The community of the GVA is the tool of territorial and environmental management,
based on rules and procedures, the agreement of coexistence,
the self-recognition of the environment, of the environment,
and recognizes its existing rules and evaluates the need for the future.
The protocol is an instrument that helps the community to plan for the future.
The process of being created here in Baileque is based on the CDB,
in the beginning of biological diversity, the protocol of Nagoya,
and also in this methodology, the social participation, the certification of the GTA.
It is an innovative process, we wanted to do differently from what is known in the world today.
We do not want to do business, we just want to do management and we can do business.
The community has all the right to do business, but it is not the main goal.
The protocol, when we think, we distribute the impact of large offices,
and these offices we are building with themes that we realized the gaps
of the community relations and companies, and we were bringing these information
to compose this methodology.
The methodology of this project is a methodology that we consider a bit innovative.
Innovative because we come to think together with the community,
we did not come to the community with it ready.
The whole idea was to discuss with the community how to make a community protocol.
The first thing we did, in fact, was to talk to the community about what the protocol is
and if they wanted a protocol.
In fact, the whole process we thought was to ask the community what they wanted to do.
It was no use for us to come with a ready process.
So we did the first thing of the project that we call the pre-free and informed consent process.
So we went to the Bailiki in the case, we met with all the leaders,
and we did an office for two days and we first talked a little about the protocol,
how the construction would be, a bit of a very basic international legislation,
but to understand the international and national context of the project.
So once the community says, ok, we agree to make the project
of construction of the community protocol in our community,
then we move on to the development of the methodology.
And then part of this work is the community map.
So we actually put the people to design the community
thinking not only what we call the daily use area,
so the houses, the passarels, the schools, this important part,
but we also ask about the collective use areas.
Where are the forests?
They leave the community to fish, to hunt,
so this starts to make a mental map of this community.
The first round was a diagnostic, a sense of the use of resources,
the quality of these resources.
Our work, it consists of field work,
it consists a little of doing part of the mobilization,
so when there are offices, which are four offices,
about the same content, because the Bailik in total is 52 communities,
but 39 are part of the project.
To facilitate the access of the communities, the meetings,
we divided the Bailik into four poles.
The role of the field team is to go to the communities,
we do the mobilization, take the invitation,
explain about the office, because every time we return to the community,
we make this conversation, to take the invitation
and explain to them the importance of their participation in the project.
And from this, we ask if they agree, if they don't agree
with what was said by the leaders,
and this will be systematized by the field team
and will generate the percentage of the amount that people know about the project,
what people know, I think that each one in the community
is a conversation about our role here
and about how important the project is for the region,
what is the community protocol for the region.
The second was to bring to the communities
how international negotiations are seen,
how it deals with the traditional community issues,
so we brought the CDB with the specific articles
of the traditional community,
we brought the protocol of Nagoya also with its different articles
and we brought the concepts and definitions
of how the legislator sees the traditional community
and also all those concepts that are related to the traditional community.
We made a great meeting, which was the first meeting,
and this meeting already makes a devolution of the first office,
this devolution is made according to the methodology
that the fundamental principle, the priority principle
of this protocol is the principle of participation.
So, it is common to talk to leaders,
here in this process we talk to all the family units
involved in the community life.
So, the leader brings the information
and the team does, through a consultation document,
the validation of these information at home.
The implementation of the project, it runs for three years,
we are in the second year of the project,
so we saw, within this process,
the needs of the communities to really assume this role,
to be the owner of the project, to be the manager of the project.
I was elected as their representative,
I have this great responsibility,
I have the awareness of this great responsibility,
and together with me, they took other people,
even younger than me,
so we are also seeing a preparation
for the next generations to come,
because the project does not stop,
the project ends at the stage where the GTA is a partner,
the GTA is helping to create, coordinate,
but comes at the next stage,
to have the responsibility of the communities.
The third round,
an ABS capacity office,
which is the access to the genetic tumor,
and more the participation of the ministries
that have been identified in the second round,
as ministries that produce public policies
related to the GTA.
In this case, it was the SPU,
the Ministry of Fisheries, the Conab,
and the Ministry of the Environment.
And the fourth round,
it is based on bringing the evolution
of the consultation document after the meeting,
so it is a document that came back home,
which was rediscovered,
and it had an average participation of 70%
of the families of the archipelago involved in the project.
This management process
generates a recognition of resources,
a qualitative and quantitative sense,
and this can generate hundreds and hundreds of opportunities,
of course, accompanied by risks,
and accompanied by challenges.
And this helps the communities to make a planning
for their development,
of how it will use that resource,
if that resource is abundant,
if it is not, if it is scarce,
as well as identify partners
that can relate to the communities,
the communities have their traditional knowledge,
they have their knowledge,
and they act with this knowledge,
with a lot of intelligence,
and these knowledge have values
that need to be preserved,
preserved and need to be protected.
So, the vision of the future is that
the communities can make decisions
based on the diagnosis of the development
that they are doing,
giving them the ability
to make the management efficiently.
I am afraid of the Cobra Sorocco.
Thank you.
Thank you.
