Financial Model & Budgeting Tool

Developed in Excel with partner Levoca, the tool enables Local Government Units (LGUs) and Fisheries Management Bodies (FMBs) to estimate the real costs of implementing and maintaining sustainable fisheries management with integrated EbA elements through the lens of Rare's Managed Access and Reserve (MA+R) models. It includes features for year-over-year projections, funding breakdowns, and integration with LGU planning cycles. Importantly, its input categories were standardized based on the Marine Protected Area Management Effectiveness Assessment Tool (MEAT), ensuring alignment with recognized MPA budgeting and management practices in the Philippines. This made the tool intuitive for LGU users and compatible with their responsibilities to submit Coastal Resource Management Plans (CRMPs).

  • Technical validation through real budget data from five LGUs 
  • Proven MA+R system applied in the budgeting model, ensuring LGUs are costing a real, operational approach 
  • Alignment with MEAT and LGU Coastal Resource Management Plan (CRMP) responsibilities 
  • In-person training workshops that combined testing, validation, and peer exchange - the latter built on the existance of the Coastal500 network, the world's largest network of coastal mayors dedicate to protect and preserve coastal fisheries.
  • Engagement with national agencies—Department of Interior and Local Government (DILG), Department of Environment and Natural Resources (DENR), Department of Agriculture-Bureau of Fisheries and Aquatic Resources (DA-BFAR). 
  • Local champions accelerate adoption; committed leaders, like Del Carmen’s mayor and technical staff in San Isidro and Pilar, pushed uptake. 
  • Aligning with local planning and budget cycles (e.g., CRMPs) is essential to secure real allocations. Excel-based costing fosters ownership but requires extra coaching. 
  • The financing gap is stark—MA+R and EbA cost PHP 10–12M per LGU annually, yet local budgets cover only 3–4%. Bridging this requires external coordination. 
  • EbA financing involves multiple contributors; the model gives LGUs a shared reference to align inputs from NGOs, local, and national agencies. 
  • Collaboration with DILG, DENR, and DA-BFAR opened new pathways, including informing PENCAS and potential integration into Local Government Academy trainings. 
  • Alignment with MEAT standards boosts tool credibility and simplifies replication across MPAs. 
Partnership-based Financial Inclusion Research

Conducted in partnership with the Center for Financial Inclusion (CFI), the project analyzed how financial services—such as community-based savings clubs and responsible access to credit—can help fishers remain compliant with conservation regulations and recover from climate shocks. It also highlighted risks: for example, informal or poorly structured loans (which many turn to without formal alternatives) may drive overfishing. 

Through Rare's longstanding relationship with local governments and communities, the organization was able to provide research partners from the Center for Behavior to access to key stakeholders locally.

  • Rare’s existing Fish Forever relationships with communities, LGUs and FMBs, which established initial community-led MA+R areas on Siargao Island 
  • Existing savings clubs and financial literacy programs, which built community trust and participation 
  • Partnership with the CFI, bringing robust social science research and credibility to the financial inclusion component
  • The research findings resulting from this building block underscore that aligning financial inclusion with EbA supports both collective environmental sustainability and household resilience.
  • Local champions accelerate adoption; committed leaders, like Del Carmen’s mayor and technical staff in San Isidro and Pilar, pushed uptake. 
  • Savings clubs provide a strong foundation for resilience but need complementary tools like formal insurance to manage bigger shocks.
  • Financial inclusion reduces maladaptation. After Typhoon Odette, access to savings and insurance helped households recover without resorting to fishing in reserves, which would have setback conservation efforts 
Co-Management approach

Wewalkele is one of the pilot ESAs, is home to several threatened animal species such as the Thambalaya (Labeo lankae), the Leopard (Panthera pardus), the Fishing cat (Prionailurus vi-verrinus), the Elephant (Elephas maximus), and the Eurasian otter (Lutra lutra). Amidst the 125 flora species identified, cane plants grow to be quite tall and dense, are usually located in mud-dy groves, and are extremely thorny. People from the surrounding villages harvest Heen Wewal (Calamus) from Wewelkele using unsustainable means to make handicraft items that often sup-plement their household incomes. Recognizing the role played by the Wewalkele area in biodi-versity and sustenance of ecosystem services, and its potential threats, Divisional Secretariat (DS) and the community members joined hands to safeguard it via the respective Local Management Committee (LMC) in 2018, defining Wewalkele Co-Management Plan. The area was surveyed both socially and physically, demarcated to avoid further encroachment to ensure its conservation targets are met. And, to leave no one behind, the project focused on incentivizing the surrounding community to conserve the ESA while sustaining the economic benefits derived from it by transforming their existing natural resource usage to green jobs by enhancing their skills, facilitating stable market linkages and ultimately promoting the cane industry further. To ensure the sustainability of the community livelihoods, the project also worked towards setting up cane nurseries along with the required replanting facilities and support the village craftsmen to develop craftsmanship on value added products and to link them with marketing networks. The strong partnership with the local government bodies the community and oversight of LMC was the secret to the success of the managing ESA. Communities, natural habitats and biodiversity can co-exist, benefit each other, be protected and thrive, and the Wewalkelaya ESA is evi-dence of that!

1. Clear Legal and Policy Framework
2. Strong Local Institutions and Leadership
3. Trust and Effective Communication
4. Equitable Benefit Sharing
5. Capacity Building
6. Consistent Government Support
7. Adaptive Management and Monitoring
 

One of the key lessons learned is that the absence or vagueness of legal and policy frameworks for co-management has limited the effectiveness and sustainability of ESA interventions at the initial stage of the project. Where clear, recognized backing was formed, community roles were more respected, rights were defined, and conservation outcomes became more enduring.


Equitable benefit sharing is essential to the success of ESA co-management. In the We-walkele ESA, conservation efforts were designed to align with local livelihoods, particularly by enhancing the cane-based handicraft industry. Through training, market linkages, and in-stitutional support, communities gained stable incomes while actively contributing to biodi-versity conservation. This mutually beneficial arrangement demonstrates that when communi-ties share both the responsibilities and rewards of managing an ESA, conservation efforts become more inclusive, participatory, and sustainable.
 

A credible tiered certification system enhancing the commitment and visibility of golf clubs’ actions for biodiversity

The Golf for Biodiversity programme recognizes and promotes golf clubs’ efforts to protect and restore biodiversity with a dedicated label. It offers three progressive levels—bronze, silver, and gold—each based on specific, science-based criteria developed in collaboration with the MNHN. This three-level system ensures accessibility for clubs with varying capacities, while the time-limited validity (5 years) of the certification encourages clubs to renew their efforts regularly and demonstrate ongoing biodiversity action.

Certification (label) is awarded after an independent audit and a decision by a committee representing golf and biodiversity experts, ensuring compliance with requirements. This rigorous process enhances the label’s credibility.

By promoting the environmental commitment of certified clubs through various communication channels—including online platforms, newsletters, and a national map—the Certification strengthens their public image. It helps attract biodiversity-conscious players, fosters engagement with local nature stakeholders, and can support access to public funding.

  • A scientifically rigorous certification process to ensure credibility and consistency.
  • A three-level labelling system designed to drive continuous improvement through increasingly ambitious biodiversity commitments.
  • Active promotion and communication by ffgolf, enhancing the label’s visibility and appeal to players, local stakeholders, and funders.
  • One of the distinctive strengths of the programme lies in its three-tiered system, which enables clubs to engage progressively, including those just beginning their journey for biodiversity. For the most committed golf courses, the Gold level recognises excellence in biodiversity management. The Bronze / Silver / Gold structure is well aligned with the ethos of a sporting environment. However, the level of ambition required also means that not all clubs find it easy to take part.
  • This Programme enables clubs to become fully integrated into their local area. Through biodiversity, connections are forged with local stakeholders – not only naturalist organisations, but also municipalities and local authorities. By reclaiming their place within the local environment, clubs help to bridge the gap between golf and its surroundings, which in turn shifts perceptions of the sport and fosters strong ties with the territory.
2. Comprehensive Planning and Adaptive Management using the Social and Environmental Management Framework and Operational Plan (SEMFOP) The core of NNT NP's adaptive management lies in its iterative planning process, centred around the SEMFOP.
  • Strategic Planning: A comprehensive 5-year strategic plan (now at SEMFOP 4, 2022-2026). The plan is developed with participatory consultations with the Committee, management, staff, inhabitants, and Implementing Agency staff. The SEMFOP is the strategic framework for NP management, defining its vision, goals, objectives, and strategies for conservation and development. The vision is to protect biodiversity, enhance ecosystems, protect rivers and soils, and improve inhabitants' livelihoods.
  • Iterative Development: A SEMFOP is developed every 5 years through extensive consultations with stakeholders to ensure plans are contextually relevant to needs and widely supported.
  • Adaptability: A feature is the mechanism for adjusting the SEMFOP or annual Operational Plans in response to unforeseen circumstances or new priorities. Such proposed changes are reviewed by the Independent Monitoring Agency (IMA) and subsequently approved by the Managing Committee. This ensures flexibility and responsiveness to changing ecological and social conditions.
  • Integration of Objectives: The SEMFOP integrates various objectives, from protecting riparian forests and water quality for the NT2 Reservoir to preserving biodiversity, fostering research, strengthening management capacity, improving multi-ethnic livelihoods, and prudently managing finances.

The NT2 CA which defines the process and provides the annual funding of USD1,000,000 (CPI adjusted from 2010) supports the planning process and contributions from district agencies from 4 districts across 2 provinces.

Involvement of the Managing Committee, NTPC, World Bank, NNT NP management and staff, NP inhabitants and implementing partners in the review and feedback on SEMFOP drafts

Inputs from IMA providing guidance on areas for improvement.

The considerable research undertaken for the development of SEMFOP 1 and subsequently to enhance knowledge of NP values.

Pilot testing and feedback incorporation, and continuous revision

Pilot testing of the training materials is an important step in refining and improving the content based on real-world feedback from various stakeholders, especially trainees and trainers. This process is enhanced through practical methods such as field visits and demonstrations, during which trainers showcase specific techniques. Trainees are then encouraged to apply these methods in real-life scenarios, allowing trainers to assess the applicability and relevance of the training content.

Through test training sessions, necessary adjustments and challenges can be identified—supplemented by anecdotal insights and direct feedback from farmers. This iterative approach ensures that the materials remain practical and relevant to local conditions, incorporate new knowledge, and adapt to changing environmental and market dynamics.

Importantly, feedback collection should ideally span an entire cultivation cycle, covering key phases like pond preparation, stocking, feeding, and harvesting. This allows trainers to identify challenges and adjust the training accordingly.

At the end of pilot sessions, participants should reflect on their experiences by answering key questions such as “What went well?” and “What can be improved?” This process strengthens the content and improves delivery methods. As a result, materials better meet the real needs of the target audience.

This comprehensive timeframe allowed trainers to gather detailed insights into the challenges faced by farmers and adjust the training accordingly.

6. Internal Loan and Support System

The Cooperative provides loans among members to support new income-generating ideas and emergency needs. This internal support system fosters solidarity and economic innovation within the community.

4. Grant-Funded Public-Private Partnership

Support from USAID’s PERFORM project helped scale up the partnership between KHP and the Cooperative. The funding strengthened the business model and increased long-term sustainability and impact.

2. Leaf Biomass Market Linkage

Farmers prune their trees and sell the leaf biomass to KHP for essential oil extraction, creating a sustainable and regular income stream. This reduces the need for environmentally harmful activities like illegal charcoal burning.

1. Community Forestry Model

Kawandama Hills partnered with local farmers to plant Corymbia citriodora trees on their own farmland, encouraging sustainable land use and reforestation. This model protects the environment while giving communities ownership of the process.