Group learning, peer feedback and peer-to-peer exchanges are embedded in the design of the MAR-Leadership program. This is coupled with ongoing virtual networking opportunities to enable the fellows to develop a support group for their current projects and their ongoing passion for the conservation of the Mesoamerican Reef. MAR Leadership seeks a consolidated, active MAR Leadership network where fellows collaborate among themselves and with experts, communities, governments, and academic institutions, regardless of borders. Forging connections across disciplines, organizations and geographical boundaries has been central to the MAR-Leadership mission.
Keeping fellows engaged, maintaining dynamic active social networks and offering benefits to alumni such as fellowships for courses or trainings, or publishing their work and news.
Develop strategies that support “fellow to fellow” interactions. Since many fellows use Facebook, recruit fellows to help with MAR-Leadership’s Facebook page.
Fellows have different amounts of time and energy based on changing life circumstances; offer different tiers of engagement that can tap everyone.
Behaviors and attitudes required for developing networks and organizational management need to be learned. It is important to coach staff and fellows in network principles and strong network behaviors.
Introducing social media tools help fellows mobilize support for their own work and build capacity with tools that can support their ongoing connectivity.
The MAR Leadership programme seeks to incubate new project ideas into projects with the potential for replication (scaling-up) along the Mesoamerican Reef Ecoregion. These projects are developed to show clear and measurable conservation impacts within a 3 - 5 year time horizon. Each cohort has a thematic focus linked to the conservation needs of the region. For example, in 2010 the fellows´ projects focused on coastal development and tourism; in 2011 on sustainable fisheries and establishment of Marine Protected Areas (MPAs); in 2012 on the establishment of a network of multifunctional marine reserves; in 2014 on integrated solid waste management and 2015 on conservation and economical valuation of mangrove ecosystem services.
Fellows commitment to implement their projects
Fellows’ organization support
Tapping the expertise of fellows and encouraging them to self-organize around learning and action projects (seeded with resources) help them develop their leadership skills.
Fellows’ projects are more likely to succeed if they are part of the work plan of their organization.
The capacity of local conservation leaders is strengthened so they become more effective in the design and implementation of their conservation projects in a manner that will serve fellows of this programme throughout their life time.
The MAR Leadership Program offers group and individual training:
During group workshops fellows are trained in project design and their leadership abilities are refined. Targeted competencies include the development of effective communication strategies, public speaking, negotiation and conflict resolution, time management and leadership in team management.
For individual training fellows have access to a small budget that can be used to participate in courses or technical diploma programs, intensive English or Spanish classes, visits to mentors, visits to pilot projects, internships in international organizations that deal with topics associated with the fellow’s project, as well as the production of market studies and data generation to bolster the feasibility of a given fellow’s project. These funds are expended according to a training plan designed with inputs from both the program’s staff and international experts.
A group of committed young fellows for each cohort
International experts and mentors that deliver training on project design and leadership skills
Financial resources for program’s operation
Seed funding for project launching
It proved helpful to involve a consultant who provides technical advice, co-facilitates trainings, and advices in project design. Specifically, the consultant helps to:
Research, review and distill the most up-to-date literature on the cohort´s topic, with an emphasis on the MAR region.
Based on research above, make recommendations to fine tune the program’s regional vision of success, and clearly defined objectives that are time-bound and measurable against baselines
Assist program staff in the development of a profile of the ideal fellow for the cohort and in selecting 12-14 fellows for the programme.
Lead the cohorts' leadership and project development training curriculum
Facilitate and identify resource people to deliver successful training workshops during the cohort cycle.
Provide mentoring and technical assistance to the fellows in the incubation of their project ideas to turn them into success.
Work is under way to scale up and transfer lessons learned from current projects to other countries in Central and South America. Basic knowledge about blue carbon needs to be disseminated at multiple levels and scales, local “champions” identified, and interest in replicating experiences needs to be gauged. Establishing a network of practitioners, blue carbon scientists and decision-makers promotes the exchange of experiences and information, thereby serving as a catalyst for further work. Also, links to global initiatives ensure common working frameworks to reach similar goals.
Above all, local and regional capacities need to be promoted such that a shared language, goals and expectations around blue carbon are used across country borders. Having “champions,” or local focal points that drive the development of research and market-ready projects and help develop national policy frameworks is required. Once a critical mass of people is reached, funding streams that promote knowledge exchange and piloting activities must be sought.
Interest in blue carbon projects is increasing across the Americas, however, a critical mass of scientists, practitioners and policy-makers is still needed. The understanding of blue carbon science and policy building blocks is still at an early stage in many countries, which is why key messages must be delivered in a timely manner to the right audiences.
International literature still needs to break language barriers to facilitate dissemination among multiple actors. Identifying key people in government and research institutes with previous knowledge and experience or current interest in blue carbon is necessary so they can serve as focal points in their countries or sub-regions and disseminate information, design and implement local initiatives, and facilitate scaling up. The culture of sharing information and data across Latin America needs to be understood to promote dialogues and actions in a productive manner.
The project seeks international management status for the area in question by having submitted the management plan under the Ramsar application process, currently awaiting outcomes. The management plan will enhance the chances of Nasoata being chosen as the second Ramsar site in Fiji as it outlines the planned management framework for the Island.
- Nasoata Island meeting the criteria that is set by Ramsar.
- Successful drafting of co-management plan as it is part of the Ramsar process.
- DoE implementing the Ramsar process on the ground.
A special recruitment of a consultant to complete the Ramsar Information Sheet (RIS) was necessary. The RIS is very comprehensive and needs the attention of a full time person to collate all the available information.
