Inception phase | PANORAMA

Institutional Arrangements

Village meeting.

WWF India

Strong links with local government bodies ensure cooperation, dialogue and mutual support. Community level engagement together with local government bodies ensures bi-directional flow of information. Appropriate institutional mechanisms ascertain participation in the planning, implementation and monitoring of actions addressing disaster preparedness and the strengthening of the community’s resilience through appropriate projects.

• Support from government for long term sustainability. • Capacity development and access to information on climate change impacts and adaptation options for local government, communities and other partners, such as NGOs.

Long term commitment and good relationships between government bodies and the community members are crucial to any activity and project planned to improve disaster preparedness and livelihood resilience. Without this achievement the sustainability of any activity may be at risk.

Inception phase

Local

Vulnerability Assessment

Sundarbarns.

Anna Kalisch, GIZ

This assessment helps to identify the physical and socio-economic vulnerabilities of the island’s communities. Topographic surveys identify low-lying areas that are particularly prone to coastal flooding and feed into a Geographical Information System (GIS). According to these baseline data, data on soil and salinity is collected at representative sample sites to identify appropriate salt-tolerant paddy varieties, fish and prawn species.

Successful construction depends on results from: • Support and technical expertise for surveys and geographical information system; • Salt resistant indigenous paddy, and fish and shrimp varieties must have a market value to ensure income for the community.

Disaster risks and preparedness of the community must take into account not only physical factors but also socio-economic and cultural factors. Vulnerability assessments provide the obligatory baseline data and information to effectively design and implement projects and activities at the most vulnerable locations. They provide the input to design projects with a socio-economically and culturally appropriate approach. The adoption of a participatory approach for scheduling and implementation of data collection by project staff and scientists helps to establish a good relationship based on transparency, trust and dialogue with the target group, particularly farmers.

Planning phase

Inception phase

Local

Code of Conduct

The Green Fins Code of Conduct (CoC) outlines 15 actions or environmental activities that target environmental threats caused by the dive industry both on land and under water to help dive centres and individual divers to reduce their impact on reefs. The approach provides a practical system to encourage dive centres to implement a set of guidelines providing clear industry standards for environmentally responsible practices, and to promote marine environmental awareness.

• An active dive and/or snorkel industry with dives being conducted on coral reefs and/or associated ecosystems. • Dive and/or snorkel centres with a certain awareness on environmental issues related to the industry and a willingness to participate and address environmental threats caused by the industry.

The Code of Conduct covers 15 fairly broad environmental practices within the diving industry. However, through application the comprehensive criteria allow the Green Fins approach to include both common challenges as well as adapting to include locally specific challenges. Solutions to common challenges such as diver behaviour management can transferred between dive destinations. Through its multi-stakeholder approach, solutions to locally specific threats can be addressed by the Green Fins network on a local level. For example, a small recyclable collection company in the Maldives was recently identified by the Green Fins network and is now being promoted to dive centres nationally.

Planning phase

Inception phase

Global

Green Fins - Code of Conduct

Green Fins - Different Downloads

Paper / The Green Fins Approach for Monitoring and Promoting environmentally su…

Strengthening the Alliance and Capacity Building Activities

In order to strengthen the alliance, IBAMO has established five major committees facilitating its sustainable implementation: • Information, Education and Communication Committee (IEC) • Law Enforcement Committee • Habitat Enhancement Committee • Institutional/Capacity Building Committee • Monitoring and Evaluation Committee As part of the collaborative implementation of the EAF (i.e., pilot implementation of tailored strategies in focal sites with the explicit aim of capacity development of stakeholders for EAF), IBAMO was involved as key stakeholder. Capacity building focused on the institutional strengthening of IBAMO and included topics such as Coastal Resources Management, Fisheries Data Collection and other activities that were conducted in collaboration with other partners.

• External institutions (including civil society groups) take a role in catalyzing the process fisheries improvement • Mobilizing support from national government agencies (e.g., BFAR, DENR, DOST) to link up with the LGUs and provides technical as well as financial support.

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SEARCA, WorldFish, and DENR X conduct CRM Workshop for IBAMO

SEARCA, WorldFish, BFAR X, and DA-BAS conduct training on fish catch data colle…

SEARCA and WorldFish facilitate VMG workshop for the Iligan Bay Alliance of Mis…

SEARCA and WorldFish facilitate IBAMO's 5th Executive Meeting and Planning Work…

Building Consensus and formalizing the Alliance

The formation of IBAMO is based on previous programs in the field of coastal resource management. Thus, building partnerships and consensus with “outside” institutions (including NGOs and civil society groups) and catalyzing the improvement of fisheries governance in the target sites was achieved within two years. In 2012, all eight LGUs entered and signed a new Memorandum of Agreement (MoA) to constitute IBAMO, along with the provincial government and regional offices of several government agencies Northern Mindanao.

• strong commitment of the LGUs and Local Chief Executives beyond party lines • the multi-stakeholder composition of IBAMO includes national government agencies • “champions” from the LGUs - mostly the Municipal Planning and Development officers and/or Municipal Agriculture or Environment officers – who also serve as members of the Alliance’s technical working groups • Provincial Government of Misamis Occidental serves as Secretariat

• Building on past gains from similar project such as coastal resources management • Building on existing institutions i.e., multi-agency governance arrangement, rather than creating new ones including presence of fishes organizations; • Mobilizing support from national government agencies (e.g., BFAR, DENR, DOST) to link up with the LGUs and provides technical as well as financial support • Partnerships with “outside” institutions (including civil society groups and academe) and catalyzing the improvement of fisheries governance in the target

Inception phase

Local

Subnational

WorldFish - 2013-31 - An Ecosystem Approach to Fisheries (EAF) in Misamis Occidental, Philippines

Inclusion of Fisherfolk Leaders

Meeting of the Lupon Marine Protected Area Management Board (© FARMC Project Philippines)

Regular participation and consultation of fisherfolk leaders is sought from the beginning. These leaders are appropriate advocates for responsive and effective co-management planning and implementation since they are directly affected and speak the language of coastal dwellers.

Conditions for adoption elsewhere: • Community leaders who are willing to sacrifice their time and share their talents for the common good. • Government workers who genuinely believe in the principle of people empowerment, social equity, partnerships.

Regular consultation and consideration of input from stakeholders at community level, including fisherfolk and their leaders from formulation of implementing guidelines up to policy implementation is a key factor for ownership and empowerment. Involving resource users in the management process makes them aware of resource status and need for proper management to sustain the basis for their livelihood. Awareness favours active participation, cooperation and compliance with rules and regulations. Contributions of fisherfolk and other resource users based on their local knowledge and long experience in the target area are complementary to scientific and technical expert input. Financial valuation of ecosystem services makes aware resource users of the economic importance of ecosystems that they rely on. It is effective in helping decision makers and managers to prioritise fisheries and aquaculture.

FARMC-Project Philippines completed in 2011

Effective Fisheries Management in the Philippines

Regional FARMC Program Management Centres

Regional FARMC Programme Management Centres established in every region of the Philippines facilitate all programme activities. Their designated programme coordinators work directly under the supervision of the Bureau of Fisheries and Aquatic Resources (DA-BFAR) regional directors. DA-BFAR supports the implementation at all levels both logistically and technically and in cooperation with partner agencies including local government units.

Conditions for adoption elsewhere: • Legal framework (the 1998 Philippine Fisheries Code, Republic Act No. 8550 mandates the creation of FARMCs, defines responsibilities and authority of stakeholders and decisive engagement of fisherfolk in coastal resource and fisheries management. The Fisheries Administrative Order No. 196 defined FARMCs implementation process). • Will and commitment of government and community leaders; • Funding and human resources.

Resource users, when given the right opportunities in a proper context can be partners of the government for the management of fisheries and aquatic resources. They can be responsible resource users and be active participants in efforts targeting sustainable use of marine resources. Adequate support mechanisms in terms of a legal framework and definition of responsibilities and authorities, technical expertise, funding and logistics are needed to make co-management successful. Co-management poses many challenges requiring perseverance, commitment and strong conviction of all partners and stakeholders to overcome the many constraints and difficulties for planning and implementing co-management.

FARMC-Project Philippines completed in 2011

Effective Fisheries Management in the Philippines

Guidelines on the Creation and Implementation of Fisheries Aquatic and Marine R…

Fisheries Legislations Philippines

Fisheries Resources (2013) Philippines

Municipal Fisheries Production (2013) Philippines

National FARMC Program Management Centre

The Bureau of Fisheries and Aquatic Resources (DA-BFAR) established this national centre that implements and coordinates the national Fisheries and Aquatic Resource Management Council (FARMC) program of the Philippine government. It is charged with the facilitation, coordination and spearheading program implementation nationwide. Strategies and policies to enhance program execution are formulated and based on regular program evaluation.

Conditions for adoption elsewhere: • Legal framework (the 1998 Philippine Fisheries Code, Republic Act No. 8550 mandates the creation of FARMCs, defines responsibilities and authority of stakeholders and decisive engagement of fisherfolk in coastal resources and fisheries management. The Fisheries Administrative Order No. 196 defined FARMC implementation process). • Will and commitment of government and community leaders; • Funding and human resources.

The support provided by governmental agencies and fisherfolk from local communities, including their leaders is a paramount factor of successfully establishing the FARMC and implementation of the programme. Due to the legal framework and the strong cooperation and participation of all stakeholders concerned, government agencies and entities that were first unwilling to share power could be convinced to cooperate. However, this is a challenging process. Solutions for inadequate financial and logistical support due to the lack of programme funding, and lack of technical personnel to provide assistance are common problems that need to be taken into account during the planning, inception and implementation phases. National and international partner organisations may be alternative options to be assessed.

FARMC-Project Philippines completed in 2011

Effective Fisheries Management in the Philippines

Guidelines on the Creation and Implementation of Fisheries Aquatic and Marine R…

Fisheries Legislations Philippines

Fisheries Resources (2013) Philippines

Municipal Fisheries Production (2013) Philippines

Vulnerability assessment

Suitable sites are identified and prioritized based on the potential of successful mangrove rehabilitation to reduce vulnerability in the face of climate change. In the case of Silonay, mangrove rehabilitation was identified as a solution to storm surge vulnerability.

Existence of remaining mangrove areas;
Technical know-how and funding from NGO partners;
Community and local government awareness of ecosystem services benefits of mangroves and other marine resources.

People who benefit from the habitats, species and sites (and the services they provide) should be involved in managing them and making decisions about the project. Vulnerability assessments should be done at both, the municipal and village level. Results of vulnerability assessments should be disseminated to key local and national policy makers and local chief executives and community leaders so they can take action to address key vulnerabilities.

Vulnerability Assessment of the Verde Island Passage

Community Management Plans

Community consultations.

F. Brunken, GIZ

Communities analyse their fishing practices and develop community-owned plans to introduce appropriate actions and conservation measures. This is supported by awareness raising programs as well as technical advice. The strategy is based on 3 principles; maximum participation, motivation rather than education and demand-based process. Communities should be convinced that they have the primary responsibility to manage their own marine environment and not the government.

Keeping the process simple
Respect local customs and protocols
Provide motivation
Make use of traditional knowledge
Use science to support community objectives
Adopt a precautionary approach
Suggest alternatives to the over-exploitation of resources

Local knowledge has often been underestimated however; most communities have an acute awareness of, and concern for their marine environment. These views should be considered when developing management undertakings. The success of community consultations depend on the facilitators. Facilitators should be equipped with the appropriate skills such as cultural, traditional, confident, encouraging individuals to give their opinion and good listeners than teachers. Facilitators should never dominate discussions or express their opinions – neutrality is of key importance. Awareness materials and programmes should consider its target audience, how it is delivered and who the message is aimed. Sometimes messages are defensive when interpreting the local situation. Community has ownership or assumed control over the managed area or fishery.

SPC - Community fisheries management plans