2025 PRME Education Award

The British Council Innovation for African Universities programme on a project called Accelerating Youth Entrepreneurship for Sustainable Tourism in Africa (SDGs 1, 4, 5, 8, 9, 10, 11, 12, 13 and 17). Drawing on open innovation, youth entrepreneurship and sustainable tourism thinking she led the design of staff and students’ capacity building and training programmes developed and delivered in collaboration with strategic partners from Kenya (Sustainable Travel and Tourism Africa and Strathmore University and Sustainable Travel and Tourism), Ghana (University of Ghana Business School) and South Africa (Tshwane University of Technology). This intervention supported the identification and development of innovative youth-led business concepts, with far-reaching impacts on the advancement of youth (45 UG students across 3 counties) sustainable and responsible tourism business development and operations skills, the start-ups of 8 new youth-led enterprises and the revision of 2 institutions’ curricula embedding sustainability in tourism and entrepreneurship programmes. She also mentored colleagues on curricula development (30 staff members across 2 universities and 2 civil society organisations), ECRs, Master and PHD students (30) on academic writing, that also led to a joint publication between 5 of the project participants.

Her Leverhulme International Fellowship (2023/25) is centred around scaling up and deepening the impact of the British Council project in partnerships with stakeholders from South Africa (Tshwane University of Technology) and Kenya (Sustainable Travel and Tourism Africa – STTA; Kwale County of Kenya), leading to the involvement of new collaborators (i.e. Women’s University of Zimbabwe, technical University of Mombasa, Nashulai Training College) – SDGs 4, 5, 8, 12, 13 and 17. Over the past 18 months, the project has enabled the creation a new youth-centred tourism ecosystem and changemaking practices for sustainable development in Kenya and South Africa. the outreach activities associated with this project have been far reaching in terms of research, knowledge exchange and training capacity development in collaboration with 5 partnering institutions, cascading to learners of all ages (approximately 1000) in both formal (i.e. Universities and TVET institutions) and informal settings (i.e. public, private and third sector organisations, Beach Business Management Units, Women Groups). activities has impacted on over 1000 young learners over the past 18 months.

As a spin off from her Leverhulme IF, Prof. Novelli initiated a collaboration with the Diani Beach Destination Management Board of Kwale County to address identified vulnerable youth unemployment and under-employment challenges (SDGs 4, 5, 8, 12, 13 and 17), which are a major concern for Kenya. During her fieldwork (13th February - 2nd June 2025), and through a P-2-P approach she ensured that the voices of the most vulnerable were represented in her work and report on Accelerating Business Innovation for Sustainable Tourism Development in Diani delivered to the Diani Beach Destination Management Board and Kwale County Governor. She facilitated a series of 6 capacitary building workshops benefitting over 200 local stakeholders (i.e. representatives from youth and women groups, curio sellers, boat operators, safari/tour operators, massage operators, activities specialists, entertainment and dancers, local authorities, hospitality operators, sector associations’ representatives, women and youth groups’ representatives), 2 multi-stakeholder participatory beach mapping exercises (undertaken by walking approx. 15 km of the beach where most activities occur), to identify priorities and action required to address some of the challenges associated with the destination. This outreach activity is currently informing policy through its contribution to the Diani Beach Management Plan currently under development.

Prof. Marina Novelli has deployed the Peer-to-Peer (P2P) Capacity Building Model, which is a transferrable outreach and partnership framework, drawing on grassroot qualitative and participatory techniques, enabling a leveled playing field where each contribution is valuable and meaningful in its own right regardless of the background of the participant, enhancing the contribution of those normally belonging to voiceless groups (SDGs 1, 4, 5, 8, 9, 10, 11, 12, 13, 14, 15, 16 and 17). The P2P is a tried and tested model since 2004, when Prof. Novelli launched it in The Gambia as an outreach capacity building and teaching initiative called Peer2Peer Capacity Building through Niche Tourism, which has had real impact through the establishment of a number of Community Based Enterprises, one being the Turtle SOS The Gambia.

Over the past 20 years, she has facilitated interdisciplinary and cross-cultural knowledge exchange and skills development at different levels, from UG to PGT and PGR, of over 5000 learners across the world and inspired ECRs and MCRs to use adapted versions of this P2P approach to creatively support their own innovative intervention and cascade knowledge exchange to others.

Students have been inspired by her commitment to generating new interdisciplinary knowledge on ways in which tourism can play a key role in sustainable development by stimulating local economies, conserving the environment, developing people and changing lives. Her effective leadership of complex projects and her extensive network of strategic partners across over 50 destinations are evidence of her commitment to inclusivity, global perspective and confidence in successfully operating in complex and multi-cultural settings and the ability to thrive as an expert committed to the achievement of the United Nations SDGs in all that she does. Learners benefit from Prof. Novelli’s applied research informed teaching and learning practice, which brings real world views, case studies and firsthand experiences from the field into the ‘classroom’.

By offering a flexible and creative learning experience, the P2P Model has enabled traditional and non-traditional learners to cultivate sustainability competencies that go beyond the ‘classroom’. These include collaborative leadership, ecosystems thinking, communication, agility, adaptability, and the ability to deal with complexity and uncertainty. Learners working on P2P projects are often required to collaborate across disciplines, navigating unfamiliar working environments, styles and perspectives and co-create solutions. This interdisciplinary teamwork develops negotiation, active listening, and cross-cultural collaboration, responsibility and sustainability skills, which are essential capabilities in any career setting beyond tourism.

The diversity of the learners’ body and location of programmes’ delivery enhances participants’ benefit as they interact with peers from different cultural, educational, and professional backgrounds. This not only builds cultural and emotional intelligence but also strengthens their ability to work in international settings. The involvement of stakeholder outside the university, including for example policymakers, NGOs, SMEs, and local initiatives adds value as learners are pushed out of their comfort zone as they communicate their ideas into real-life contexts, practice creative and strategic thinking and learn from peers.

Research, Teaching and Learning in non-traditional settings (i.e. outreach and fieldwork activities) have for too long been characterized by extractive practices benefitting primarily the researcher or learner visiting the destination. What the P2P model has done is to shift the approach to a more equal and inclusive process through co-constructed research and change management techniques in complex and culturally sensitive environments. By driving multi-stakeholder partnerships and collaborative initiatives, the P2P interventions and programs have fostered changes in policy, practice and performances of business, government, academic institutions and civil society to address pressing sustainability challenges across the tourism sector and beyond.

Prof. Novelli distinguishes herself for her ‘leadership by example’ and inclusive approach and excellence in facilitating research and operational skills development of others. While her creative and proactive mindset has enabled her to identify opportunities and facilitate strategic collaborations in wider local, national, and international business settings, her supportive and inclusive approach have inspired many and fostered effective research culture beyond her immediate place of work.

In a nutshell, building the right alliances and forging outreach and critical partnerships are the best approach one can adopt to achieve shared ambitions and goals.