81
other. Management and strategic plans for the
TCMP were established and approved by all
stakeholders along with establishing various
stakeholders’ associations to give voice to the
stakeholder groups on the multiple aspects of
management and operations of the TCMP. This
was what led to the successful implementation of
the policy and strategic programmes of the TCMP
(Doyle 2012; OECD 2013).
Overall, the governance of the TCMP has
been enhanced since the implementation of the
hybrid approach. All local stakeholder groups
have a better understanding of their role and are
participating actively to ensure that the TCMP
achieves its successful outcomes. The purpose of
the central government in the implementation of
the TCMP project was significant in that it provided policy support and technical advice and
finances to the TCMP Management Committee
in Union Island to ensure the successful management of the TCMP. Additionally, the centrally
located officials in Kingstown continued to exercise their influence by providing resources and
incentives, focusing attention on critical development issues, establishing firm leadership around
a vision for the policy and engaging with networks of local groups and communities in the
southern Grenadines (Stachowiak et al. 2016).
The TCMP Management Committee includes
representatives of various local stakeholder
groups who provided a voice for their groups on
all aspects of management and operation of the
TCMP (Cloutier et al. 2018).
The JEMS Bottom-Up Approach
to Capacity Building for the Youth
to Adapt to Climate Change
The case discusses the approaches and process
involved in the development and implementation
of a project to enhance the capacity of the youth in
building their resilience to adapt to climate change.
The case is divided into three main sections:
(a) strategies for delivering capacity building, (b)
community engagement in CCA and (c) a
reflection on the case study.
This case presents a bottom-up approach to
CCA in SIDS from the perspective of young people. One of the advantages of this approach is that
the participants can tell their stories (Crabtree
and Miller 1999 in Baxter and Jack 2008), and it
is through these stories that there is a collaboration between the researcher and the participant.
This collaboration enabled the participants to
describe their views of reality, which then allowed
for a better understanding of their actions
(Robottom and Hart 1993 in Baxter and Jack
2008).
The capacity-building project was developed
and implemented by young people through the
JEMS Progressive Community Organisation in
SVG. These young people participated in all
aspects of the project cycle, namely, design,
development, management, evaluation and monitoring. Technical advice was provided to the
young people during the development and implementation of the CCA project, the preparation of
the project proposal, identification of funding
sources and mobilisation of funding to support
the implementation of the project.
The Overall Aim of the Participatory
Initiative
The main objective of the project was to develop
a bottom-up approach to build the capacity of the
youth and their communities to adapt to the
impact of climate change on SIDS. The components of the JEMS initiative are:
Capacity-Building Training for Youth
Leaders on CCA
The climate change capacity building for community leaders was implemented to enhance the
awareness, knowledge and competencies of the
youth and community leaders on CCA. On completion of the capacity-building training, the participants developed CCA strategic action plans
for implementation in their respective communities. Over 120 youth and community leaders participated in the training programme; over 65%
The JEMS Bottom-Up Approach to Capacity Building for the Youth to Adapt to Climate Change
other. Management and strategic plans for the
TCMP were established and approved by all
stakeholders along with establishing various
stakeholders’ associations to give voice to the
stakeholder groups on the multiple aspects of
management and operations of the TCMP. This
was what led to the successful implementation of
the policy and strategic programmes of the TCMP
(Doyle 2012; OECD 2013).
Overall, the governance of the TCMP has
been enhanced since the implementation of the
hybrid approach. All local stakeholder groups
have a better understanding of their role and are
participating actively to ensure that the TCMP
achieves its successful outcomes. The purpose of
the central government in the implementation of
the TCMP project was significant in that it provided policy support and technical advice and
finances to the TCMP Management Committee
in Union Island to ensure the successful management of the TCMP. Additionally, the centrally
located officials in Kingstown continued to exercise their influence by providing resources and
incentives, focusing attention on critical development issues, establishing firm leadership around
a vision for the policy and engaging with networks of local groups and communities in the
southern Grenadines (Stachowiak et al. 2016).
The TCMP Management Committee includes
representatives of various local stakeholder
groups who provided a voice for their groups on
all aspects of management and operation of the
TCMP (Cloutier et al. 2018).
The JEMS Bottom-Up Approach
to Capacity Building for the Youth
to Adapt to Climate Change
The case discusses the approaches and process
involved in the development and implementation
of a project to enhance the capacity of the youth in
building their resilience to adapt to climate change.
The case is divided into three main sections:
(a) strategies for delivering capacity building, (b)
community engagement in CCA and (c) a
reflection on the case study.
This case presents a bottom-up approach to
CCA in SIDS from the perspective of young people. One of the advantages of this approach is that
the participants can tell their stories (Crabtree
and Miller 1999 in Baxter and Jack 2008), and it
is through these stories that there is a collaboration between the researcher and the participant.
This collaboration enabled the participants to
describe their views of reality, which then allowed
for a better understanding of their actions
(Robottom and Hart 1993 in Baxter and Jack
2008).
The capacity-building project was developed
and implemented by young people through the
JEMS Progressive Community Organisation in
SVG. These young people participated in all
aspects of the project cycle, namely, design,
development, management, evaluation and monitoring. Technical advice was provided to the
young people during the development and implementation of the CCA project, the preparation of
the project proposal, identification of funding
sources and mobilisation of funding to support
the implementation of the project.
The Overall Aim of the Participatory
Initiative
The main objective of the project was to develop
a bottom-up approach to build the capacity of the
youth and their communities to adapt to the
impact of climate change on SIDS. The components of the JEMS initiative are:
Capacity-Building Training for Youth
Leaders on CCA
The climate change capacity building for community leaders was implemented to enhance the
awareness, knowledge and competencies of the
youth and community leaders on CCA. On completion of the capacity-building training, the participants developed CCA strategic action plans
for implementation in their respective communities. Over 120 youth and community leaders participated in the training programme; over 65%
The JEMS Bottom-Up Approach to Capacity Building for the Youth to Adapt to Climate Change