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The Government of Seychelles (GOS), in partnership with the Global Environment Facility (GEF) and the United Nations Development Programme (UNDP) is currently implementing a programme of mainstreaming biodiversity management into the key production sectors of Seychelles.
Isolated from the continents for 65 million years, the fauna and flora of the Seychelles have evolved into unique forms with ancient Gondwanan lineage. The archipelago is a repository of globally important terrestrial diversity. It is also a storehouse of marine biodiversity. The Seychelles is part of one of the major biodiversity hotspots in the world: Madagascar and the Indian Ocean Islands. Its biodiversity is at risk of extirpation, and in some instances outright extinction, from a variety of human induced pressures. Seychelles faces the typical constraints of a SIDS, with its small land area and population, remoteness from major markets, limited natural resources and environmental vulnerability. Its most important assets are the truly rare beauty of the environment, and a significant fishery resource including pelagic and various coastal stocks.
Biodiversity is the base upon which the two major economic sectors – tourism and fisheries – have developed. This makes the conservation and sustainable use of biodiversity of vital importance for the country’s sustainable development. Seychelles is a frontrunner in environmental management in the region – one of the success stories has been the effective partnerships developed between tourism operators and NGOs for the eradication of invasive alien species and the restoration of small islands. Seychelles’ ecosystems and biodiversity are relatively intact compared to that of many other islands, but development pressures are expected to increase substantially. Past efforts at biodiversity conservation have focused on protected areas, but the major threats are associated with the main production sectors. The main threats stem from over fishing, tourism, and physical infrastructure development. The “Mainstreaming Biodiversity Management into Production Sectors Activities” project differs from past programmes by taking a sector-based approach that seeks to integrate biodiversity conservation into the day-to-day operations of the main production sectors. Barriers to this integration include insufficient capacities at the systemic and institutional levels, resource tenure and access rights, and insufficient know-how for sustainable ecosystem management.
The project will contribute to the achievement of the following goal: “The functional integrity of the terrestrial and coastal ecosystems is secured now and into the future, thus providing a base for sustainable development”. The project will be responsible for achieving the following project objective: “Biodiversity conservation objectives are integrated into key production sectors of the economy”. The project is divided into three outcomes, namely:
- Outcome 1: Systemic and institutional capacities for mainstreaming biodiversity management within and across sectors are strengthened.
- Outcome 2: Methods and means for integrating biodiversity and artisanal fisheries management are in place.
- Outcome 3: The tourism industry is addressing biodiversity conservation needs as part of good practice in business operations.
The Project Document can be downloaded from the following weblink: http://gefonline.org/projectDetailsSQL.cfm?projID=1620
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- The use of the logical framework as a management tool during implementation and any changes made to this as a response to changing conditions and/or feedback from M and E activities if required. The project adjusted certain activities and indicators within the logical framework and this should be reviewed against the original logical framework and assessed. Other elements of adaptive management such as comprehensive work plans routinely developed that reflect adaptive management and /or changes in management arrangements to enhance implementation.
- An assessment of the adequacy of the project institutional and management arrangements within the context of the project being managed as part of a portfolio of projects by a Programme Coordination Unit.
- An assessment and analysis of the outputs: whether these are being achieved as per schedule and/or whether there is a need to modify or change some of these; reason for any shortfalls and whether there are any unexpected results.
- An assessment and analysis of the outcome: whether these are being achieved; reason for any shortfalls and whether there are any unexpected results.
- An analysis of factors within and beyond DOE and PCU’s control that are influencing performance and success of the project (including the strengths, weaknesses, opportunities and threats) in contributing to the realization of the outputs and outcomes.
- An analysis of whether the project’s interventions can be credibly linked to achievement of the outcome, including the key outputs and assistance provided, both soft and hard.
- Whether the project’s partnership/co-management strategy has been appropriate and effective including the range and quality of partnerships and collaboration developed with government, civil society, donors, the private sector and whether these have contributed to improved project delivery. The degree of stakeholder and partner involvement in the various processes related to the outputs and outcome. How can synergies be built with other projects within the sector.
- Technical capacities associated with the project and their role in project development, management and achievements.
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