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Tagbilaran City, Philippines

Jenks B.,Rare | Vaughan P.W.,Minneapolis | Butler P.J.,46 Hillside Road
Evaluation and Program Planning | Year: 2010

Rare Pride is a social marketing program that stimulates human behavior change in order to promote biodiversity conservation in critically threatened regions in developing countries. A series of formal evaluation studies, networking strategies, and evaluative inquiries have driven a 20-year process of adaptive management that has resulted in extensive programmatic changes within Pride. This paper describes the types of evaluation that Rare used to drive adaptive management and the changes it caused in Pride's theory-of-change and programmatic structure. We argue that (a) qualitative data gathered from partners and staff through structured interviews is most effective at identifying problems with current programs and procedures, (b) networking with other organizations is the most effective strategy for learning of new management strategies, and (c) quantitative data gathered through surveys is effective at measuring program impact and quality. Adaptive management has allowed Rare to increase its Pride program from implementing about two campaigns per year in 2001 to more than 40 per year in 2009 while improving program quality and maintaining program impact. © 2009 Elsevier Ltd. All rights reserved. Source


Trademark
Rare | Date: 2014-03-05

Sound recordings featuring music and vocal performances; video recordings featuring music videos; digital recording media featuring music, musical sounds and/or visual recordings; downloadable digital music files; magnetic, digital and optical data carriers featuring music players. Clothing, namely, pants; underwear; footwear; headgear for wear, namely, hats, caps; shirts; T-shirt; pullovers; vests; skirts; dresses; trousers; coats; clothing jackets; clothing belts; scarfs; sashes for wear; clothing gloves; neckties; socks; lingerie; swimsuits; pajamas; night gowns. Promotion and advertising in the field of entertainment, arts and music. Recreational services, namely, providing of entertainment services featuring music and musical performances; production, publication and distribution of musical and audio-visual recordings on CD, DVD, on-line featuring music and musical performances; recording studios; providing of information relating to music, entertainment, artists and concerts; providing non-downloadable prerecorded digital music from the internet; organization and production of music shows, musical events in the nature of live musical performances, artistic and cultural events in the nature of live musical performances, music concerts, and exhibitions for cultural or educational purposes; online electronic publishing, in particular of non-downloadable electronic books and non-downloadable periodicals; booking of seats for music shows; disc jockey services; providing of non-downloadable pre-recorded music and video recordings online via a global computer network. Acquisition, management and exploitation of copyright for musical and audio-visual works, namely, copyright management.


Green K.M.,Rare | DeWan A.,Rare | Arias A.B.,Bourbon 33 | Hayden D.,Rare
Conservation Evidence | Year: 2013

In the Central Coast of Veracruz, Mexico, expansion of sugar cane production, cattle ranching and urban development threatens the tropical deciduous forest that serves as stopover habitat for numerous species of migratory raptors, among them the peregrine falcon Falco peregrinus. To conserve the habitat of these key migratory bird species, and slow deforestation due to agricultural pressures, Pronatura Veracruz and Rare implemented a social marketing Pride campaign to motivate landowners to join a network of private conservation areas in exchange for ecosystem service payments under Mexico's national Payments for Ecosystem Services program. In an area where Payments for Ecosystem Services adoption had been slow to take off, initial results indicate that the application of social marketing methods facilitated a social change in the Actopan municipality of Veracruz and ultimately enabled the protection of more than 1,500 hectares of previously unprotected forest. Source


Green S.J.,Rare | White A.T.,Nature Conservancy | Christie P.,University of Washington | Kilarski S.,Aecos Inc | And 4 more authors.
Conservation and Society | Year: 2011

Marine protected areas (MPAs) and MPA networks are valuable tools for protecting coral reef habitats and managing near-shore fisheries, while playing an essential role in the overall conservation of marine biodiversity. In addition, MPAs and their networks are often the core strategy for larger scale and more integrated forms of marine resource management that can lead to ecosystem-based management regimes for seascapes and eco-regions. This study conducted in 2008 documents the status of selected MPAs and MPA networks in Indonesia, Philippines and Papua New Guinea, to better understand development and their level of success in the Coral Triangle. Findings reveal that substantial gaps exist between the theory and practice of creating functional MPA networks. Across these sites, biophysical and social science knowledge, required to build functional and effective MPAs or MPA networks, lagged behind substantially. Aspects that appeared to require the most attention to improve MPA network effectiveness included essential management systems, institutional arrangements, governance and sustainable financing. Common indicators of success such as increased fish catch and habitat quality parameters were consistently associated with several independent variables: sustainable financing for management, clarity of MPA network rules, enforcement by community level enforcers, local skills development, and involvement in management by local elected politicians, a functional management board, multi-stakeholder planning mechanisms and participatory biophysical assessments. Conclusions are that although considerable investments have been made in MPAs and potential MPA networks in the Coral Triangle, management effectiveness is generally poor throughout the region and that not many large, formally declared MPAs are well managed. Copyright © Green et al. 2011. Source


Dygico M.,WWF Philippines | Songco A.,Tubbataha Management Office | White A.T.,Asia Pacific Program | Green S.J.,Rare
Marine Policy | Year: 2013

The dynamic institutional arrangements, which characterized the past two decades of management in the Tubbataha Reefs Natural Park (TRNP), reflect flexibility and diversity in the use of governance incentives. At the initial stage, legal and knowledge incentives provided the main guidance in identifying the appropriate organizational structure to manage the Park and to establish its boundaries and jurisdictional limits. Knowledge incentives provided the added value of generating credible information that showed the significance of the Tubbataha Reefs and the positive impact of management actions. Communicating information to the public, as an interpretative incentive, supported greater recognition and influence at the national and international levels. During the middle stage, the use of economic incentives ensured that the Park management benefitted from tourism through user fees and that Cagayancillo Municipality received a fair share of benefits to partly compensate foregone income opportunities. The Tubbataha Trust Fund was created serving as a depository of revenue from grants and donations and included instituting fiscal management to encourage more partners and stakeholders to contribute. Presently, in the light of current issues and the recently passed TRNP Act, striking a balance between legal-economic-participative incentives takes precedence over interpretative and knowledge incentives which are in place and only need to be maintained. © 2013 Elsevier Ltd. Source

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