Our Blue Future (OBF) developed a three-year strategy (2023-2025), which will be implemented through a collaborative OBF system involving government agencies, the private sector, local communities, and development partners. The strategy is to deliver on three strategic pillars:

1. Empowering stakeholders
2. Improving integrated ocean governance
3. Promoting sustainable investment and financial flows in the blue economy sectors.

Thematic action areas were identified as the following: Blue tourism, circular economy, community livelihoods, ports and shipping, blue finance, fisheries, blue technology, and nature-based solutions/grey-green infrastructure.

Concrete activities are being implemented in the pilot country of Mozambique, including work on circular economy and the development of a Club of Friends for Maputo National Park.

The private sector has a profound role to play in catalyzing and accelerating the transition to an inclusive sustainable blue economy (ISBE).  There has, however, been minimal private sector engagement in ISBE matters. Our Blue Future has developed a private sector engagement strategy, which focuses on effective ways to engage the private sector and the benefits they can gain.  

The private sector is driven by opportunities, value creation, financial risk, operational risks, and regulatory risks. Our Blue Future offers the private sector opportunities through Innovation Teams to mobilize resources, a showcase platform, a collective voice for advocacy, an innovation testing ground, matchmaking with other partners, a sense of community, and the chance to build a legacy.

Partners of Our Blue Future (OBF) model a culture of dialogue and collaboration, and work together as peers through a multi-stakeholder approach - a structured, transparent, and participatory collaboration between two or more stakeholder groups working towards a common goal. It offers an opportunity to generate innovative, appropriate, locally owned, and ultimately sustainable solutions, supporting transformative change.

The multi-stakeholder approach is reflected in OBF’s set-up:

1. The Preliminary Steering Team co-designs the strategy, steers the alliance, monitors implementation, and evaluates impact
2. Multi-stakeholder Task Teams support the development of governance, stakeholder engagement, and communication strategies
3. a Secretariat ensures smooth operation and coordination
4. Innovation Teams tackle critical, sector-specific challenges through concrete actions and projects
5. a Transformation Network includes multi-stakeholder partnerships across the WIO region.

The Collective Leadership Institute (CLI) plays a key role in supporting OBF’s multi-stakeholder approach and strengthening the capacities of its members. It contributes expertise in bringing leadership concepts to enliven the alliance by encouraging a high-quality, inclusive, and action-oriented stakeholder engagement and dialogue process within OBF.

The acquisition and management of conservation assets, exemplified by entities like 'the Cheorwon Crane Land,' follow a structured legal framework outlined in the 'National Trust Act on Cultural Heritage and Natural Environment Assets'. According to this law, the National Nature Trust (NNT) Board of Directors (BOD) has the authority to make decisions regarding the purchase of such conservation assets (Article 12). 

The National Nature Trust employs a multifaceted approach to effectively conserve and manage 'the Cheorwon Crane Land.' To this end, the National Nature Trust issues ‘Crane Eco Securities' signs MOU with ‘the Cheorwon Branch of Korea Crane Protection Association’ (December 2016), and conducts the annual events such as crane population surveys, birdwatching, and bird feeding activities in the DMZ area (held from December to February).

The commitment to conservation extends beyond local efforts, as demonstrated by the 'DMZ Global Trust Campaign.' This initiative aims to broaden and sustainably utilize crane habitats, leveraging the ESG practices of companies both domestically and internationally. The overarching goal is to advocate for the continuous promotion of the 'DMZ Eco Belt’. One strategic plan within this campaign involves expanding OECM (Other Effective Area-Based Conservation Measures).

The five villages frequented by cranes, the Cheorwon Crane Protection Association, the Bird Protection Association, the Crane Photography Club, the Farmers' Association, and other local residents and organizations deeply loving cranes formed and operate the ‘Cheorwon DMZ Crane Ecotourism Council’, extending beyond individual efforts. Under the leadership of local communities, it focused on sustaining the crane habitat. These include initiatives such as watering rice paddies, providing cranes with snails as a food source, and preserving rice straws on the fields. Notably, the council advocates for a form of tourism aligned with nature conservation.

Despite potential inconveniences, the emphasis is on a crane birdwatching program that adheres to birdwatching etiquette: 1) loving nature, 2) refraining from entering restricted areas, 3) avoiding collection or damage to natural elements, 4) maintaining cleanliness of facilities, 5) embracing slow travel, and 6) choosing local accommodations.

  In conjunction with the arrival of migratory birds, the local residents actively engage in crane population surveys and feeding activities in collaboration with esteemed experts from organizations such as the National Nature Trust and the Crane Protection Association

Local communities are actively contributing to habitat conservation through initiatives like preserving rice straws and providing water to rice paddies in winter, facilitated by Payment of Ecosystem Service (PES) contracts. Engaging in 'ecotourism programs, including crane birdwatching activities, and hosting 'Crane Seminars,' they create added value for their efforts. Furthermore, farmers in the Cheorwon area have taken an innovative approach by producing 'Cheorwon Odae Rice' and promoting their product brand using the image of the crane.

'The Cheorwon Crane Land,' serving as a conservation asset under the stewardship of the National Nature Trust is situated in Yangji-ri, which boasts a fertile plain and is adjacent to Togyo Reservoir and the Hantangang River, resulting in abundant water resources. This geographical advantage makes it a haven for various migratory birds that flock to the area every winter, typically from mid-October to March. Embracing its rich ecological setting, Yangji-ri has actively pursued becoming a full-fledged eco-village. This commitment has earned notable recognitions, including being selected as an eco-friendly excellent village in 2000, becoming a project operator of the New Rural Construction.

Cheorwon, situated in the vicinity of the Demilitarized Zone (DMZ), stands as a crucial wintering ground for cranes, an endangered species. Due to restricted development and civilian access since the Armistice Agreement in 1953, the area has become vital for the survival of these birds. The Cheorwon Plain, with its expansive farmlands and reservoirs, along with the wetlands of the DMZ, serves as essential feeding and resting grounds for crane species.

A positive trend has been observed in crane populations, with 372 red-crowned cranes and 474 white-napped cranes in the Cheorwon Plain in January 1999 (Kim Sang-won, et al. 2020). This upward trajectory has continued, reaching 833 red-crowned cranes and 2,766 white-napped cranes in January 2017. The commitment of local farmers, particularly since 2004, in preserving rice straws and providing water to rice paddies under the Biodiversity Management Agreement Project has played a significant role in this success.

This trust initiative aligns with the Global Trust's mission to safeguard private land in the DMZ (South) and the Civilian Control Zone, preserving it as public property and a 'common heritage of mankind' in the face of development pressures.

The community initiative has been designed in a participatory manner, together with representatives from the selected community. Activities included reflective sessions on gender, social roles and work, and local economic opportunities. The format of the sessions was held in a participatory methodology based on MUVA principles.

Interviews with participants after the training sessions revealed that they were perceived as very helpful in promoting a better understanding of gender inclusion. Participants learned different things from what they had in mind and realized that there is not much difference between men and women and that they have the same rights. Responses indicated a transformation in the perceptions of the participants, who have come to recognize and value equal opportunities in business and the breaking down of gender stereotypes associated with commercial activities. These changes indicate a move towards a more inclusive and equitable vision of professions and types of business for men and women.

Based on the leadership and Change Makers Group training, participatory action plans were developed. These plans were translated into changes in institutional practices and policies in the following areas: personal and professional development; health and well-being; maternity and paternity; and inclusive leadership. The action plans were collaboratively crafted by the teams and subsequently approved by leadership. This process led to the establishment of working groups comprising diverse members from the company, each responsible for developing the specific details of their assigned actions. 

Key results from the action plans within Aquapesca include: changes in the communication of vacancies and recruitment process to encourage the inclusion of women in different work positions; the dissemination of maternity and paternity policies for staff awareness; the improvement of staff equipment for health and safety; new multi-sectorial working groups for more inclusivity in decision making; the creation of a physical mural for inclusive communication about companies key information and opportunities; and the implementation of new activities in the community for better relationship, support and communication.

The Change Makers Group at the business partner Aquapesca was formed by seven individuals from different departments. The identification of key individuals for this group was made possible through collaboration between MUVA and Aquapesca's leadership. The rapid assessment of the organizational culture of Aquapesca enabled the team to map those potential champions to participate in the Change Makers Groups. The selected team members were then listed for the approach.

Training and capacity building for the change makers group took place intending to equip the Aquapesca team with the MUVA facilitation methodology, which is grounded in participatory popular education techniques. The training program with the Change Makers Group at Aquapesca had specific objectives designed to empower the group and equip them with necessary skills and knowledge, including a significant component on the gender perspective. This involved a comprehensive review of the concept of gender and an examination of societal norms that shape gender roles and expectations. By understanding these dynamics, participants were better equipped to address gender-related issues in their training and community engagement efforts.