The institutional and individual capacity for the management of the MPAs in the SAMP were improved: a) developed or strengthen training programs for MPA management (e.g., regulatory framework, management plans, financial
sustainability, and monitoring and conservation); b) developed of planning and resource use agreements; c) supported the consolidation of the MPA management plans; d) monitoring and use of GIS tools to aid MPA management decision-making was developed; and e) assessment of the MPA management effectiveness using the METT tool was runned. Additionally, the project contributed to enhance the institutional
capacity of INVEMAR and to improved MPA management by providing funds to update monitoring/research and GIS laboratories in new headquarters in Santa Marta. The main outputs: A monitoring system for the SMPA articulated with SINAP’; Agreements for planning and resource use developed for six (6) pilot MPAs specifying roles, financial obligations, and conflict-resolution mechanisms; Selected staff from MPAs and decision-makers trained in MPA management, financial planning, and monitoring and evaluation; Existing ecology programs in higher educational institutions include MPA; Decision Support System based-GIS tools. 

The sustainable financial management plans are oriented to meet the needs of the Subsystem through the identification of activities  run by the local communities which can raise revenues. Such activities include eco-tourism (scientific tourism, birdwatching, marine mammal watching), sport fishing, scenic diving and sustainable use of biodiversity resources. These plans are entailed towards the conservation of the ecosystem goods and services while giving economical opportunites to local communities and environmental entities. A financial framework ensuring the sustainability of the SAMP consolidated through the strengthening of current sources of financing and the inclusion of new ones. The framework includes the development of provisions and mechanisms to increase the current government and non-government contributions to the MPAs. Agreements to override MPA management cost with the direct beneficiaries of conservation was defined. To assess the potentiality of payments for avoided deforestation in mangroves as a financing option for MPAs and SAMP, a pilot project for the reduction of emissions caused by deforestation-degradation of mangroves was formulated and executed in Cispata. Now under replication and apply for "bluecarbon market". 

The SMPA is established and supported by a legal, institutional, and operational framework. 

•Legal, institutional and operational framework:

8,6 million hectares under protection (8,9% aprox of marine areas)

11 new MPAs (initial target was 3)

2 Action Plans developed and supported: SIRAP Caribe y Pacífico: a) stakeholder analysis, articulation mechanisms, work plans, and specific actions for the MPAs to be included as part of action plans; b) reviewing the status of the processes for the SIRAPs’ establishment, at the same time taking into account the SINAP’s guidelines and facilitating the coordinated actions within the MPAs.

•Legal developments

SAMP Action Plan 2016 – 2023 design and start implementation

Formal adoption of SAMP by CONAP (National Protected Areas Council)

Operational agreements

Those results contributes to guarantee a representative sample of coastal and marine biodiversity at multiple biological organization levels; to assure the continuity of ecosystem services;  to maintain the natural elements asociated to material and inmaterial importance objects essencial to cultural values; and to guarantee the ecological processes maintaining the conectivity of marine biodiversity.

We offer free hatchery tours to all of our guests who stay at Rimba. Here we explain to them why hatcheries are necessary for Pulau Sibiu and the processes involved. They hear in detail about how turtles naturally nest and the natural threats they need to avoid to ensure survival. 

We explain to them how we pay above market value for the eggs to encourage locals to sell them to us and how this money is funded by groups or individuals. From here it is up to the guests whether they would like to financially support the project by adopting a nest. 

It is never a "hard sell" but the question normally arises - "how is this funded?" We explain that in return the "adoptive parents" receive a video of their nest hatching, t-shirts and a certificate of adoption.

By providing a free educational service of a hatchery tour we are raising awareness about the turtle's struggles while at the same time offering tourists a way to support conservation. 

Through our social media pages we schedule a post a few times a year asking for donations from guests and supporters. We ask for materials which could be used in conservation club such as arts and crafts materials. We specify that items such as glitter are not required as they are not environmentally friendly. We also ask for them not to be brought specifically for us but items that are no longer needed that could use a new home. We receive paint, glue, fabrics etc. This helps us stick with our ethos of re-using. Items that would normally have gone in the rubbish bin are now re-used by the kids to create something meaningful.

OASIIS is an online platform which collates data on the socio-economic activity within and beyond protected areas. By collating disperse, and often informal information, OASIIS builds a strong case for social entrepreneurship as a driver of sustainable development.

By showcasing the socio-economic impact as well as the stories behind the organisations, OASIIS aims to funnel social investment in order to accellerate and grow the positive social, environmental and economic impacts of businesses which have values in harmony with that of protected areas.

The Social Enterprise and Biosphere Reserve (SEBR) Development Framework can be applied to any protected area and aims to provide a living document that will be flexible and adaptable in different countries and contexts, within their own norms, values and approaches. As such the Framework is designed as a route map towards the emergence of social enterprise as a means to promote sustainable economic development, in harmony with social and environmental sustainability. For this reason we have developed a Framework that looks at the importance of four key Factors - Public Participation, Social Enterprise, Social Investment and Sustainable Public Procurement.

The Framework can be used to plot the current context in a protected area, highlighting local strengths and weakness in relation to 4 key Factors. Once this mapping process has been carried out an Action Plan can be designed, relevant to the particular country and BR. It is likely to take around 3 years to establish the momentum necessary for this approach to become self-organising and so sustainable into the future. 

The initiative has explored multiple fundraising strategies and mechanisms such as wristbands, souvenir sales, donations on the website, placement of ballot boxes in hotels, etc. To date, the tourist wristband has been the most successful.

The bracelet

In Islas Marietas a donation of $40 per tourist was agreed upon. Tourist service providers (TSPs) make a donation proportional to the number of tourists projected and in return get the corresponding bracelets and donation receipt. Tourists receive their bracelet when they sign up for the tour.

In sites such as Cabo Pulmo and Loreto this mechanism did not seem adequate and we are testing other options.

Other mechanisms

• Limited edition sharks, manta rays and stuffed booby birds for sale online and at events. In some cases PSTs buy them in volume.
• Module on the Paralelo 28 website for online donations.
• Installation of urns in hotels to facilitate donations from tourists. In one of the cases it is accompanied by a communication campaign of the hotel.
• In Cabo Pulmo, some PSTs and stores agreed to make monthly donations of between 1,000 and 2,000 pesos.

This building block is led by the PSTs, the local organization and Paralelo 28.

Agreements are established between the tourism sector (service providers, hotels, sectoral groups, tourism promotion offices, etc.), civil society organizations (CSOs) and government to design and implement a collection mechanism.

Agreements are established indicating the collection and accountability mechanisms, as well as the roles of the partners.

Each year an annual operating program (POA) is developed with its corresponding budget, which specifies the items and amounts to which the investment will be allocated. The AOP is developed by the National Commission of Natural Protected Areas (CONANP) and Pronatura Noroeste (the local CSO), and presented to the board of Bahía Unida (the TSP association) for approval.

Technical and financial reports are presented every two months to the Bahía Unida board.

This building block is led by CONANP and the local CSO.

The city established a large-scale land readjustment program under the reconstruction plan. The city designated almost all replotting area by the end of 1949. The readjustment contributed re-definition of the border of land plots that became blur in the war-devastated areas and supported quick reconstruction of the city. As the result of readjustment, the ratio of the city’s public assets were significantly increased: road areas by 2.12 times (2.36 times in the urban center); public parks by 3.07 times; total areas for cemeteries by 1.30 times; and station squares by 5.25 times. The readjustment project continued until 1998 and during the rapid industrialization around 1960, land adjustment became an effective way to prevent uncontrolled sprawl into the suburbs. The city extended its urban boundaries by merging the surrounding towns and villages and conducted replotting to accommodate the increasing population.