Projects in many ways are the means of achieving our global, national and community mandates. In this section you will have access to basic information including results from all ongoing and completed projects. You will also have access to our global website where more detailed information is included about each project.
Project List
The Grande Anse Marine Reserve is located east of the community of Des Barras and is one of the most visited beaches by leatherback turtles (Dermochelys coriacea) in the Eastern Caribbean. The project aims to address the issue of sand mining, poaching of sea turtle eggs, slaughtering of the marine turtles, deforestation and the low capacity of the Des Barras Sea Turtle Watch Group. The Planning Grant will be used to develop the capacity of the group, establish a multi-stakeholder management committee, commence the long process of public awareness and education and prepare a Full Grant Project Proposal.
The Des Barras Sea Turtle Watch Group was awarded a PG to help diagnose its capacity and capability deficiencies, to develop a long term strategy for addressing the continued slaughtering of Leatherback Turtles in the Grand Anse Marine Reserve, and to prepare a FG proposal for addressing the issues identified for priority attention. The PG enabled the group to hire two consultants/facilitators who were able to produce a Diagnostic Study, a Capacity Development Plan and a FG project proposal.
The grantee was very committed to this project as one which could protect an endangered species, create employment and a significant income stream for the community. In 2009, prior to the decline in the management of the marine reserve by the group, a gross income of XCD$28,063 (US$10,394) was made from tours organized for local and international visitors (tourists).
The Diagnostic Study Report identified the main issues as follows: (i) only a fair understanding of the marketplace; (ii) absence of records and a database; (iii) tour guides with knowledge of the resources but who needed some skills development; (iv) a lack of variety in the tour package for increasing the income to the community; (v) the absence of a visitor feedback system. The study made ten (10) recommendations as follows: (i) the establishment of an effective management structure based on good governance principles; (ii) the preparation of a Standard Operating Procedures Manual; (iii) the establishment of a Mentoring Programme to assist the group as it evolves; (iv) A Simple Marketing Plan; (v) Quality Management Plan; (vi) a Strategic Plan which clearly identifies the group’s shared values; (vii) the training and development of effective leaders; (viii) training in a variety of areas; (ix) the more extensive use of social media and the development of a website; and (x) the development and implementation of a Communications Plan.
The Capacity Development Plan produced a capacity development plan matrix with the following areas of focus:
(i) Human Capacity Development – professional manager; public relations and advocacy; trainer development; dispute resolution and negotiations; and activity/event planning.
(ii) Organisational Capacity Development – leadership/governance; establishing standard operating procedures; record keeping; strategic and business planning; quality management systems implementation; networking and communications; resource acquisition; and project development, management, monitoring and evaluation.
(iii) Community Capacity Development: youth entrepreneurship training; tour guide training; and confidence building and a sense of ownership.
Economic Impact: This project employed seven (7) persons of which 4 were women and 3 were men. The total salary paid to these persons was XCD$11,280 (US$4178) of which XCD$5,468.00 (US$2,025) was paid to women and XCD$5,812 (US$2153) was paid to men.
Capacity Development: Two persons (men) were trained in record keeping and proposal development.
The FG proposal was produced and submitted to the NSC for review and it was approved.
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