Regional Resource Document

The regional resource document (RRD) for coastal spatial planning describes management approaches in existing spatial planning systems, and outlines the application of the general spatial planning process at different scales, administrative levels and degree of complexity. References of methods, tools and information sources are provided. The user can navigate progressively through the various sequential steps, or skip to sections relevant to his needs.

Conditions for adoption elsewhere:

  • Full support and commitment from national governments and authorities of each participating country for coastal and marine spatial planning

Coastal and marine spatial planning (CMSP) is multi-sectoral and interdisciplinary and consequently requires commitment and cooperation of various ministries and authorities at different governmental levels. To bringing all stakeholders together for discussing and agreeing on related matters is a challenge that can be successfully addressed through national consultations and trainings. These measures also encourage cross-learning and team building; it enhances cooperation, coordination and dialogue between and among themselves. Continuous support and cooperation of national authorities clears the way forward.

Village Level Institutions

Gender and socially balanced village management committees are established in the target community which are governed by agreed rules. They develop regulations and micro plans for all activities and are responsible for their implementation. They try to consider the concerns and priorities of different stakeholders. Training allows them to also take into consideration new climate change findings.

Conditions for adoption elsewhere:

  • No existing conflicts between hamlets
  • Detailed knowledge on the socio-economic composition of the community including scheduled caste and tribes
  • Resources to provide the necessary training of community members

Approaches taken to not only engage villagers but also to jointly establish village management committees substantially contributed to build trust, confidence and partnership between the community and the implementing organisation. The village management committee is a useful vehicle to share experiences and to spread good practices within and external to the community. It also acts as a catalyst for village people’s commitment to engage in the implementation of the project and to take responsibility for its success. Its gendered composition ensures that men and women participate in discussions and decision making. The training provided for the community and the village committee developed capacity to better understand how to adapt to deteriorating natural conditions, and to prepare for climate change consequences. The village committee acquired competence to act as advocates in other communities.

Situation Analysis and Vulnerability Assessment

Participatory rural appraisals help to draw a picture of both the socio-economic and environmental situation and the major concerns. Geographical assessments and the use of geographical information systems help to identify the project area and risk zones that are affected most by climate change impacts like sea level rise and salinity.

Conditions for adoption elsewhere:

  • Information on current and predicted mean sea levels
  • Modelled impacts from sea level rise on the coastal area and community targeted
  • No conflicts between hamlets in the target area
  • Willingness of the community, and support for a sustained participatory process

A combination of participatory and scientific tools such as GIS is very useful in bring out the real issues faced by the people.

Regional Assessment Report
Summarise national assessments in a standardised format to provide the basis and a resource book for ecosystem-based and sustainable integrated coastal zone management framework. Recapitulate valuable information for the effective management of coastal erosion region-wide to improve coastal resilience and consequently reducing impacts from sea level rise on ecosystems, economy, safety, health, quality of life and livelihoods of people.
Conditions for adoption elsewhere: • Information on policies, legal and institutional mechanisms, • Knowledge on past, current and planned interventions and development support, • Gaps and needs in policies, capacities, institutional arrangement and regulatory frameworks, • Identification, prioritisation and budgeting of activities, • Design and planning of specific, needs-based pilot interventions suitable for future replication or scaling up.
- not available -
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.
XXX YET MISSING XXX
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
Rapid Appraisal of a Fisheries Management System (RAFMS)
The RAFMS approach was adopted to complement the PDAM in the participatory diagnosis. RAFMS focuses on fisheries management systems and considers the broader context of socio-economic, biophysical, and institutional dimensions. Results indicate five crucial issues to be addressed by IBAMO: (1) depleted fishery resources and low fish catch; (2) degraded fishery habitats; (3) lack of alternative livelihood; (4) limited institutional capabilities including lack of effective fisheries monitoring program; (5) lack of harmonization of fisheries laws and ordinances.
• Stakeholders active participation in the stakeholder consultation; results from participatory diagnosis
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.
Participatory Diagnosis and Adaptive Management (PDAM)
The PDAM framework begins with a phase of diagnosis to define the fishery to be managed and to identify the specific issues to be addressed. Key tasks within the diagnosis phase include: (1) defining the fishery boundaries; (2) identifying fishery-specific challenges and opportunities (past, present & future); (3) prioritizing issues, (4) scoping potential management solutions.
• Stakeholders deliberately consider who should be included in adaptive management.
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.