Multi-national | PANORAMA

Capacity building of the WIOMN

The project team facilitated the development process of the supporting documents (05) required to enhance the capacity of the network and finalize the formal registration as an NGO in Zanzibar.

The documents developed included a Communications Strategy, Financial and Accounting Manual, Partnership and Fundraising Policy, Human Resources Policies and Procedure Manual, and Procurement Annual. In addition, the website of WIOMN was redesigned and updated: https://wiomn.org.

Moreover, the WIOMN Five-Year Strategic Plan 2023-2027 was developed during the SOMN project implementation process as an innovative and effective tool to ensure opportunities and challenges that will affect the Network’s operations and bring about changes in the conservation and management of mangroves in the WIO region.

The availability of the funds, the willingness of the WIOMN Executive Secretary and its board to take their organization to another level, the fruitful collaboration within the consortium and the local representation of the member of the consortium were a great help in that phase.

The honest dialogue and flow communication between partners turned out to be one of the most important cornerstones for the successful institutionalization of the WIOMN.

Implementation

National

Multi-national

Strengthening relationships

After a first mapping of the key stakeholders of the WIO region, the consortium led by WWF Tanzania Office approached the WIOMN on the eventual collaboration related to mangrove conservation.

Jointly, the urgent need for capacity building and the formal registration as an NGO was identified as the main issue and reasons for the limited scope of action during the past. In the following, the needed activities were budgeted in the proposal accordingly.

The good relationships between WWF, IUCN and Wetlands International as well as the profound understanding of involved stakeholders due to the extensive experience in the WIO region were huge enabling factors during the process.

Planning phase

National

Multi-national

Building block 2 – Establishing principles for admitting National Olympic Committees’ projects to the Olympic Forest network

The IOC’s Executive Board approved several principles that NOCs would have to meet to join the Olympic Forest Network.

To have their project included in the Network, an NOC is required to submit details for the IOC’s review and approval, based on these specific criteria/principles. The review process is coordinated together with environmental experts who provide their feedback to the NOC and have the possibility to carry out field visit whenever relevant.

Projects are required to:

Contribute to enhancing climate and nature protection and resilience;
Support and be delivered in partnership with local communities;
Be developed and implemented in collaboration with the relevant experts and authorities; and
Have a long-term maintenance plan in place.

These principles help guide NOCs in the creation of their projects and ensure that all projects that are part of the Network are contribution to climate action and nature protection. The principles also ensure that projects possess certain characteristics and collaborative structures that are to ensure local impact and projects’ long-term viability.

Knowledge and understanding of factors that are important for designing and implementing successful nature restoration projects.
IOC’s practical experience with the implementation of the Olympic Forest project.
Collaboration between sport and nature conservation experts.

Having principles “on paper” does not automatically mean that they will be perfectly implemented and adhered to by the NOCs from the very beginning.

The application process to this initiative is a learning and improvement path where NOCs, under the guidance of the IOC and of environmental experts, can be guided to ultimately comply with all the requirements of the initiative and to create and implement high quality projects with tangible added value and shared benefits for the ecosystems and the local communities.

Building block 1 – Using an existing initiative (the Olympic Forest) as a blueprint for National Olympic Commit-tees to initiate their own nature restoration projects.

The IOC’s Olympic Forest project – a reforestation initiative launched in Mali and Senegal – generated interest from National Olympic Committees, who expressed their wishes to take action against climate change and to implement similar projects in their own countries.

Following this interest, the IOC launched the Olympic Forest Network, where NOCs could build on the original Olympic Forest project by designing and implementing their own initiatives to restore existing forests, wildlife corridors, coastal watersheds, and ecosystems, as well as implement regenerative agriculture projects.

The Network builds on, and expands, the IOC’s Olympic Forest initiative, helping to profile Olympic Movement’s work that contributes to fighting climate change and conserving nature. It recognises local projects delivered by NOCs according to best practices and within the IOC’s framework. The IOC provides support to NOCs (guidance, technical advice for the application to the network, workshops, webinars and in some cases funding), receives their projects and assesses them using specific criteria. Thanks to its offices located worldwide, IUCN helps the IOC in providing technical feedback about the projects, carrying out field visits and reviewing the technical documentation provided by the NOCs.

The IOC’s initial design and implementation of a reforestation project
National Olympic Committees’ interest in environmental work
The original implementing organisation’s (i.e. IOC) desire to expand its original project and support the organisations driving these secondary projects
The collaborative spirit encouraged by the Olympic Movement and facilitated by the IOC’s organisational structure (NOCs as constituents of the Olympic Movement under the leadership of the IOC)
Good communication between the IOC and NOCs

The establishment of clear guidelines and criteria for this type of initiative is essential to avoid the multiplication of low-quality projects with low added value and benefits for nature conservation and local communities. Leading by example in this field helps to drive the Olympic Movement into proper planning and proper allocation.

Stand on existing binational platforms

Three binational (Canada-United States) commissions play a role in the protection and restoration of the Great Lakes, including the Great Lakes Commission (GLC), Great Lakes Fishery Commission (GLFC), and International Joint Commission (IJC). More specific to the Great Lakes, the work of the IJC is supported through the Great Lakes Water Quality Agreement (GLWQA). While none of these commissions explicitly represents and advances an agenda related to protected and conserved area (PCA) networks, they share goals and have capacities that can support such networks.

To this end, the Great Lakes Protected Areas Network (GLPAN) continues to find opportunities to profile PCAs, meet its network ambitions, and address conservation issues by standing on these platforms. In particular, the GLWQA has specific Annexes addressing the priority issues which are also of importance to PCAs, such as Habitat and Species, Climate Change, Aquatic Invasive Species, Science, and Lakewide Management. Engaging with the GLWQA is an effective means to address conservation at scale and represents a significant return on investment given the capacity and collaborative support partners bring. More specifically, "Lakewide Action and Management Plans" (5 year rotation on each of the 5 Great Lakes) and "Cooperative Science and Monitoring Initiatives" are two GLWQA initiatives that PCAs and PCA networks can lever and contribute to help advance conservation efforts.

There are members on GLPAN who either work for a respective Commission or are actively involved in GLWQA committees.
The efforts of the GLWQA and GLFC on issues such as aquatic invasive species, climate change, habitat and species, and water quality are collaborative in nature and implemented at a scale.

While other platforms/forums may be involved in protection and restoration, PCAs may need to be prepared to express their own issues and concerns, that is, don't assume others will represent.
There are agencies working on Great Lakes protection and restoration space at a policy-level and welcome the opportunity to practice in a place-based manner with PCAs.

Documentation and dissemination of results

Multi-national

Build a binational Great Lakes protected areas network

There are over 650 coastal and freshwater protected areas representing over 40 agencies in the Great Lakes. Prior to the Great Lakes Protected Areas Network (GLPAN) establishment in 2019 there was no forum or network that supported a direct dialogue or collaboration across protected and conserved areas in the Great Lakes.

Members of the GLPAN are individuals or representatives from agencies that carry out professional activities related to Great Lakes conservation and/or protected areas management. Members are generally senior positions that can contribute expert knowledge, relevant information, and capacity to achieve GLPAN objectives, including:

Contribute to the conservation and protection of the Great Lakes coast and lake ecosystems through a collaborative network of people and places;
Provide a platform for enhancing communication and knowledge exchange across Great Lakes protected and conserved areas;
Build partnerships and support projects of interest to the GLPAN membership;
Raise awareness and appreciation of Great Lakes protected and conserved areas with the public and other domestic and binational conservation initiatives; and,
Serve as a regional hub for the North American Marine Protected Areas Network (NAMPAN).

GLPAN membership has chosen to remain voluntary and unfunded. While there is an organizational structure and purpose, the informal nature supports collegiality and flexibility.
The network is not competing with other protected area networks in the Great Lakes, the members essentially recognized and filled a need.
The Great Lakes Water Quality Agreement (including Lake Partnerships) is a platform that GLPAN can engage with and if necessary, use to advance initiatives and interests.
The pandemic normalized and equipped people to attend virtual video meetings.

Early in its formation, members collectively worked on a GIS Story Map "Great Lakes, Great Protected Areas". This not on provided an experience and opportunity to collaborate but helped GLPAN to define its identity.
Some members feel the informal context creates a more open space for dialogue and sharing without the formalities sometimes associated with representing one's agency in an international forum (there is machinery for that sort of work if need be).
Scheduled meetings (quarterly) with invited speakers helps to maintain the interest and drive of GLPAN.

Inception phase

Implementation

Multi-national

North America

Building a protected areas network in the world's largest freshwater ecosystem.

Scott

Parker

Build a binational Great Lakes protected areas network

Stand on existing binational platforms

Moving towards implementation and impact on the ground

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:

Empowering stakeholders
Improving integrated ocean governance
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.

Establishing strategic partnerships with key institutions which can be used as a model of how private companies and other actors can collaborate to support coastal and marine protected areas in a more systematic and effective manner.
Designing a structure for collaboration in a participatory manner and then mobilizing more partners of aligned vision to implement together.

For long-term results, it is important to forge strategic partnerships that capitalize on private sector interests while supporting sustainable livelihoods and marine and coastal conservation.

Implementation

Monitoring

Documentation and dissemination of results

National

Multi-national

From Linear to Circular: The Future for a Sustainable Blue Economy

Galvanizing corporate support for marine conservation

Involving the private sector

OBF session at the Marine Regions Forum 2023 held in November 2023, Dar es Salaam discussing the involvement of the private sector in ocean governance

Our Blue Future initiative

OBF session at the Marine Regions Forum 2023 held in November 2023, Dar es Salaam discussing the involvement of the private sector in ocean governance

Our Blue Future initiative

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.

Having a clear framework, structures, and forms developed on how to engage the private sector is essential to ensure all partners have equal participation rights.

Honest dialogue and building a common understanding between partners help foster collaboration and alignment of goals to avoid the notion that private sector partners have more influence over decisions within the multi-stakeholder initiative.
Building interest and partnerships by highlighting the benefits of collaboration beyond economic benefits is essential.
Defining roles and responsibilities of private sector partners helps establish clarity and ensures that each partner contributes their unique expertise and resources to the collaboration.
Pre-screening potential partners to ensure productive partnerships, which involves assessing their capabilities, values, and alignment with the objectives of the initiative.
Clustering private sector partners into different sectors based on their interests has been useful, such as through OBF’s Innovation Teams. This clustering approach enables focused collaboration within specific industries or areas, fostering synergies and maximizing impact.

Multi-stakeholder approach

CLI’s Dialogic Change Model

Collective Leadership Institute (CLI)

OBF preliminary governance arrangements

Our Blue Future initiative

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:

The Preliminary Steering Team co-designs the strategy, steers the alliance, monitors implementation, and evaluates impact
Multi-stakeholder Task Teams support the development of governance, stakeholder engagement, and communication strategies
a Secretariat ensures smooth operation and coordination
Innovation Teams tackle critical, sector-specific challenges through concrete actions and projects
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.

Partners are willing to collaborate on eye level as peers. Each partner contributes different resources and complementary competencies to maximize value and impact toward OBF’s shared vision for the WIO region.
Partners engaged in a very participatory and co-creative process to develop OBF’s Transformation Network Blueprint and to prioritize actions related to its objectives; ownership is high and momentum growing for further implementation.

Bringing together partners with different approaches, cultures, values, and interests in an equitable manner that delivers value for all requires collaboration capacity, intention, and sustained effort. Given the wide array of stakeholders, co-developing a shared vision is important to create a sense of ownership and inspiration. It also ensures full participation rights for all key stakeholder groups.
Establishing a mechanism to measure impact and results is necessary, alongside measuring the vitality of the OBF collaboration ecosystem to ensure that all partners continue to share a common understanding of the initiative’s relative strengths and areas for development to inform planning.

Implementation

Multi-national

Our Blue Future Approach