Our investment in Madagascar began in January 2001 when key threats included agricultural expansion, uncontrolled livestock grazing; unsustainable charcoal production, mining, hunting and timber exploitation; and unregulated international trade in wildlife.
Compounding these threats was a civil society characterized by insufficient technical capacity and limited biodiversity information, alongside an inadequate government presence to manage and protect natural resources, and ambiguous policies. These factors presented a complex set of challenges.
Based on an ecosystem profile developed for Madagascar, CEPF sought to fill the gaps between existing efforts and investments, define mechanisms to ensure coordination among ongoing efforts and build the capacity of civil society to manage biodiversity conservation more effectively. Six strategic directions guided our approach:
- Integrating local groups and individuals into the management of protected areas and reserves.
- Private sector conservation initiatives.
- Biodiversity conservation and management training programs.
- Public awareness and advocacy.
- Small grants program (Biodiversity Action Fund).
- Creation of a participatory monitoring and coordination network.
Results from our five-year investment include the groundwork for a tripling of the nation’s protected area network. CEPF-supported projects yielded scientific data to justify the need for the increase and helped determine where these new areas should be located.
Our support also significantly increased the role of local nongovernmental and community groups in biodiversity conservation. CEPF supported local communities to manage and benefit from their natural resources, via community-based management contracts. Contracts between the communities and the government have, for example, been put into place in the Makira Conservation Area for 10 communities totaling 10,800 people for 38,000 hectares and in the Manambolomaty Lakes Complex for two “Associations” for management of freshwater resources.
In June 2009, we began implementing a seventh strategic direction to reinforce and sustain the gains made possible by our initial $4.25 million investment. This new strategic direction includes $1.4 million in targeted grants to selected organizations based on a consolidation plan drawing from the original ecosystem profile and an assessment of our previous investment.