Conservation International
Design and implementation of conservation project portfolio
Inform corporate requirements
TBC
Community identification and selection
Community briefing and site selection
Technical and GIS preparation
Creating and agreeing on the model legend/key
Constructing the model
Depiction of knowledge on to model
TBC
Community identification and selection
Community briefing and site selection
Technical and GIS preparation
Creating and agreeing on the model legend/key
Constructing the model
Depiction of knowledge on to model
TBC
Community identification and selection
Community briefing and site selection
Technical and GIS preparation
Creating and agreeing on the model legend/key
Constructing the model
Depiction of knowledge on to model
Strengthen domestic and international cooperation and exchange, strength science popularization and public awareness, improve scientific research and monitoring capabilities

Wudalianchi Geological Park covers an area of 1,060 square kilometres, in the area it has a town, two farms, a township, a forest farm, three military farms, and some villages, with a total population of 56,730. The good management of the geological park depends not only on the supervision of the government, the implementation of the management committee, the cooperation of the local residents, but also relies on external support. Thus, Wudalianchi Geological Park reached out to various domestic and international research institutes, colleges and universities, and other stakeholders to carry out research projects, cooperation, and promotional activities, the goals are to 1) improve geological park’s research and implementation capacities; 2) learn and exchange management/development/research experiences; 3) leverage external capacity to achieve more for the best protection of the geological park while taking into account the sustainable development of the local communities.

All the outreach and collaboration are fully supported by the Management Committee. The park actively communicates with MAB Biosphere, other geological parks, IUCN Green List, various meetings and activities organized by biosphere network and world geo-park network, gives speeches/presentations. The park also constantly organizes and hosts international conferences, to make itself visible domestically and internationally, and to build partnerships.

 

Public facilities are also built and open to public.

Even though the park has the willingness and the actions to expand its influence and made it known in the world for its effective management, challenges are:

  • Funding for outreach and communications is limited to support all the activities the park wants to do. The park makes its best effort to prioritize the activities it plans and carries out the most important ones within its financial capacities, but has to give up some
  • The park locates in almost the north-most part of China, it needs extra time and effort to develop and build relationship with the outside than parks in more developed cities
  • The ways to reach out and make connections with external parties are meetings, talks and visits, they are good for getting to know new partners, but motivation for follow-ups are usually weak, thus the communications only stay at the surface. The park needs more in-depth relationship with external partners, to improve its academic level, as well as its capacity to better manage the area
  • Among the staff the park has, there is not enough talents experienced in media and marketing promotion
Wudalianchi Management Committee
Promote relevant legislation and strictly comply with the regulations, formulate planning and management measures and implement them
Strengthen domestic and international cooperation and exchange, strength science popularization and public awareness, improve scientific research and monitoring capabilities
On the premise of guaranteeing the ecological protection, sustainably develop the economy to improve the livelihood of local communities and residents
Wudalianchi Management Committee
Promote relevant legislation and strictly comply with the regulations, formulate planning and management measures and implement them
Strengthen domestic and international cooperation and exchange, strength science popularization and public awareness, improve scientific research and monitoring capabilities
On the premise of guaranteeing the ecological protection, sustainably develop the economy to improve the livelihood of local communities and residents
IUCN Don Kincaid
Creating the scientific evidence base
Seeking international recognition for ecosystem
Development of international protection measures
Establishment of the Sargasso Sea Commission
Building effective mentor-mentee relationships

Once protected areas and Business Mentors are matched, they are brought together on a 10-day Residential Training Programme, set within an inspiring and relevant protected area setting. This aims to: build relationships between Business Mentors and protected area managers that allow for effective ongoing mentoring and collaboration; develop business and leadership skills that enable protected area managers to perform better in their roles and manage the protected area more effectively; build a clear action plan for enhancing management effectiveness; provide an opportunity for networking between African protected areas; and build a shared understanding of the importance of effective protected areas, and the possible impact of business decisions. Following the residential training, protected areas and their mentors work together in a mentor-mentee relationship for at least 12 months. Mentoring from this point is usually conducted remotely, although mentors sometimes visit their site to support the roll-out of business planning activities.

Business Mentors deliver the training, which is guided by an 11-step business planning process and a Business Planning Toolkit (developed by Shell Foundation and UNESCO). In parallel, Earthwatch learning professionals provide training and coaching in leadership and management skills to both protected area managers and Business Mentors. The Residential Training Programme builds strong relationships that continue into the remote mentoring period. Committment to the implementation of action plans through ongoing colloaboration and partnership.

Developing the less tangible ‘soft skills’ of protected area staff (e.g. leadership and communication skills) is just as crucial to success as the business planning content. The ESN Residential Training Programme includes activities and discussions that develop protected area manager confidence, capability, competence and skills that influence their ability to put the learnings into practice.

Inclusive business model linked to conservation

Applying the principles of fair trade and inclusive business, we create efficient community-based supply chains for raw materials (plastics and seaweed carrageenan) that are available in abundance. We link these raw materials to conservation actions that reduce plastic pollution and restore coastal ecosystems. Increasing incomes from these raw materials reduces dependence on fishing – enabling communities to set aside larger no-take zones to replenish fish stocks.

A long-standing personal relationship between two of the founding members of Net-Works, Dr. Nick Hill (ZSL) and Miriam Turner (former Interface AVP of Co-Innovation), provided the right foundation to forge a strong collaboration. A shared vision and the setting of clearly defined goals and milestones continues to help strengthen the team. 

It is important that all partners involved in the project have a shared vision of what they want to achieve and clear agreement on goals and milestones. Regular, ongoing communication between the partners is key.