Abstract
This concluding chapter presents the lessons learned from the chapters in the three parts of the book: I – Agroforestry challenges and alternatives, II – From subsistence to market oriented systems, and III – Environmental services in multifunctional landscapes. The main findings and recommendations from each part are presented, followed by suggestions for adressing some of the pending challenges concerning agroforestry adoption, profitability of agroforestry products and services, and implementation of integrated landscape management approaches. Emphasis is placed on the value of indigenous knowledge and how scientific expertise can contribute to identifying marketable products, adding value and finding niche markets that will best reward producers. Agroforestry systems (AFS) can be profitable at the small, medium and large scale if products and services are fairly and adequately valued. Government subsidies are needed as in conventional agriculture, and AFS’ contribution of important environmental services should be part of the financial equation. Farmers’ associations and rural movements can be instrumental in grouping needs and obtaining recognition for the fair value of products through certification or other mechanisms. Partnerships among private and public institutions and organizations are vital for the proper implementation of landscape management strategies including AFS. Theories of change need to define the specific metrics for short and long-term impacts to be useful in evaluating the effectiveness of landscape management approaches. Society is more aware of environmental issues that plague our world today, which will hopefully lead to measures and policies that encourage AFS proper recognition as a productive, sustainable and environmentally friendly landscape management strategy.
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Notes
- 1.
At the 10th meeting of the Conference of the Parties, held in October 2010, in Nagoya, Aichi, Japan, a revised and updated Strategic Plan for Biodiversity was adopted, including the Aichi Biodiversity Targets, for the 2011–2020 period. The 20 Aichi Biodiversity Targets are organized under five strategic goals. The goals and targets comprise both aspirations for achievement at the global level, and a flexible framework for the establishment of national or regional targets. Strategic Goal A: Address the underlying causes of biodiversity loss by mainstreaming biodiversity across government and society, B: Reduce the direct pressures on biodiversity and promote sustainable use, C: To improve the status of biodiversity by safeguarding ecosystems, species and genetic diversity, D: Enhance the benefits to all from biodiversity and ecosystem services, E: Enhance implementation through participatory planning, knowledge management and capacity building (http://www.biodiv.be/convention/strategic-plan-2011-2020, https://www.cbd.int/sp/targets/)
- 2.
The Global Environment Facility (GEF) was established on the eve of the 1992 Rio Earth Summit to help tackle our planet’s most pressing environmental problems. Since then, the GEF has provided over $17 billion in grants and mobilized an additional $88 billion in financing for more than 4000 projects in 170 countries. Today, the GEF is an international partnership of 183 countries, international institutions, civil society organizations and the private sector that addresses global environmental issues (http://www.thegef.org)
- 3.
The Central American Bank for Economic Integration (CABEI/BCIE) was founded in 1960. It is an international institution aimed at promoting integration and development among its founding countries: Guatemala, Honduras, El Salvador, Nicaragua and Costa Rica. CABEI is a multilateral development bank whose mission is promoting economic integration and balanced social and economic development of Central American countries, which include founding and non-founding countries (https://www.bcie.org)
- 4.
EcoAgriculture Partners (ecoagriculture.org) is an internationally recognized center of expertise in integrated landscape management. Their experience supporting landscape initiatives and partnerships has provided them with a comparative understanding of landscape contexts around the world, available tools for conveners, and connections to diverse learning networks.
- 5.
IDH, the Sustainable Trade Initiative convenes companies, civil society organizations, governments and others in public-private partnerships to drive sustainable market transformation in 18 international trade sectors and 11 landscapes that are key sourcing areas for globally traded commodities. Together they drive the joint design, co-funding and prototyping of new economically viable approaches to realize green and inclusive growth at scale in commodity sectors and landscapes. IDH is supported by multiple European governments, and works together with over 500 companies, civil society organizations, financial institutions, producer organizations, and governments in over 50 countries worldwide.
- 6.
The Landscapes for People, Food and Nature Initiative (www.peoplefoodandnature.org) is a global network of more than 70 conservation, development, and agriculture organizations who champion integrated landscape management at landscape, national and international levels. Founded in 2011, the Initiative is co-organized by Bioversity International, EcoAgriculture Partners, the Food and Agriculture Organization of the United Nations (FAO), Ministry of Economic Affairs of the Government of the Netherlands, the United Nations Environment Programme (UNEP), the World Agroforestry Centre (ICRAF), the World Bank, and the World Resources Institute. The Initiative links and adds value to the many landscape initiatives and networks already in place worldwide, and coordinates action to improve the enabling environment for integrated landscape management.
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Montagnini, F. (2017). Conclusions: Lessons Learned and Pending Challenges. In: Montagnini, F. (eds) Integrating Landscapes: Agroforestry for Biodiversity Conservation and Food Sovereignty. Advances in Agroforestry, vol 12. Springer, Cham. https://doi.org/10.1007/978-3-319-69371-2_20
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