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• 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

To verify the collected data, the summary and highlights of the results were presented and validated through a Stakeholder Consultation with participants of relevant provincial/city/municipal executives and key officials of Misamis Occidental.

Mobilizing a management constituency that is best placed to address the threats and opportunities identified in the diagnosis phase is an essential step in legitimizing the EAF and increasing the potential for its success. Adaptive management then involves the negotiated design of integrated EAF and their subsequent implementation and assessment though IBAMO.

Assistance from partners can help to balance shortcomings from government authorities and institutions. Cooperation with civil society organisations has demonstrated significant contributions, particularly in the field of capacity development. It is important to liaise with cooperation partners for technical support in providing orientation about the nature of FARMCs and to adjust their input and contributions appropriately to meet needs and capacities of beneficiaries.

Capacity building increases the council’s knowledge and expertise. Confidence thus acquired boosts commitment and participation of beneficiaries thus contributing to increase achievement of objectives set. Site-specific training for core group building proved useful to enhance leadership capabilities of FARMC leaders. The design of all interventions at community level making understanding easy, particularly for participating fisherfolk created awareness among stakeholders of the important role that they play in resource management in their localities. Stakeholders turned from distant beneficiaries of a governmental programme into active participants in its implementation.

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.

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.