TABLE 6. Step 1 – In depth interviews: List of key partners (including WACA focal points) interviewed for the CAAP Name Country Organisation/Position Ministère de l’Urbanisme, de l’Habitat et de Bio Djara Moussa BENIN l’Assainissement du Bénin WACA Focal Point Government IUCN - Partnership and operations Coordinator Atieno Barthelemy Jean REGIONAL PRCM - Partenariat Régional pour la Conservation Auguste de la zone Côtière et Marine en Afrique de l’Ouest Université Félix Houphouet Boigny - WACA Focal Eric M. Valere Djagoua IVORY COAST Point Government - Assistant OCHOU Lead environment specialist in charge of the Peter Kristensen GLOBAL WACA Program - WACA co-TTL World Bank Nordic Development Fund, NDF Country Project Aage Jorgensen GLOBAL Manager MERF - Ministere de l’Environnement et des Bakatimbe Tchounibi TOGO Ressources Forestières - WACA Focal Point Government MINESUDD - WACA Focal Point Government/ Ochou Abé Delfin IVORY COAST directeur national du projet système de gestion de l’information environnemental (SGIE) 2014-2017 TABLE 7. Step 2 : Consultation survey - List of stakeholders that received the online survey Country Sector Organisation Ghana Donor USAID Ghana Public Min. of Environment Science. Techn. & Innovation (MESTI) Ghana Public Environmental Protection Agency (EPA, part of MESTI) Ghana Research & Education DFAS, UCC Ghana Public Hydrological Services Department (HSD) Ghana Public National Development Planning Commission (NDPC) Ghana Public National disaster Management Organization (NADMO) Ghana Civil Society Seafront Environmental Ghana Civil Society Hen Mpoano C O M M U N I C A T I O N A N D A W A R E N E S S A C T I O N P L A N ( C A A P ) 27 Country Sector Organisation Ghana Donor IUCN Ghana Public UNCDF Ghana Research & Education University of Cape Coast (UCC) Ghana Research & Education UCC Ghana Public HSD Ghana Research & Education University of Ghana Ghana Research & Education MESA-UG Ghana Private WABICC USAID Ghana Public Min. of Environment Science Tech & Innov. Ghana Public Hydrological Services Department Ghana Research & Education University of Ghana Ghana Research & Education University of Ghana Ivory Coast Public MINESUDD Ivory Coast Donor FAO Ministère de l’environnement, de la sanitation urbaine, et Ivory Coast Public du Développement Durable (MINESUDD) Ivory Coast Public National Environment Agency (ANDE) Ivory Coast Private Autonomous Port of Abidjan (PAA) Ivory Coast Private Autonous Port of San Pedro (PASP) Federation of NGO Networks and Association of the Ivory Coast Civil Society Environment (FEREAD) Ivory Coast Research & Education Ocean Research Centre (CRO) Ivory Coast Private BeDevelopment Ivory Coast Public Ministere du Plan et du Developpement Ivory Coast Public Ministère du tourisme Ivory Coast Public Ministère des ressources Animales et Halieutiques Ivory Coast Research & Education Ivory Coast Research & Education Université Felix Houphouet Boigny Ivory Coast Research & Education Ivory Coast Donor PNUD Ivory Coast Research & Education Ivory Coast Public Minsitère de l’Environnement Ivory Coast Public Direction générale du développement durable Ivory Coast Public Mairie de Grand Lahou C O M M U N I C A T I O N A N D A W A R E N E S S A C T I O N P L A N ( C A A P ) 28 Country Sector Organisation Ivory Coast Public Conseil Régional Ivory Coast Research & Education CIRES /UAO Ivory Coast Public FEM Ivory Coast Public Mairie Grand Lahou Ivory Coast Public Mairie Grand Lahou Ivory Coast Public Mairie Grand Lahou Ivory Coast Public Mairie Grand Lahou Ivory Coast Public Mairie Grand Lahou Ivory Coast Research & Education Université de Balou Ivory Coast Public Conseil régional Grands Ponts Ivory Coast Public Direction générale des Grands Ponts Ivory Coast Private Bureau d’ingénierie Norda Stelo Côte d’Ivoire SASU Ivory Coast Private Bureau d’ingénierie Norda Stelo Côte d’Ivoire SASU Ivory Coast Public Mairie Grand Lahou Ivory Coast Private SODEFOR Ivory Coast Public Mairie Grand Bassan Ivory Coast Public SODEXAM Ivory Coast Private Norda Stelo Ivory Coast Public Office Ivoirien des Parcs et Réserves - OIPR Ivory Coast Research & Education IGT /UFHB Ivory Coast Public Secretariat Exécutif Permanent REDD+ Côte d’Ivoire Ivory Coast Public Conseil Economique Social Environnemental et Culturel Ivory Coast Private ETRE INGENIEURIE SARL Programme National de Gestion de l’Environnement Ivory Coast Public Côtier (Côte d’Ivoire) Ivory Coast Public Direction Générale de l’Economie de Côte d’Ivoire DGE Ivory Coast Public Ivory Coast Public UNFCCC (IRHOB) Institut de Recherches Halieutiques et Benin Research & Education Océanologiques du Bénin DG/Agence Béninoise pour l’Environnement Benin Research & Education Enseignant chercheur Ministère de l’Urbanisme, de l’Habitat et de Benin Public l’Assainissement (MUHA) C O M M U N I C A T I O N A N D A W A R E N E S S A C T I O N P L A N ( C A A P ) 29 Country Sector Organisation Benin Public Autorité du Port de Cotonou (CAP) Benin Public AGETIP Ministère de la Qualité de Vie et du Développement Benin Public Durable (MCVDD) Benin Civil Society ONG ALCRER Benin Civil Society ONG JAK REHAB Benin Civil Society Front Uni Contre L’Erosion des Côtes (FULAM) Benin Private Terminal du Bénin (BT) Benin Civil Society Nature Tropicale ONG Benin Civil Society Jak-REHAB Benin Civil Society C/DSUEU/DST/MCOT Benin Civil Society VP/FULAM Benin Public Ambassade Pays Bas Benin Private AT.COWI-GIRE-DGEAU Benin Private N. BIERGARTEN Benin Private Ministère du tourisme (CTTH/MTC ) Benin Civil Society ECO BENIN ONG Benin Public DG /ABeGIEF Benin Public DPH/MAEP Benin Civil Society UNAPEMAB/ Kraké Benin Public DPP/MIT Benin Public DP/MIT Benin Public AT/MCVDD Benin Public Banque Mondiale Benin Public DPP/MCVDD COGEDA Benin Civil Society Rep UCN Benin Public PAC/DGE Benin Public C/SETHO/PAC/MIT Benin Public Mairie Sèmè-Podji Benin Public ABE ; Appui aux Communes Benin Civil Society FULAM Benin Public C/SAEC/DGFRN Benin Public BN Grand-Popo C O M M U N I C A T I O N A N D A W A R E N E S S A C T I O N P L A N ( C A A P ) 30 Country Sector Organisation Benin Public Département Gestion de l’Environnement/PAC Benin Public CGP-LEC/MCVDD Benin Public UAC Université Benin Civil Society PF UCN Benin Civil Society ONG JAK REHAB Benin Public DISE / ABE /MCVDD Benin Public DABC/MCVDD Benin Ex – SGM / MCVDD (Personne ressource) Benin Private SERHAU-SA Benin Private Ass Chef projet – SERHAU-SA Benin Public DPP – MCVDD Benin Public DGCC /MCVDD Benin Public DGE / MCVDD Benin Public UAC Benin Private Représentant NORDA –Stelo / BCI-Consults Benin Public PUGEMU / MCVDD Benin Public Mairie de Grand - Popo Benin Public Mairie de Grand - Popo Benin Research & Education UAC Benin Public PF/WACA MCUAD Benin Civil Society Nature Tropicale ONG Benin Civil Society Benin Civil Society Association pour le développement Benin Civil Society Benin Public CHIPMI-Direction de la Production Halieutique (DPH) Benin Public Direction de l’Aménagement des Berges et des Côtes Cellule de Gestion du Projet de Lutte contre l’Erosion Benin Public Côtière Cellule de Gestion du Projet protection de la côte entre Benin Public Hillacondji et Grand-popo Agence Béninoise de Gestion Intégrée des Espaces Benin Public Frontaliers Benin Public UAC C O M M U N I C A T I O N A N D A W A R E N E S S A C T I O N P L A N ( C A A P ) 31 Country Sector Organisation Projet de lutte contre l’érosion côtière à l’est de Cotonou/ Benin Public Ministère du Cadre de Vie Projet de Protection de la Côte entre Hillacondji et Grand- Benin Public Popo/ Ministère du Cadre de Vie Benin Public Agence Nationale de Protection Civile Benin Public Laboratoire LACEEDE Départements de Géographie de l’Université de Parakou Benin Public et de l’Université d’Abomey-Calavi Benin Public Mairie de Cotonou Benin Public Mairie de Abomey-Calavi Benin Public Mairie de Ouidah Benin Public Mairie de Hilacondji Benin Public Associations des Pêcheurs et Mareyeuses Benin Public Conseil National du Patronnat du Bénin Ministere de l’Environnement et des Ressources Togo Public Forestieres (MERF) Togo Research & Education Université de Lomé Togo Civil Society ONG AHD Aneho Togo Public Projet WACA Togo Public MERF Togo Public Corps des sapeurs pompiers Togo Public MUHCV Togo Civil Society Global Network for Disaster Reduction (GNDR) Secrétariat technique plateforme nationale de réduction Togo Public des risques de catastrophes Togo Public MASPFA Togo Public Autonomous Port of Lomé (PAL) Togo Public Free Trade Zone Administration Company (SAZOF) Togolese Association for the Conservation of Nature Togo Civil Society (AGBO ZEGUE) Togo Donor GIZ Integrated Management Center of Coastal and Togo Research & Education Environment (CEGILE) Togo Private Lomé Container Terminal (LCT) Togo Private Togo Terminal (TT) C O M M U N I C A T I O N A N D A W A R E N E S S A C T I O N P L A N ( C A A P ) 32 Country Sector Organisation Togo Public MERF/DE Togo Public MERF/DE Togo Public Direction des Ressources Forestières DRF/MERF Togo Private ENCONTRA Togo Public MAIDCL Togo Public DE/MERF Togo Public DIC/MPD Togo Public DG MN (meteo) Togo Private SAZOF Togo Private INROS LACKNER Togo Public MSPC Togo Public Haut Conseil pour la Mer Togo Civil Society NADDAF Togo Civil Society ONG Agbo-Zegue Togo Public ST/RRC MERF Togo Private LCT Togo Public Ministère de la sécurité et de la protection civile Togo Civil Society ONG AGBOZEGUE Togo Public Agence Nationale de Gestion de l’Environnement C O M M U N I C A T I O N A N D A W A R E N E S S A C T I O N P L A N ( C A A P ) 33 Annex 2 – List of Relevant Initiatives to Mobilize Resources as Provided by the Stakeholders The stakeholders consultation process included a question about identification of the relevant initiatives that are organizing other communication activities in the same field than WACA, or they are working on climate adapatation of coastal areas. TABLE 8. Relevant Initiatives to Mobilise Resources as Provided by the Stakeholders in the on-line survey WHAT AND DESCRIPTION CONTACTS OR INFO SCOPE PROVIDED BY Regional Partnership The Regional Partnership for Coastal and Marine http://en.prcmarine.org/ for Coastal and Conservation in West Africa (PRCM) is a coalition of index.php Marine Conservation stakeholders committed to the conservation of the in West Africa coastline of seven West African countries, being Cape (PRCM) Verde, the Gambia, Guinea, Guinea Bissau, Mauritania, ATIENO Barthelemy Senegal and Sierra Leone. It comprises different types Jean Auguste (International) of national and international stakeholders intervening in the sub-region, including national civil society organisations, government agencies, organisations involved in research and teaching, regional and sub- regional networks and organisations, Parliamentarians and local elected representatives, administrative bodies, international NGOs and financial partners. With the financial support of the Embassy of the Netherlands in Dakar, Senegal and the MAVA Foundation, PRCM has been implementing a 2012- 2017 five-year strategic programme whose objective is to ensure that “the governance and conservation of coastal and marine zones are strengthened, and the management of their natural resources is better integrated and more resilient”. Global Climate The GCCA was established by the European http://www.gcca.eu Change Alliance Union (EU) in 2007 to strengthen dialogue and Project (GCCA) cooperation with developing countries, in particular No contact provided least developed countries (LDCs) and small island (International) developing States (SIDS). It started its work in just four pilot countries. Today it has a budget of more than €300 million and is one of the most significant climate initiatives in the world. It supports 51 programmes around the world and is active in 38 countries, 8 regions and subregions and at the global level. By fostering effective dialogue and cooperation on climate change, the Alliance helps to ensure that poor developing countries most vulnerable to climate change increase their capacities to adapt to the effects of climate change, in support of the achievement of the Millenium Development Goals (MDGs). Where this benefits their poverty reduction objectives, the Alliance also helps such countries to participate in the global climate change mitigation effort. C O M M U N I C A T I O N A N D A W A R E N E S S A C T I O N P L A N ( C A A P ) 34 WHAT AND DESCRIPTION CONTACTS OR INFO SCOPE PROVIDED BY Mission de The WACOM is a regional cooperation mechanism for Bio Djara MOUSSA l’Observatoire du the monitoring of the coastline and for the reduction Littoral Ouest- of coastal risks in West Africa. This Observation http://www. Africain (MOLOA), Mission will enable disseminating quality information climateandcoast.com/ WACOM - UICN to existing consultative and decision-making bodies moloa/index.html (Territories and Local authorities, Governments, (International) WAEMU and ECOWAS Commission, Convention of Abidjan, Development Partners, Secretariats of Guinea and Canary Current). Convention The Convention for Cooperation in the Protection, Ahmed SENHOURY d’Abidjan Management and Development of the Marine and Coastal Environment of the Atlantic Coast http:// (International) of the West, Central and Southern Africa Region abidjanconvention.org (Abidjan Convention in short), it covers a coastline of approximately 14,000 km in a marine area from auritania to South. The organization provides an overarching legal framework for all marinerelated programs in West, Central and Southern Africa. It aims to protect, conserve and develop the coastal are and its resources. Early warning system Strengthening Climate Information and Early Warning DOSSOU Martial project, SAP- Benin Systems in Africa for Climate-Resilient Development Email: Système d’Alerte and Adaptation to Climate Change. Until September samumax@yahoo.fr Précoce (SAP) 2017. http://www.bj.undp. (Benin) org/content/benin/ fr/home/operations/ projects/environment_ and_energy/project_ sample12.html Le Système Strengthen the capacities of national and local Pr OCHOU Abbe Delfin de Gestion de stakeholders in environmental information (Directeur National) l’Information management to improve decision-making in the Email: Environnement ale management of the coastal zone environment in the ochou.delfin@gmail.com de la Zone Côtiere country and thereby contribute to achieving national (SGIEC) and global environmental objectives. http://sgie.ci (Côte d’Ivoire) Blue Solutions The Blue Solutions Initiative promotes the active https://bluesolutions. Initiative sharing of solutions and their core elements to support info knowledge transfer and enable mutual learning, (International) because when was the last time your were inspired by stories of failure? We believe that sharing positive and inspiring examples of success, in addition to a detailed description of their implementation, allow people to adapt the key success elements to different contexts and accelerate actions towards healthy oceans and coasts. C O M M U N I C A T I O N A N D A W A R E N E S S A C T I O N P L A N ( C A A P ) 35 WHAT AND DESCRIPTION CONTACTS OR INFO SCOPE PROVIDED BY Projet d’Urgence The PUGEMU aims to improve the quality of the Samou Séïdou Adambi de Gestion urban environment and to strengthen the institutional Email: Environnementale capacities of urban actors in the Grand Nokoué css@pugemubenin.org en Milieu Urbain metropolitan area. It also aims to counter the (PUGEMU) impacts of the 2010 floods and is part of the long- http://pugemubenin.org term resolution of environmental issues by tackling (Benin) directly the main problems affecting the coastal city of Cotonou and the neighboring municipalities of Sèmè-Podji, Porto Novo, Abomey-Calavi and Ouidah, namely: improving the collection and disposal of solid waste, wastewater treatment and adaptation to climate change in urban planning. AfriAlliance Action As the vehicle for concrete demonstration, pilot WE&B, Groups projects, and information and knowledge sharing on Email: david.smith@ selected thematic fields to promote cost-effective weandb.org (International) innovative solutions on water and climate, AfriAlliance will develop Action Groups made up of African and http://afrialliance.org/ European water and climate change stakeholders. demand-driven-action- The AfriAlliance Action Groups are the place where groups/ stakeholders can share common interest and jointly work towards implementable solutions. There will be two calls for Action Groups. The first call takes place in July 2016. The themes are defined based on an in-depth analysis of current networks at African and European level, surveys and individual interviews with the entire AfriAlliance project consortium, focused on critical subject areas. Meanwhile, the theme selection for the second round of Action Groups will be set up through an open, bottom up approach with interested parties beyond the AfriAlliance consortium. The second call for Action Groups will take place in 2018. Eco-Benin Benin Ecotourism Concern (Eco-Benin) is a Beninese Email: non-governmental organization created in 1999. It contact@ecobenin.org (Benin) works to promote ecotourism and local development projects throughout Benin for “responsible, equitable www.ecobenin.org and solidarity-based human development”. C O M M U N I C A T I O N A N D A W A R E N E S S A C T I O N P L A N ( C A A P ) 36 Annex 3 - Calendar of Key Events on Climate Change TABLE 9. Key events 2017 on Climate Change in West Africa. TITLE OF OBJECTIVE FREQUENCY OF NEXT UPCOMING THE EVENT THE EVENT EVENT UNFCCC COP To assess progress of the Annually COP 23 is going to be countries actions on dealing held on 6–17 November with climate change, specifically 2017, in Bonn, Germany. negotiating the Paris Agreement. Abidjan Convention for Cooperation in Annually 2018 Convention COP the Protection, Management and Development of the Marine and Coastal Environment of the Atlantic Coast of the West, Central and Southern Africa Region. UEAMOA The 15th Ordinary General Annually 2017 Assembly of the WAEMU Regional Consular Chamber (CCR) Africa Carbon Focus on how engagement Annually 2018 Forum (ACF) between State and non- State actors can be further strengthened in the key sectors for Africa (energy, agriculture and human settlements), including the role of future carbon markets to achieve enhanced climate action, towards the goals of sustainable development. CTI PFAN: The This forum will present investors Every 3 years 2020 Africa Climate and financiers with a pipeline Change Project of projects which deal with Stream (ACCPS) the pressing issues of climate Investor Forum change and are looking for investment. C O M M U N I C A T I O N A N D A W A R E N E S S A C T I O N P L A N ( C A A P ) 37 Annex 4 – Protocol for Event Participation/ Organization The aim of this protocol is that all responsible persons for communication actions have a common framework and basis for organising and participating at events. 1. Objective of the event It is important to have a clear goal and know what result is to be achieved. What does the organizer want to accomplish? What are the individual and common goals? For whom? A clear definition of the objective will help to define a clear message and will enhance the attractiveness of the event. 2. Definition of Target groups To define with whom we want to communicate. This will make it possible to define what are the needs to be met? How they will be reached? Participants in an event can have different activity levels. The organizer should define the type of participation he expects to identify the tools and levers to put in place to achieve the objective. 3. Messages to deliver (simple, clear, concise) To be effective, inclusive and integrated, the message should be tailored to the target and objectives: • Identification of key messages • Translation of them into a journalistic style (short sentences, concrete language, titles, headings, subheadings, illustrations, etc...). 4. Detailing materials for the event • Promotion material (leaflet, poster, …) • Presentation material (Using a format for a visual homogeneity of the event) • Course of sessions (internet connection, paperboards, …) • Assessment or /and feedback (questionnaires, …) • Logistics/Furniture (tables, chairs, tables depending on the configuration of the event, billboards for directional signs, …) 5. Planning organization Major organizational fields are: • Overall organization; • Budget; • Contacts with speakers; • Accommodation and logistic; • Technical support (preparation of materials, audio-video equipment, welcome desk) • Public relations, advertising and announcement; contact with participants; Web tools (event home page, identification of diffusion lists and networks…); • Specific other fields to each event. C O M M U N I C A T I O N A N D A W A R E N E S S A C T I O N P L A N ( C A A P ) 38 6. Agenda of the event The agenda should reflect in a balanced way all the issues and themes to be addressed. 7. Speakers selection To make the best selection, the organizer must have a clear idea of what information must be provided during the event. Starting from this information, the organizer may establish a first list of contact persons and thus has a fairly precise description of what is expected of them. He should however be careful not to be too prescriptive and leave sufficient flexibility for the future speaker in the content of his speech. He should also give him an indicative duration of intervention. 8. Main constraints and risks This section should enable the organizer to identify the main constraints to the success of the event and to find ways to minimize. Constraints may be of several types: • Localization (access) • Date (holidays, concurrent event) • Targeted audience (language, operational level) • Low attendance 9. Budget (€) There are three main items on the budget. The detail level must address these three points at minimum: • Direct personal costs • External Assistance costs (printing, etc…) • Travel and subsistence costs (internal and external)… 10. Assessment of objectives achievement The purpose of the assessment is to identify the strengths and weaknesses of the event and the tasks involved. Self-assessment may consist of a list of mistakes that each member of the team noted. A discussion can commit to formulate recommendations to address for an upcoming event. Assessment by participants (satisfied or not with the course of the day, the contacts, the accommodation, lecture quality…) is recommended. You can use anonymous questionnaires to be completed by the participants. 11. Feedback Feedback, results and conclusions of an event are presented in a final report of medium length with two purposes: 1) to document where WACA or coastal issues have been represented 2) as input for a news item on the relevant website. NB: Where it says event, it can also mean conference or meeting. GENERAL INFORMATION Full name of event Location (city, country) Date(s) Organizer(s) C O M M U N I C A T I O N A N D A W A R E N E S S A C T I O N P L A N ( C A A P ) 39 Theme Number of participants Types of participants (e.g. scientists, policymakers) Website of event DESCRIBE YOUR ROLE IN THE EVENT (E.G. WERE YOU A SPEAKER, PANEL MEMBER, CO- ORGANIZER, ETC?). IF YOU WERE IN A PANEL OR GAVE A PRESENTATION, PLEASE CLARIFY WHAT IT WAS ABOUT. DESCRIBE THE REACTION FROM THE AUDIENCE TO YOUR PRESENTATION / PANEL DISCUSSION / BOOTH LIST KEYNOTE SPEAKER(S) AND/OR RELEVANT SESSIONS OF SIGNIFICANCE FOR WACA. INCLUDE NAME & AFFILIATION OF SPEAKER, TOPIC HE/SHE ADDRESSED. DESCRIBE OUTCOMES OF THE EVENT. DID IT MAKE ANY PROMISE TO TAKE ACTION IN A CERTAIN AREA? DESCRIBE ANY IDEAS THAT YOU GENERATED, OR OPPORTUNITIES / IMPLICATIONS THAT YOU IDENTIFIED FOR COASTAL ADAPTATION ACTIONS C O M M U N I C A T I O N A N D A W A R E N E S S A C T I O N P L A N ( C A A P ) 40 Annex 5 – Key Media Channels per Country TABLE 10. Key Media Channels per Country. PRINTED MEDIA Country Website (if available) Beninfo Benin http://www.benininfo.com/ Fraternité Benin http://www.fraternitebj.info La Nation Benin http://www.gouv.bj La Noubelle Expression Benin http://lanouvelleexpression.info La Noubelle Tribune Benin http://www.lanouvelletribune.info Le Evénement Précis Benin http://levenementprecis.com Le Matinal Benin http://quotidien-lematinal.info Fraternité Matin Côte d’Ivoire http://www.imatin.net/fraternite-matin Le Journal des Grands Ponts Côte d’Ivoire website not found Le patriote Côte d’Ivoire http://www.lepatriote.net Notre voie Côte d’Ivoire http://www.notrevoie.com Graphic Online Ghana http://www.graphic.com.gh Jeune Afrique International http://www.jeuneafrique.com/contacts/ Golfe info Togo website not found Togo-Presse Togo www.togopresse.tg TOGO-online Togo http://www.togo-online.co.uk/author/lalternative/ TV Country Website (if available) http://watchfomny.tv/Video/Africa/canal3-benin/ canal3-benin.php Canal 3 Benin http://www.centraltv.fr/benin-television/canal-3- monde Eden TV Benin http://benin-eden.tv/a-propos/ Golf TV Benin http://www.afriqueitnews.com Ortb (BB 24) Benin http://www.ortb.bj SIKKA TV Benin http://sikkatv.info/ RTI Côte d’Ivoire http://www.rti.ci TV3 Ghana website not found UTV/GTV Ghana http://www.ghanatvon.com/utv-ghana.html France 24 International http://www.france24.com/en/ TVT (TV7, TV2, LCF) Togo http://www.tvt.tg/ C O M M U N I C A T I O N A N D A W A R E N E S S A C T I O N P L A N ( C A A P ) 41 RADIO Country Website (if available) CAPP FM Benin https://cappfm.com Sikka TV Benin www.sikkatv.info Frissons radio Cotonou Benin http://www.frissonsradiocotonou.com Golf FM Benin website not found Immaculée Conception Benin http://ric.immacolata.com Oceane FM Benin http://oceanefm.radio.fr Ortb Benin http://www.ortb.bj Planète FM Benin http://www.planetefm.net Radio Ahémé FM Benin website not found Radio Maranatha Ministries Benin http://maranatharadioministries.co Radio Mono FM Benin website not found Radio Soleíl FM Benin www.soleilfmbenin.com Radio Cote d’Ivoire Côte d’Ivoire http://www.rti.ci Radio RCF Côte d’Ivoire https://rcf.fr/ https://www.facebook.com/Radio-Fatchué- Radio fatchué-jacqueville Côte d’Ivoire Jacqueville-1044-FM-1533755130209242/ ?ref=page_internal Radio Leboutou Côte d’Ivoire website not found Radio ONUCI Côte d’Ivoire website not found RTI Côte d’Ivoire http://www.rti.ci Adom FM Radio Ghana http://adomonline.com/ghana-news/radio/ Citifmonline Ghana http://citifmonline.com HELLO FM Ghana website not found JOY online Ghana http://www.myjoyonline.com/ghana-news/ Peace fm Ghana http://www.peacefmonline.com ROCK fm Ghana http://www.rockfmonline.com RFI International http://rfiafrique.radio.net Kanal FM Togo http://kanalfm.tg Pyramide FM Togo http://radiopyramidefm.com Radio ephata Togo website not found Radio Evangile, JVA Togo website not found Radio Kara Togo http://www.radiokara.tg C O M M U N I C A T I O N A N D A W A R E N E S S A C T I O N P L A N ( C A A P ) 42 RADIO Country Website (if available) Radio Lomé Togo www.radiolome.tg Radio Maria Togo http://www.radiomaria.tg/la-radio-in-diretta.aspx Radio Nana FM Togo website not found Radio Nostalgie Togo website not found Radio Tokpa Togo http://www.radiotokpa.net Radio Victoire Togo http://www.radiovictoire.fm Radio Zéphyr Togo website not found Radio Taxi Fm Togo http://radiotaxifm.com C O M M U N I C A T I O N A N D A W A R E N E S S A C T I O N P L A N ( C A A P ) 43 Annex 6 - Monitoring and Evaluation WACA communication activities also need to be monitored and measured so that the progress is tracked. This process is based on a set of qualitative and quantitative indicators for information gathering regarding the impact of the communication activities. Feedback stems from different sources: • Internal feedback from the WACA focal points, gathered through observations during workshop discussions and from questionnaires that partners would be encouraged to fill out. • External feedback, which is gathered through short questionnaires handed out at events (whenever this is feasible). • The data gathered through project actions e.g. monitoring the website clicks, attendance statistics, landing pages, exit pages, time spent etc. While monitoring needs to be an ongoing effort to measure the progress of the communication activities, an evaluation measures the impact of the communication activities in relation to the set objectives. The types of questions that could be asked during the evaluation are: What communication and dissemination activities worked well and why? What communication and dissemination activities did NOT work well and why? Where are the areas of weakness of the communication and dissemination activities that should be modified and how can this be done? The indicators to be used in the M&E process are outlined in Table 11. The interpretation of the selected quantitative and qualitative data will be done in line with the CAAP objectives: • Level of awareness • Level of understanding and oWwnership • Level of interaction and engagement • Actions and changes of practice on coastal management and climate change • Level of support from other ongoing and relevant initiatives It is expected that data for the indicators should be collected on a quarterly basis in order to provide a record of progress made. The monitoring and evaluation process will review the implementation and impact of the communication strategy to ensure it remains on track and that any problems can be resolved quickly. WACA would need to elaborate on the M&E tasks ensuring feedback is adequately gathered. TABLE 11. Key Indicators for Monitoring the Communication Impacts Expected impact Main Indicators of communication success/impact Rasise awareness Level of awareness about coastal resilience Qualitative indicators: activities Reactions/comments in response to general coastal resilience communication efforts (website posts/tweets/newsletters, etc.): do the target groups understand the WACA vision/objectives/activities/results? If no, why?/which aspects? Quantitative indicators • Distribution of newsletter/mailing list – to how many was it distributed? • Usage of online platform – how many visitors? • Extent of distribution (geographically) and of the WACA communication products • Scope and intensity of social media activities C O M M U N I C A T I O N A N D A W A R E N E S S A C T I O N P L A N ( C A A P ) 44 Expected impact Main Indicators of communication success/impact Targeted beneficiaries Level of understanding and ownership gained understanding Qualitative indicators: about the need for coastal • Feedback gathered from questionnaires regarding the ‘packaging’ resilience and dissemination of coastal resilience products: to what extent were the knowledge products developed considered useful? Why or why not? • Were the reports/products easily accessible/understandable to those interested? Quantitative indicators • The number of external events with specific target groups where WACA was represented or present • Usage of online platform (web statistics) • Impact of media releases, news: the number of media releases collected against the number of citations in mass media Effective interaction Level of interaction and involvement & involvement Qualitative indicators: in the WACA activities • Formal & informal feedback (event evaluation questionnaire) & (F2F events, online actions, messages received regarding the communication about the event. media involvement) • Reaction from the media in terms of disseminating the relevant information concerning coastal resilience. • Engagement level on key target groups: fishing sector, media, ministries. Quantitative indicators • Specificity of the target audiences: the number and percentage of the targeted participants in each event and activity. • The scope and intensity of social media activities (Facebook) – Social media engagement statistics. • The number of new stakeholders interested in taking part/receiving more information from WACA. • The number of inquiries/comments sent to the WACA main contact point. New actions and Actions/Change of practice changes of practice Qualitative indicators: based on the WACA • Case studies/stories/feedback from policy makers and policy activities documents on the uptake of the WACA products. How have the WACA results in the report/product been used to improve coastal management and climate change vulnerabilities? • Reactions of donors & international funding institutions coming from communication actions on WACA results and sustainability options/ propositions. Quantitative indicators • The number of collaborations with other parties/project initiatives that enhance the impact of WACA • The number of direct interactions with regional/municipal governments, private sector and specific CSOs • The number of direct interactions with donors, international funding institutions • The number of new partnerships formed after WACA dialogues • The number of liaison activities with similar activities • The number and the use of the common resources coming from other networks to achieve the WACA objectives. C O M M U N I C A T I O N A N D A W A R E N E S S A C T I O N P L A N ( C A A P ) 45 Annex 7 –Examples of Environmental and Coastal Information and Communication Resources The examples presented below are taken from some of the shining best cases of environmental and coastal information collection and use. The examples are based on personal involvement in the project in question or from examples of best cases described in the literateure. These examples of best practice are further included in the WACA communication materiales of the Case Studies and Factsheets. SGIE (Côte d’Ivoire) The main objective of the SGIE is to strengthen the capacities of national and local actors in the management of environmental information in order to improve decision-making in the management of environmental Coastal zones in the country and thereby contribute to achieving national and global environmental objectives. The effective use and appropriation of this decision-making tool aims at achieving a more integrated and sustainable management of the coastal zone. http://www.sgie.ci Odinafrica- The Ocean Data and Information Network for Africa The Ocean Data and Information Network for Africa has been one of the most successful projects of the International Oceanographic Data and Information Exchange programme (IODE) of the Intergovernmental Oceanographic Commission of UNESCO (IOC). The network brings together more than 40 marine related institutions from twenty-five countries in Africa (below) to address the challenges faced in accessing data and information for coastal management: http://www.odinafrica.org Regional and local governments working together to take forward agreed coastal zone management priorities (United Kingdom) Local Area Agreements (LAAs) were set in place to delegate central government decision making to local coastal communities. It has been found that most LAAs were managed effectively and an independent evaluation showed that they successfully achieved many of the goals set. Regional authorities, partners and Governmental Organisations have largely welcomed the initiative. If local partnerships and central government are in broad agreement regarding priorities then the central government policy objectives can be achieved via goals related to local vision at community level. The LAAs have also increased the understanding of the roles of local partnerships and Government Organisations. Collaborative agreements in Mar del Plata (Argentina) The WaterClima LAC project focuses on the implementation of collaborative agreements and the development of systems to inform about climate forecasts and local climate events. The local actors have agreed to: • Encourage inter-sectorial cooperation for the management of water resources. • Inclusive water management through participatory processes • Improve access to environmental information to the local public. C O M M U N I C A T I O N A N D A W A R E N E S S A C T I O N P L A N ( C A A P ) 46 • Develop an integrated system to share and communicate climate forecast, threats and small-scale climate events • Foster collaborative actions based on existing resources • Develop a cost-benefit analysis of the different water treatment alternatives to enable high-level decision-making www.waterlac.org An Example of Where a Community Has Made a Difference (Ghana) The communities of Muni-Pomadze Ramsar located in Winneba in the Central Region of Ghana got involved in a Joint Community Mangrove Restoration Program. The local surrounding communities of the Muni-Pomadze Ramsar area collaborated together with the Ghana Chapter of Arocha International and the Wildlife Division of the Forestry Commission, in an effort to restore the degraded mangrove strands of this site. In all, a total of 30 participants (from three fringe communities (Akosua village, Mankoadze village and Biwadze) were trained in: • Establishing nurseries • Sustainable natural resource management • Alternative livelihoods (snail and grass-cutter rearing) The participants were given start-up capital in the form of a revolving fund to start their alternative livelihood enterprises. The results have been impressive, 7.5 ha of degraded mangrove area along the Muni Lagoon at Akosua village were replanted with 3500 white (Avicennia) and 4700 red mangrove (Rhizophora) species respectively in late 2013 and mid 2014. There were additional plantations of 3,500 seedlings of fire resistant tree species (Senna siamea and Acacia) planted over a 1km stretch along the Pratu River. This has resulted in a recovery of the mangrove forests and increased protection from storms and flooding in the Muni-Pomadez Ramsar area and increased business opportunities for the local community. http://ghana.arocha.org/projects/community-mangrove-restoration-project/ Community management in El Salvador Although environmental changes are taking place that puts the community at risk, action can be taken through community participation. The “Association Mangle” is a good illustration of a community taking action. It is a local association from the Bajo Lempa river basin in El Salvador, which works for the improvement of the living conditions of the communities. It was formed in May 1999 as a social movement to protect the environment in reaction to the devastating effects of increased storm intensity, the rising ocean, biodiversity loss, the reduction of fish catch from artisanal fishing and in response to industrial activities upstream that polluted the river system and affected the lagoon area where the community were living. The “Association Mangle” has developed educational processes for the strengthening of capacities related to environmental management, risk management and adaptation measures to climate change (WaterClima LAC, 2016). They have implemented activities focused on the conservation and sustainable use of natural resources. They have implemented early warning systems for flooding and have set up a programme for the restoration of mangrove forests. The success of this community association has allowed for many plant and animal species to be rejuvenated and for the coastal community to be more resilient to climate changes. The association now forms integral part of the management processes of the local and national government. www.waterlac.eu www.worldbank.org/waca